Full-time ScrumMaster - How
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The document discusses how to convince managers to have a full-time ScrumMaster. It provides several arguments for doing so, including: explaining how a ScrumMaster can double a team's velocity in 6 months and increase value; comparing it to high-performing sports teams that have full-time coaches; and suggesting running an experiment to prove the value. It also addresses potential issues like ensuring the ScrumMaster and team are ready, developing additional ScrumMasters, and identifying the most impactful impediments to address.
Full-time ScrumMaster - How
- 1. Getting the ScrumMaster Full-Time — How? Webinar, February 2020, Joe Little
- 2. Intro • In the last webinar I talked about WHEN to have a full- time ScrumMaster. • The short answer: usually. • Now, assuming you agree, HOW do we get that to happen? • How do you (and maybe your colleagues) convince a manager to go with a full-time ScrumMaster? 2
- 3. Agenda • Key: How to Get a Full-time ScrumMaster (Usually)? • How did we get here? • Making Change Happen • Some Issues • NEXT Webinar: Dedicated & Stable Teams 3
- 4. How Did We Get Here? 1. Insufficient training 2. Do not clarify “full-time” 3. People do not see the value of “dedicated” enough yet 4. Managers do not see the value 5. Too wide a license to innovate on the process 6. The Agilists are timid about Velocity, etc. 7. Now: I think this is a VERY common problem. 4
- 5. Now, How Do We Fix It? 5
- 6. Explain What You Mean • Normal situation that includes: • Team of 7 (about) • Relatively stable team • Playing professionally • You want to get better, and your company is willing to change • You want to win • You can find a decent SM (normally you can) 6
- 7. Note • You may have to have a specific person to be the SM • And, you may have to explain how that person will be developed into a good SM • Good = that person can accomplish the following goal… 7
- 8. The Goal • Take a normal Scrum Team • Double the Velocity in 6 months • Increase the Happiness / Fun • Reduce the Hours (~40) • Increase Quality • Increase the BV per SP • Makes people say, “I never want to leave this Team.” 8
- 9. Be Honest • The team must identify good impediments (useful things to fix) • A manager must support, and say “yes” sometimes • To people, to $, to allowing change, etc. • The team will need some money to fix things (maybe 20% of the cost) • The organization should be willing to change • All these things need to happen eventually to do this well 9
- 10. Might Work! • Just explaining might work. • Have you really done this well yet? (Often you have kind of tried, but you have not done it well… yet.) 10
- 11. If So, Is the SM Valuable? • ABSOLUTELY! • In a year, an OK SM should fix impediments so that Velocity increases by 100%. • With some basic reasonable assumptions, that produces an additional $3 million in value on a go-forward basis. • This is like having a second team for free. • A team that’s delivering twice as fast. • That’s VERY valuable — and fun! 11
- 12. Hyper-productive • Increasing by 100% does not happen often in the wild. • BUT, the true goal of Scrum is hyper-productivity. That means a 5x-10x improvement. • MANY teams have increased 100% and some a lot more. • True fact: If you don’t try to improve, it is not likely you will improve. • “I don’t mind failing, I mind not trying.” —Michael Jordan 12
- 13. Other Conditions • The SM is decent at working on some impediments. Other people are good at other impediments. • We work on impediments one at a time in priority order. • “Impediment” is defined broadly as “any opportunity for improvement.” 13
- 14. Another Great Argument: Covey • Almost all managers will agree that we should improve continuously. • You ask, “Does that mean every Sprint?” Yes it does. • What percentage of our time (as a Scrum Team) should we devote to improving? Common answers are 25-33%. • You say, “How about 14%?” • 1/7 = .1429 (~14%) • That is, 1 SM inside a team of 7 14
- 15. Note • In Covey’s book, this is called “Sharpening the Saw.” • It is the 7th habit. That is, continuous improvement. • Lots of managers have read this book or you can give them that gift. 15
- 16. Comparison • Ex: The Kansas City Chiefs, who just won the Super Bowl (pick the right team for that manager) • Do they improve? • Is everyone full-time? • Do they have full-time coaches and support staff who fix impediments? • Does the help of “non-players” help the players win? • How much do they pay Andy Reid? 16
- 17. Experiment • Most managers cannot resist an experiment. • Can we TRY a full-time ScrumMaster and see how much it helps? • If so, then make sure the experiment can win. • Get a good SM • Identify good impediments • Get some fixed • Measure the Velocity change • Assure that the team is happier • A successful experiment should lead to all teams having a full-time ScrumMaster. 17
- 18. Note • Taiichi Ohno prefers the “offer an experiment” approach. • Taiichi Ohno has arguably changed his corporation more than any single person (and he did it with the help of many). • Toyota, the Toyota Way, etc. • He might have a good idea here. 18
- 19. Just Do It • “Just do it, they don’t know what you are doing.” —Jim Highsmith or Ron Jeffries • “They” are the managers. • If you have a good SM, then don’t ask for permission. Have that person be full-time and explain later why it helped so much. • Managers do not argue with success. (OK, some will.) 19
- 20. “FearLess Change” • Book by Mary Lynn Mann’s and Linda Rising. Also: “More FearLess Change.” • 48 patterns (now +15) to use to get change to happen. • These patterns can be used on one person at a time or many people. • You need to become a master at influencing change. • Good news: Here’s a winning opportunity to learn the zen of change. • Bad news: You are probably a newb (like most people). You’re going to fail some. (Failing is a learning experience.) 20
- 21. Let’s Review 1. Just explain 2. Show me the money! (+$3 mil) 3. Covey - “Sharpening the Saw” - 14% 4. Comparison 5. Just Do It! (and show results later) 6. FearLess Change (48 + 15 patterns) 21
- 22. Some Issues • Below we address some related issues. 22
- 23. “Not Good” SM or Scrum Team • Typically: The right person (or Team) in the wrong place. • Often: “They are not there yet.” • This is not good, and might lead to problems. 23
- 24. Where are the ScrumMasters? • You need to develop good SMs for multiple teams. • Why? • To do the experiment (successfully) • To fill the positions • So they do their job well 24
- 25. How to Develop? • Training • Be sure they understand: • Servant leadership • Key goal: up by 100% in 6 months • They’re not alone • Must involve managers • Many types of impediments • Prioritize the impediments • Do NOT be an ordinary SM 25
- 26. Leverage • Find a really good SM (somewhere) • Have your first new SM copy him/her (Steph Curry?) • Let your best SM always be an example to other aspiring SMs 26
- 27. When Should the SM Not Be Full-time? • Don’t get stuck. Be somewhat flexible. • There MAY be a situation where a full-time ScrumMaster would not be that useful. Admit it. • INSIST that usually the SM should be full-time. • And see our last webinar… 27
- 28. Identifying the Best Impediments • Scrum Teams can be inhibited in identifying the best impediments. • You may have to work with them • There are, of course, many TYPES of impediments. • One thing: the team must believe (or imagine) things might change. 28
- 29. Company Unwilling to See Its Problems • The Scrum Team has to be willing to see its problems. • More broadly, the company must be willing to discuss its problems. • Usually it comes down to individual people being OK to discuss certain things. • If we overcome this, it’s often the key to working on much “better” impediments. 29
- 30. Tracking Velocity • Idea: This is going to be tough until your Scrum Team uses Velocity pretty well. • Start putting SPs on more stories. • Start tracking Velocity. • Start getting Velocity more consistent. • Stop over-promising. 30
- 31. Your Questions • As time permits… • Please type them in the chat window. • I hope that each person can ALSO talk and explain a bit… and then we discuss. 31
- 32. Our Next Webinar(s) • Dedicated & Stable Teams • March 16th • And: What do you want later? (Send us an email with ideas) 32
- 33. My Two Questions • Was this helpful? • Please answer in one sentence via chat. • Which slide (thought, idea, etc.) was most useful? • Answer in chat with the number slide, title, or some other comment… 33
- 34. Thank You Time is up! You can contact me here: jhlittle@kittyhawkconsulting.com www.leanagiletraining.com Please see our blog for more information on other Agile-Scrum topics. 34