don’t make these scrum mistakes

AT11Session6/9/161:30PM

Don'tMakeTheseScrumMistakes

Presentedby:

SumedhaGanjoo

NationalInstruments

Broughttoyouby:

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SumedhaGanjooNationalInstrumentsAcertifiedScrumMasteratNationalInstruments,SumedhaGanjoomanagesmultiplesoftwareprojectsintheOpsteamthatservicesaverylargeglobalsoftwaredevelopmentteam.ShewasoneofthepeoplepioneeringadoptionofScruminhercurrentOpsteam.Sumedhahasworkedasasoftwareengineerandprojectmanagerinvariouswaterfallandagileprojectsincludingopen-sourceanduniversityresearchprojects,customer-facing,aswellasinternalindustryprojects.Inallherprojectsshehasalwaysbeenkeenondrivingandlearningmoreaboutprocessimprovements.Sumedhaisverypassionateaboutpromotingbettercommunicationinsideandoutsideofwork,andsheisanaccomplishedToastmaster.

Sumedha Ganjoo

Project manager in a chaotic project that goes agile

WHO AM I?

Product Owner?

Scrum Master?

Both?

Waterfall

Team = x (Engineer) + Manager

Agile

Team = y (Engineer) + Product Owner + Scrum Master

Logical Conclusion

x = y + 1 Or

Manager = Product Owner + Scrum Master

Conflict of interest

Low accountability

Less productive for the team

Restructure team, if needed

Separate PO and SM

Clear responsibilities

Understand the why

Discuss and set right expectations

Gross estimation techniques

Inefficient

Demotivating and stressful

Inefficient

Unexpected delays

Potential impact on non-functional requirements like quality and performance

Unhappy team

Measure, Track & Prioritize technical debt

Agree on a way to do this

Difficult to capture

Difficult to measure

Priority is delivery of a working software

Inefficient

Unhappy team and unhappy customers

Unexpected delays

Agreement on definition

Use acceptance criteria

Gather regular feedback

Pay attention

Miserable SM or/and PO

Team unable to fully leverage Scrum

Unhappy team

Train the team

Hire a consultant

Scrum Master to drive internal Scrum adoption and trainings

Gather regular feedback

One size does not fit all

Different teams, projects have different situations

Counter-productive

Start with following the rules

Slowly adapt

Listen to your team

Retrospectives

HACKING YOUR WORKFLOWS AROUND AVAILABLE TOOLS?

Company has a license for a tool

Everyone else is using it

Starting from the tool then defining the workflow

Don’t be afraid to go low-tech

Workflows over tools

Look at alternatives

Tools are information radiators and conversation starters

Agile bubbles up problems sooner and more frequently

More transparency

Trust your team

Get more information

Good retrospectives

Make small iterative improvements

Opportunity to improve and adapt

Unresolved issues cause unhappiness and distrust

Unaddressed topics can reduce velocity

Regular retrospectives

Use tools and techniques

Foster an environment of trust

LEARNING IS A PROCESS