SlideShare a Scribd company logo

Hass howard scrum master capabilities

•
•
Hass Howard
Hass Howard

This presentation highlights my Scrum Master experience. Quite often, companies and teams seeking Scrum Master support misinterpret being an Agile Coach as someone that is unfamiliar with performing the hands-on duties of a Scrum Master. Whether I am supporting a single team in the role of Scrum Master, or assisting an entire Enterprise, the desired outcome remains the same--help teams achieve higher levels of performance through Agile/Lean thinking, processes, and practices.

Related slideshows

AgileLIVE Webinar: Measuring the Success of Your Agile Transformation - Part 2
AgileLIVE Webinar: Measuring the Success of Your Agile Transformation - Part 2AgileLIVE Webinar: Measuring the Success of Your Agile Transformation - Part 2
AgileLIVE Webinar: Measuring the Success of Your Agile Transformation - Part 2
 
InterConnect 2016 Continuous Visibility DTA-3268
InterConnect 2016 Continuous Visibility DTA-3268InterConnect 2016 Continuous Visibility DTA-3268
InterConnect 2016 Continuous Visibility DTA-3268
 
Making Work Product-Centric: A Journey at Nationwide Insurance | Tasktop Conn...
Making Work Product-Centric: A Journey at Nationwide Insurance | Tasktop Conn...Making Work Product-Centric: A Journey at Nationwide Insurance | Tasktop Conn...
Making Work Product-Centric: A Journey at Nationwide Insurance | Tasktop Conn...
 
1 of 28
Download to read offline
Who is Hass Howard, and How can I Help your Teams Achieve High Performance with Scrum?
I’m an Experienced Scrum Master with Expert Proficiency in… Implementing & Coaching the Scrum Framework, Organizational Change, Servant Leadership, and Scaling Scrum to Large & Distributed Enterprises
Scrum Fundamentals I help teams successfully navigate their Scrum & Agile Journeys There are many points of interest on your journey to Agility and High Performance; here’s a view into how I navigate Teams to the common destination of Understanding and Applying the Fundamentals of Scrum.
Scrum Roles Scrum Events Scrum Artifacts Backlog Grooming Release Planning Sprint Execution
Scrum Roles Scrum Events Scrum Artifacts Backlog Grooming Release Planning Sprint Execution Practices Activities HowIGetTeamstoHigh PerformanceScrum
Scrum Roles Scrum Events Scrum Artifacts Backlog Grooming Release Planning Sprint Execution Promote Cross- Functional Teams Common Event Outcomes Maintain 3 Artifacts Single or Multiple Backlogs Standard Sprint Length Identify the Product and is Value Stream Demonstrate Best Practices & Templates Generate Artifacts (physical & electronic) Schedule & Facilitate Scrum Events Teach and Advocate Role Duties Visualize Work in Progress & Impediments Facilitate On-going Release Planning Smaller and More Frequent Releases Establish Definition of Ready Help Define Events’ Ground Rules Assess Team Structure & Scaling Strategy Encourage Inter-Team & Intra- Team Collabo- ration Assist Creation of Release Objectives & Constraints
Scrum Roles Scrum Events Scrum Artifacts Backlog Grooming Release Planning Sprint Execution Promote Cross- Functional Teams Common Event Outcomes Maintain 3 Artifacts Single or Multiple Backlogs Standard Sprint Length Identify the Product and is Value Stream Demonstrate Best Practices & Templates Generate Artifacts (physical & electronic) Schedule & Facilitate Scrum Events Teach and Advocate Role Duties Visualize Work in Progress & Impediments Facilitate On-going Release Planning Smaller and More Frequent Releases Establish Definition of Ready Help Define Events’ Ground Rules Assess Team Structure & Scaling Strategy Encourage Inter-Team & Intra- Team Collabo- ration Assist Creation of Release Objectives & Constraints VALUES & PRINCIPLES How you think influences your actions, so I take care to promote and explain Values & Principles that align with your desired Scrum and Agile Outcomes.
Scrum Roles Scrum Events Scrum Artifacts Backlog Grooming Release Planning Sprint Execution Promote Cross- Functional Teams Common Event Outcomes Maintain 3 Artifacts Single or Multiple Backlogs Standard Sprint Length Identify the Product and is Value Stream Demonstrate Best Practices & Templates Generate Artifacts (physical & electronic) Schedule & Facilitate Scrum Events Teach and Advocate Role Duties Visualize Work in Progress & Impediments Facilitate On-going Release Planning Smaller and More Frequent Releases Establish Definition of Ready Help Define Events’ Ground Rules Assess Team Structure & Scaling Strategy Encourage Inter-Team & Intra- Team Collabo- ration Assist Creation of Release Objectives & Constraints Respect & Collective Ownership Emergent Design & Embrace Change Courage & Visualize Work in Process Commit- ment & Adaptive Planning Openness & Trans- parency Focus & Frequent Business/ Customer Relations
Scrum in-Action: Team Formation An example of how I assisted Integrations’ Teams (web services) with establishing and scaling their teams
Initiative Number of 2 Month Releases Needed from 1 SCRUM Team Skills Needed Low High Enhancements to EEF and Workflows for Site Monitors 2 3 Java UI and Back-end, BPEL, OSB Enhancements to EEF and Workflows for Site Portal Users 2 3 Java UI and Back-end, BPEL, OSB Enhancements to EEF and Workflows for Project Surveillance 2 3 Java UI and Back-end, BPEL, OSB Enhancements to EEF and Wofklows in Support of GDSM -Centralized Data Review 1 1.5 Exact mix unknown, but possibly: Java UI and Back-end, BPEL, OSB CTMS and eTMF Integration to SDE 0.5 2 Back-end Java, OSB Portal Self Registration 1 2 Back-end Java and/or OSB Service Support for Operational Profile and Training 1 2 eTMF Document Tracking 0.5 1 Back-end Java, OSB Develop Recruiter – DPU Interface and CCP enhancements. 0.5 1.5 Back-end Java, OSB BMS and Other Customer Integrations 1 3 Back-end Java, OSB Migrate Services Using Old MDM to New MDM 0.5 1 Back-end Java, OSB Replatform WLI Services 0.5 1.5 Back-end Java, OSB Re-platform DRSS 0.5 1.5 Back-end Java, OSB Shared Services Enhancements & Other Product Maintenance 0.5 1.5 Back-end Java, OSB Total Number of Releases Requested 13.5 27.5 Number of SCRUM Teams Needed for 2014 Demand 2 4 # Releases Needing UI Skills 5 (37%) 10.5 (38%) # Releases Needing Back-end Skills 13.5 (100%) 27.5 (100%)
Facilitated a Means of Identifying Skills Gaps to Becoming a High-Performing and Cross-Functional Team in Support of the Enterprise Product Portfolio
Scrum in-Action: Event Facilitation An example of how I helped teams set the stage for effective Daily Scrums and Sprint Planning
Hass howard scrum master capabilities
Hass howard scrum master capabilities
Scrum in-Action: Story Elaboration An example of how I empowered a Scrum Team to leverage activity diagrams and focused conversations to derive high quality user stories and supplemental story context
I need to identify the country I need to filter based on the Month too And also the year because data might exist for multiple years I then view this information to determine ….
A (virtual) item is added to the shopping cart. At checkout, the item is transformed into a line item on an order, a charge to the credit card merchant, and a receipt. The order is sent to Fulfillment, which generates a tracking number, selects an actual item for shipping, and prints a packing slip and a shipping label. Shipping (e.g., the post office) sends the actual item to your door.
Questions for you to consider: • Can you describe how a user will interact with the system to generate the report? • In 15 minutes or less, do you believe you can illustrate this workflow as an activity diagram? • From the activity diagram, what opportunities do you view to form user stories? • In a distributed conversation about a user interaction will the use of an activity diagram benefit the Team, and how?
Scrum in-Action: Sprint Health An example of how I support teams with increasing their visibility into the health of their Sprints, Releases, and People Practices
What is the Performance Measure? What Calculation is Used to Generate the Performance Metric? By Examining this Performance Indicator, What Does it Tell Us? Story Points Completed # of Story Points Accepted by the Product Owner (for Sprint) How much work has been successfully delivered by the Team at the end of every Sprint; this metric also drives velocity-focused performance indicators, in addition to AgileEVMcalculations. Story Points Completed vs. Story Points Planned # of StoryPoints Accepted / # of Story Points Planned (for Sprint) The variance between the amount of stories forecasted at Spring Planning and the amount of stories delivered at the end of the Sprint (note: not delivering all stories does not necessariy mean the Sprint Goal was not achieved) Sprint Goal Achieved Yes or No response by Product Owner to the question "Did the Team fulfill the Sprint Goal?" Identifies if the Sprint Goal was achieved regardless if there was an increase or reduction in the number of Product Backlog Items delivered for the Sprint Story Points Added # of Story Points Added to/Subtracted from the Product Backlog between the start and end dates of the Closing Sprint The increase/decrease in scope to the Product Backlog, which may result in a change to the ordered delivery of Product Backlog Items Cost Per Sprint ((labor rate x actual number of hours for Sprint) + Other Sprint Costs) The actual cost of each Sprint Average Velocity Total Points Completed / # of Sprints Completed The average amount of work, in size and complexity, that the Team is completing per Sprint, which is helpful in preparing Release Planning Forecast. Story Cycle Time The # of Sprints it takes to complete a story (have accepted by Product Owner) How efficiently the Team is producing the functionality of stories Impediment Cycle Time The # of days it takes to resolve an Impediment How well the Team and Leadership are performing in the removal of obstacles that are impeding the Team's productivity Actual Percent Completed (Story Points) Release Story Points Completed / Total Story Points Planned How much of the desired feature set for the current Release has been delivered in respect to the total amount remaining
• How much work remains in the Sprint? • How soon might a user story be ready for Product Owner acceptance? • Has the Team pulled too little and/or too much work into the Sprint? • Are Team Members exceeding their capacity for the Sprint? How to Interpret When burning down hours, the focus is on the Demand of Sprint Work vs. the Remaining Capacity of the Team. Although work can be burning down (completing) during the Sprint, stories and defects may still be at risk of not being done. Team Members and others viewing the Sprint Burn Down should examine User Story Statuses and Story Points Completed to obtain an accurate understanding of the Sprint’s health.
Scrum in-Action: The Long Views An example of how I aid teams with Release Planning, Product Envisioning, and Continuous Improvement
Fixed Flexible Adapt Scope  Schedule  Cost 
Hass howard scrum master capabilities
Illustrate the Elements of the Challenge to the Team and Assume Shared Responsibility for Implementing the Resolution
A Superb Agile Coach who is a Great Scrum Master because … • Scrum Master for more than 40 Teams • Competent in fulfilling Scrum Master duties for multiple teams in parallel • Experienced Scrum integration with XP, SAFe, UML, UX, Lean Engineering, ITIL, and many other frameworks and processes • 6 years of Advanced Organizational Change Management (ADKAR, Kotter, and many other change management frameworks and practices) • Expert user and administrator of Agile Project and Lifecycle Tools to include: Rally, Version One, JIRA, Rational RTC, and many others! • Able to train development and non-development teams in the application and value of Scrum and Agile • Significant experience with applying Scrum in regulated environments • Capable of mentoring Senior Leaders and Managers in how to effectively support and empower Scrum/Agile Teams
If I can successfully teach Scrum to 6th, 7th, and 8th graders, then there’s a good chance I can help your teams with Scrum and Agile
Thank You for Considering Me Email: gamonh@gmail.com Online Profile: hassagilecoach.blogspot.com Phone: 305-764-4458 Currently Detroit, MI: Next Destination is Your Work Site!

More Related Content

Hass howard scrum master capabilities

  • 1. Who is Hass Howard, and How can I Help your Teams Achieve High Performance with Scrum?
  • 2. I’m an Experienced Scrum Master with Expert Proficiency in… Implementing & Coaching the Scrum Framework, Organizational Change, Servant Leadership, and Scaling Scrum to Large & Distributed Enterprises
  • 3. Scrum Fundamentals I help teams successfully navigate their Scrum & Agile Journeys There are many points of interest on your journey to Agility and High Performance; here’s a view into how I navigate Teams to the common destination of Understanding and Applying the Fundamentals of Scrum.
  • 6. Scrum Roles Scrum Events Scrum Artifacts Backlog Grooming Release Planning Sprint Execution Promote Cross- Functional Teams Common Event Outcomes Maintain 3 Artifacts Single or Multiple Backlogs Standard Sprint Length Identify the Product and is Value Stream Demonstrate Best Practices & Templates Generate Artifacts (physical & electronic) Schedule & Facilitate Scrum Events Teach and Advocate Role Duties Visualize Work in Progress & Impediments Facilitate On-going Release Planning Smaller and More Frequent Releases Establish Definition of Ready Help Define Events’ Ground Rules Assess Team Structure & Scaling Strategy Encourage Inter-Team & Intra- Team Collabo- ration Assist Creation of Release Objectives & Constraints
  • 7. Scrum Roles Scrum Events Scrum Artifacts Backlog Grooming Release Planning Sprint Execution Promote Cross- Functional Teams Common Event Outcomes Maintain 3 Artifacts Single or Multiple Backlogs Standard Sprint Length Identify the Product and is Value Stream Demonstrate Best Practices & Templates Generate Artifacts (physical & electronic) Schedule & Facilitate Scrum Events Teach and Advocate Role Duties Visualize Work in Progress & Impediments Facilitate On-going Release Planning Smaller and More Frequent Releases Establish Definition of Ready Help Define Events’ Ground Rules Assess Team Structure & Scaling Strategy Encourage Inter-Team & Intra- Team Collabo- ration Assist Creation of Release Objectives & Constraints VALUES & PRINCIPLES How you think influences your actions, so I take care to promote and explain Values & Principles that align with your desired Scrum and Agile Outcomes.
  • 8. Scrum Roles Scrum Events Scrum Artifacts Backlog Grooming Release Planning Sprint Execution Promote Cross- Functional Teams Common Event Outcomes Maintain 3 Artifacts Single or Multiple Backlogs Standard Sprint Length Identify the Product and is Value Stream Demonstrate Best Practices & Templates Generate Artifacts (physical & electronic) Schedule & Facilitate Scrum Events Teach and Advocate Role Duties Visualize Work in Progress & Impediments Facilitate On-going Release Planning Smaller and More Frequent Releases Establish Definition of Ready Help Define Events’ Ground Rules Assess Team Structure & Scaling Strategy Encourage Inter-Team & Intra- Team Collabo- ration Assist Creation of Release Objectives & Constraints Respect & Collective Ownership Emergent Design & Embrace Change Courage & Visualize Work in Process Commit- ment & Adaptive Planning Openness & Trans- parency Focus & Frequent Business/ Customer Relations
  • 9. Scrum in-Action: Team Formation An example of how I assisted Integrations’ Teams (web services) with establishing and scaling their teams
  • 10. Initiative Number of 2 Month Releases Needed from 1 SCRUM Team Skills Needed Low High Enhancements to EEF and Workflows for Site Monitors 2 3 Java UI and Back-end, BPEL, OSB Enhancements to EEF and Workflows for Site Portal Users 2 3 Java UI and Back-end, BPEL, OSB Enhancements to EEF and Workflows for Project Surveillance 2 3 Java UI and Back-end, BPEL, OSB Enhancements to EEF and Wofklows in Support of GDSM -Centralized Data Review 1 1.5 Exact mix unknown, but possibly: Java UI and Back-end, BPEL, OSB CTMS and eTMF Integration to SDE 0.5 2 Back-end Java, OSB Portal Self Registration 1 2 Back-end Java and/or OSB Service Support for Operational Profile and Training 1 2 eTMF Document Tracking 0.5 1 Back-end Java, OSB Develop Recruiter – DPU Interface and CCP enhancements. 0.5 1.5 Back-end Java, OSB BMS and Other Customer Integrations 1 3 Back-end Java, OSB Migrate Services Using Old MDM to New MDM 0.5 1 Back-end Java, OSB Replatform WLI Services 0.5 1.5 Back-end Java, OSB Re-platform DRSS 0.5 1.5 Back-end Java, OSB Shared Services Enhancements & Other Product Maintenance 0.5 1.5 Back-end Java, OSB Total Number of Releases Requested 13.5 27.5 Number of SCRUM Teams Needed for 2014 Demand 2 4 # Releases Needing UI Skills 5 (37%) 10.5 (38%) # Releases Needing Back-end Skills 13.5 (100%) 27.5 (100%)
  • 11. Facilitated a Means of Identifying Skills Gaps to Becoming a High-Performing and Cross-Functional Team in Support of the Enterprise Product Portfolio
  • 12. Scrum in-Action: Event Facilitation An example of how I helped teams set the stage for effective Daily Scrums and Sprint Planning
  • 15. Scrum in-Action: Story Elaboration An example of how I empowered a Scrum Team to leverage activity diagrams and focused conversations to derive high quality user stories and supplemental story context
  • 16. I need to identify the country I need to filter based on the Month too And also the year because data might exist for multiple years I then view this information to determine ….
  • 17. A (virtual) item is added to the shopping cart. At checkout, the item is transformed into a line item on an order, a charge to the credit card merchant, and a receipt. The order is sent to Fulfillment, which generates a tracking number, selects an actual item for shipping, and prints a packing slip and a shipping label. Shipping (e.g., the post office) sends the actual item to your door.
  • 18. Questions for you to consider: • Can you describe how a user will interact with the system to generate the report? • In 15 minutes or less, do you believe you can illustrate this workflow as an activity diagram? • From the activity diagram, what opportunities do you view to form user stories? • In a distributed conversation about a user interaction will the use of an activity diagram benefit the Team, and how?
  • 19. Scrum in-Action: Sprint Health An example of how I support teams with increasing their visibility into the health of their Sprints, Releases, and People Practices
  • 20. What is the Performance Measure? What Calculation is Used to Generate the Performance Metric? By Examining this Performance Indicator, What Does it Tell Us? Story Points Completed # of Story Points Accepted by the Product Owner (for Sprint) How much work has been successfully delivered by the Team at the end of every Sprint; this metric also drives velocity-focused performance indicators, in addition to AgileEVMcalculations. Story Points Completed vs. Story Points Planned # of StoryPoints Accepted / # of Story Points Planned (for Sprint) The variance between the amount of stories forecasted at Spring Planning and the amount of stories delivered at the end of the Sprint (note: not delivering all stories does not necessariy mean the Sprint Goal was not achieved) Sprint Goal Achieved Yes or No response by Product Owner to the question "Did the Team fulfill the Sprint Goal?" Identifies if the Sprint Goal was achieved regardless if there was an increase or reduction in the number of Product Backlog Items delivered for the Sprint Story Points Added # of Story Points Added to/Subtracted from the Product Backlog between the start and end dates of the Closing Sprint The increase/decrease in scope to the Product Backlog, which may result in a change to the ordered delivery of Product Backlog Items Cost Per Sprint ((labor rate x actual number of hours for Sprint) + Other Sprint Costs) The actual cost of each Sprint Average Velocity Total Points Completed / # of Sprints Completed The average amount of work, in size and complexity, that the Team is completing per Sprint, which is helpful in preparing Release Planning Forecast. Story Cycle Time The # of Sprints it takes to complete a story (have accepted by Product Owner) How efficiently the Team is producing the functionality of stories Impediment Cycle Time The # of days it takes to resolve an Impediment How well the Team and Leadership are performing in the removal of obstacles that are impeding the Team's productivity Actual Percent Completed (Story Points) Release Story Points Completed / Total Story Points Planned How much of the desired feature set for the current Release has been delivered in respect to the total amount remaining
  • 21. • How much work remains in the Sprint? • How soon might a user story be ready for Product Owner acceptance? • Has the Team pulled too little and/or too much work into the Sprint? • Are Team Members exceeding their capacity for the Sprint? How to Interpret When burning down hours, the focus is on the Demand of Sprint Work vs. the Remaining Capacity of the Team. Although work can be burning down (completing) during the Sprint, stories and defects may still be at risk of not being done. Team Members and others viewing the Sprint Burn Down should examine User Story Statuses and Story Points Completed to obtain an accurate understanding of the Sprint’s health.
  • 22. Scrum in-Action: The Long Views An example of how I aid teams with Release Planning, Product Envisioning, and Continuous Improvement
  • 23. Fixed Flexible Adapt Scope  Schedule  Cost 
  • 25. Illustrate the Elements of the Challenge to the Team and Assume Shared Responsibility for Implementing the Resolution
  • 26. A Superb Agile Coach who is a Great Scrum Master because … • Scrum Master for more than 40 Teams • Competent in fulfilling Scrum Master duties for multiple teams in parallel • Experienced Scrum integration with XP, SAFe, UML, UX, Lean Engineering, ITIL, and many other frameworks and processes • 6 years of Advanced Organizational Change Management (ADKAR, Kotter, and many other change management frameworks and practices) • Expert user and administrator of Agile Project and Lifecycle Tools to include: Rally, Version One, JIRA, Rational RTC, and many others! • Able to train development and non-development teams in the application and value of Scrum and Agile • Significant experience with applying Scrum in regulated environments • Capable of mentoring Senior Leaders and Managers in how to effectively support and empower Scrum/Agile Teams
  • 27. If I can successfully teach Scrum to 6th, 7th, and 8th graders, then there’s a good chance I can help your teams with Scrum and Agile
  • 28. Thank You for Considering Me Email: gamonh@gmail.com Online Profile: hassagilecoach.blogspot.com Phone: 305-764-4458 Currently Detroit, MI: Next Destination is Your Work Site!