SAFe Scrum Master/Team Coach Lesson - PDF

e on Characterizing the Role of the cr a ter ® - Atten ing this course gives learners access to the SA e Scrum Master e am an relate preparation materials © Scaled Ag...

e on Characterizing the Role of the cr a ter ® - Atten ing this course gives learners access to the SA e Scrum Master e am an relate preparation materials © Scaled Agile. Inc. Lesson Topics 2.1 Responsibilities of the Scrum Master 2.2 Characteristics of an effective Scrum Master 2.3 High-performing teams 2.4 Team events 2.5 Coach the Agile Team using powerful questions 2.6 Collaborate with other teams 2.7 Resolve team conflicts © Scaled Agile. Inc. 2 Workbook 38 © Scaled Agile, Inc. For personal use only - Jhilmil Goyal - May 7, 2023 (ID:0050W000007dT4rQAE)  Learning objectives At the end of this lesson you should be able to: ► Define the role of the Scrum Master ► Identify characteristics of high-performing teams ► Discuss facilitating effective team events ► Coach the Agile Team using powerful questions ► Discuss techniques for team collaboration and conflict resolution © Scaled Agile. Inc. 2 2.1 Responsibilities of the Scrum Master ©© Scaled Agile. Scaled Inc. Inc. Agile, 2 Workbook 39 © Scaled Agile, Inc. For personal use only - Jhilmil Goyal - May 7, 2023 (ID:0050W000007dT4rQAE)  Discussion: The role of the Scrum Master 10 5 in SA e min min ► Step 1: ead the Scrum Master article - Option 1: Go to https://www.scaledagileframework.com/scrum-master- team-coach/ - Option 2: Read the article in your workbook ► Step 2: In your group discuss the role of the Scrum Master in SA e and identify ey responsibilities ► Step 3: Capture your group s ey ta eaways to share with the class © Scaled Agile. Inc. 2 Workbook 40 © Scaled Agile, Inc. For personal use only - Jhilmil Goyal - May 7, 2023 (ID:0050W000007dT4rQAE)  The role of the Scrum Title Master in SAFe SAFe Scrum Master/Team Coach The SAFe Scrum Master/Team Coach (SM/TC) is a servant leader and coach for an Agile Team. They help educate the team in Scrum, Built-in-Quality, Kanban, and SAFe and ensure that the agreed Agile processes are followed. They also help remove impediments and foster an environment for high-performing team dynamics, continuous flow, and relentless improvement. Note: For more on SAFe Scrum, please read the additional Framework articles in the Scrum series, including SAFe Scrum, Iterations, Iteration Planning, Iteration Review, and Iteration Retrospective. Details In SAFe, the Scrum Master/Team Coach (SM/TC) assists the team in meeting their delivery goals. They coach teams in self-organization and self-management and help them coordinate and participate in Agile Release Trains (ARTs) events, increasing the effectiveness of SAFe across the organization. SAFe SM/TC are integral members of an Agile Team and share responsibilities with the team for their overall performance. The SM/TC has the specialty skills that support adopting SAFe Scrum practices, ensuring no substantial gaps, and the team knows how to plan, execute, review and retrospect using SAFe Scrum. In addition, SM/TCs can actively coach SAFe Kanban teams and help each Agile Team achieve Team Flow. Characteristics of a SAFe Scrum Master/Team Coach The SM/TC role is a team member who has the responsibility to help the team achieve its goals. They do this by teaching and coaching SAFe Scrum and Kanban and supporting SAFe principles and practices. They also help identify and eliminate bottlenecks to flow. SM/TCs come from various backgrounds and roles, and they are in high demand. Although they are not typically people managers, SM/TCs are influential members of an Agile Team. Effective SM/TCs have the following attributes: Empathetic – Support the team by displaying an authentic understanding and concern for a team member’s beliefs or feelings. In turn, the team is more likely to build relationships with others, resulting in higher levels of collaboration and performance. Empathy is a crucial ingredient of trust, which is essential for people to accept and welcome coaching. Workbook 41 © Scaled Agile, Inc. For personal use only - Jhilmil Goyal - May 7, 2023 (ID:0050W000007dT4rQAE)  Conflict navigator – Supports team members in resolving interpersonal conflicts, problem-solving, and decision-making. Agile coach and author Lyssa Atkins opines, “Navigating conflict is our new mindset, in which we help teams move from conflict to constructive disagreement as a catapult to high performance.” Servant leader – Persuades rather than uses authority. As servant leaders, SM/TCs focus on the needs of team members and those they serve, intending to achieve results aligned with the organization’s values, principles, and business objectives. Mentor – Supports the personal development of team members, helping them gain a continuous learning mindset. They guide the team to find solutions to their problems independently instead of being given the answers. Transparent – Transparency is a Core Value of SAFe and one of the pillars of Scrum’s empiricism. The SM/TC is open to feedback and appreciates transparency from others. They help the team provide transparency by ensuring artifacts are inspected, identifying significant differences between expected and actual results, and detecting anti-patterns. Coach – The SM/TC understands and educates the team on methods beyond Scrum, such as SAFe, Kanban, Flow, Built-in Quality, and more. They often have advanced training and experience in one or more technical and business domains. Responsibilities of the Scrum Master/Team Coach The SM/TC fulfills many critical responsibilities in performing the role, as illustrated in Figure 1. Each of these responsibilities is described in the sections that follow. Improving ART Performance Facilitating PI Planning Building High-Performing Teams Supporting Iteration Execution Scrum Master/ Team Coach Improving Flow Figure 1. SAFe SM/TC Responsibilities © Scaled Agile, Inc. Workbook 42 © Scaled Agile, Inc. For personal use only - Jhilmil Goyal - May 7, 2023 (ID:0050W000007dT4rQAE)  Facilitating PI Planning SM/TCs play an essential role in PI Planning. They collaborate with other SM/TCs and the Release Train Engineer (RTE), working actively with the team during PI planning. An effective SM/TC is critical to a successful event, and they typically do the following activities to help facilitate PI planning: Prepare for PI Planning – Before the event, the SM/TC ensures the team is briefed on upcoming features by Product Managers, Business Owners, and other stakeholders, as illustrated in Figure 2. They help Agile Teams and the Product Owner identify local stories, maintenance, defects, tech debt, and other work the team needs to accomplish during the upcoming PI. Facilitated Facilitated by by RTE SM/TC Feature Enabler Feature Product Management and Features are socialized with the Each team identifies local stories, and other other stakeholders refine teams on the train and each team work the team needs to accomplish during the ART Backlog. identifies big/initial stories. the upcoming PI. This may include identifying initial starter stories for features. Figure 2. Preparing for PI planning © Scaled Agile, Inc. Draft PI plans – The SM/TC facilitates the team in creating a draft PI plan for the PI’s iterations, writing draft PI Objectives, and identifying ART risks and issues. The SM/ TC also helps the team set up their digital or physical planning areas, providing visual radiators that create transparency and collaboration. They help the team determine their capacity and keep within this constraint. Coordinate with other teams – SM/TCs help ensure cooperation and communication during the event. During PI planning, they usually secure subject matter experts (SMEs) and ART stakeholders and foster communication with other teams to determine how they will collaborate on feature development and resolve dependencies. Workbook 43 © Scaled Agile, Inc. For personal use only - Jhilmil Goyal - May 7, 2023 (ID:0050W000007dT4rQAE)  Create team PI objectives – SM/TCs help teams create team PI objectives, which are the thingsEvents Iteration they intend to accomplish in the upcoming Scrum Master/Team PI. They ensure the Coach’s Role objectives are written before the draft plan review and that a proper mix of committed and uncommitted goals is present.Review final plans The Scrum Master/Team and Coach business assists valueOwner the Product – Beforeandthe Team final to review, SM/TCs Backlog help ensure PI objectives are Smart (Specific, Measurable, Achievable, Refinement review the user stories at the top of the Team Backlog in order to prepare Realistic, and Time-bound) and are written in a way everyone can understand. The for the upcoming sprint. SM/TC often facilitates Business Owner team and team collaboration during business value assignments. Ensures the commits to a set of goals to be delivered in the iteration Iteration Planning that are aligned with the team’s PI objectives. Supporting Iteration Execution Facilitates the Team Sync, enabling the team to plan and coordinate the Team Sync day’s work and inspect progress toward the iteration goals. SM/TCs support the team during the iteration, The iteration review is increasing the team’s typically facilitated likelihood by the Scrum of Master/Team achieving its iteration goals and PI objectives. For example they: Coach, with team members presenting their work in the demo. The Scrum Iteration Review Master/Team Coach helps ensure the team receives feedback to improve Facilitate successful Scrum – Scrum eventsunder the solution events create development the heartbeat and collaborates with theof Product Owner Scrum, and the SM/TC has a critical future to determine role in determining the success of each, as work. illustrated in Figure 3. Facilitate the retrospective and creation of an improvement backlog. The Iteration Retrospective Scrum Master/Team Coach may need to address ART-related problems at the ART Sync or with the team at the Inspect & Adapt event. © Scaled Agile, Inc. Figure 3. SM/TCs’ role in ensuring successful Scrum events Collaborate with the PO – Since the Product Owner (PO) is accountable for maximizing the solution’s value resulting from the Scrum team’s work, an essential aspect of the SM/TC’s role is supporting the PO. They do this by: ◦ Helping the team understand and apply the tools and techniques for Customer- Centricity and Design Thinking to build the right thing at the right time ◦ Ensuring the team understands the need for clear and concise team backlog items and aligns to the ART’s capacity allocation for each work item type ◦ Helping the team apply empirical planning and development where progress is based on observation and experimentation of working solutions in small increments ◦ Facilitating stakeholder collaboration as requested or needed Workbook 44 © Scaled Agile, Inc. For personal use only - Jhilmil Goyal - May 7, 2023 (ID:0050W000007dT4rQAE)  Improving Flow SM/TC can significantly improve the team’s flow of work, eliminating bottlenecks, delays, and waste. This often includes the following activities: Establish the team Kanban board – SAFe Scrum teams use a Kanban board to visualize their work and enhance flow. Implementing an effective Kanban system adapted to meet the needs of a specific Agile Team is based on the type of work performed for example., marketing, software development, hardware), the team members’ skills, and their role in the ART. Creating the Kanban system is best done by involving the entire Agile Team with the guidance and facilitation of an experienced coach like the SM/TC. The SAFe extended guidance article, Applying Kanban in SAFe, describes how to establish a Kanban system and how the Kanban systems are connected in SAFe. Figure 4 illustrates an example of a Team Kanban board. Figure 4. Example Team Kanban board Measure and optimize flow – SM/TCs help the team establish metrics to assess and improve its overall performance. Specific measures for flow, competency, and Outcomes are described in Measure and Grow. Flow Metrics help the SM/TC and the team evolve its process iteratively and continuously adapt to fit the team’s needs. After defining the initial process and WIP limits and executing for a while, bottlenecks should become visible. If not, the team refines the process or further reduces some WIP limits until it becomes evident that a workflow state is overloaded or starving. Other coaching opportunities for optimizing flow might include merging or splitting steps, adding buffers, swim lanes, and classes of service, or redefining workflow states. Build quality in – Agile Teams operate in a fast, flow-based system to quickly develop and release high-quality business capabilities. The SM/TC helps achieve this by coaching Built-in quality practices, which enable fast, reliable execution and helps ensure that needed and frequent changes are made efficiently and effectively. Workbook 45 © Scaled Agile, Inc. For personal use only - Jhilmil Goyal - May 7, 2023 (ID:0050W000007dT4rQAE)  Building High-Performing Teams Creating healthy Agile Teams is essential to creating high-value increments of working solutions. Fortunately, many of the ingredients for high-performing teams are built into SAFe by design. For example, Agile Teams in SAFe are small, cross-functional, and self- organizing. They are empowered to define and execute the work needed to accomplish the team’s objectives and those of the ART. Everyone agrees that all increments should meet a shared, scalable definition of done. SM/TCs play a critical role in building high-performing teams and accomplish this through the following types of activities: Foster and support Agile Team attributes – While every team is different, there are common characteristics that high-performing teams share. SM/TCs are responsible for supporting and fostering the following Agile Team attributes: ◦ Self-management and taking ownership and accountability ◦ Aligned and collaborative ◦ Success focused on clear goals and purpose ◦ Effective decision-makers who understand their work’s impact on others ◦ Operate with open and transparent communication and trust ◦ Value diversity and healthy conflict ◦ Provide effective, timely feedback ◦ Highly engaged and have fun with work, and each other Encourage high-performing team dynamics – SM/TCs foster an environment for high- performing team dynamics, continuous flow, and relentless improvement. The SM/ TC mentors the team and creates an atmosphere of mutual respect, helping resolve interpersonal conflicts, and identifying growth opportunities. They assist the team in focusing on creating increments of high value for each iteration. Become a more effective Scrum Master/Team Coach – Every servant leader knows that their growth comes from facilitating the development of others who deliver the results. SM/TCs serve the Scrum team and the larger organization. The SM/TC supports the overall adoption of SAFe across the enterprise by coaching stakeholders and non-agile teams on effective interactions with Agile Teams, participating in the SM/TC Community of Practice, and supporting the organization’s SAFe Practice Consultants (SPC). Serve as Lean-Agile Leaders – SM/TCs also advance the adoption of SAFe. They lead by example and incorporate the Lean-Agile Mindset and SAFe Lean-Agile Principles. They integrate these concepts into their responsibilities and serve as a role model for others to follow. Workbook 46 © Scaled Agile, Inc. For personal use only - Jhilmil Goyal - May 7, 2023 (ID:0050W000007dT4rQAE)  Foster collaboration on the team – The SM/TC role fosters more effective and cohesive teams, enabling better business outcomes, solutions, and products. They offer observations, feedback, guidance, and advice based on what they know and have seen work. Coach with powerful questions – However, SM/TCs do not have all the answers. Instead, they can ask powerful questions to uncover what’s essential, then guide others to tap into their knowledge and expertise. Some examples of powerful questions include: ◦ What brings us to this inquiry? ◦ What other possibilities or options exist? ◦ What is it we’re not seeing? ◦ What do we need to do to reach a deeper level of understanding? ◦ If success was guaranteed, what actions would you take? By asking powerful questions, SM/TCs help teams improve their performance, solve problems more independently, make better decisions, learn new skills, and better reach their goals. Resolve team conflicts – Teamwork is the ultimate competitive advantage. However, many teams are dysfunctional, according to Patrick Lencioni, consultant and author of Five Dysfunctions of a Team. In his book, Lencioni suggests that an absence of trust leads to the other four dysfunctions. SM/TCs helps address these five dysfunctions with the SAFe practices, as illustrated in Figure 5. Inattention to Results are empirically reviewed the end of every Iteration and release. Iteration results Retrospectives drive continuous improvement. Avoidance of Stakeholders, peer pressure, and review of results drive accountability. accountability Lack of Teams make shared commitments to each other and to the external stakeholders. commitment Scrum creates a safe environment for conflict; The Scrum Master/Team Coach Fear of encourages discussion of disagreements. Shared commitment avoids conflict that conflict occurs when objectives are not aligned. Absence The environment is safe. The team shares commitment and goals, displays of trust hyper-transparency, and engages in retrospectives. © Scaled Agile, Inc. Figure 5. The SAFe SM/TC helps address the five dysfunctions of a team © Scaled Agile. Inc. Workbook 47 © Scaled Agile, Inc. For personal use only - Jhilmil Goyal - May 7, 2023 (ID:0050W000007dT4rQAE)  Develop team skillsets – SM/TCs work with team members and their functional managers to help them acquire T-shaped skills. A T-shaped individual has broad, general expertise in many areas and is an expert in one of these disciplines. SM/TCs encourage team members to pair with others to expand their skills, take on tasks in another discipline and business domain, and participate in training courses and reading books to become continuous learners. Improving ART Performance SM/TCs help Agile Teams improve the overall ART performance through the following activities: Facilitate cross-team collaboration – Cross-team collaboration is a hallmark of high-performing teams. Agile Teams cooperate across departments to bring whole product solutions to market. SAFe SM/TCs nurture an environment where cross-team collaboration thrives and is supported by practices that offer opportunities for teams to work together, for example: ◦ Alignment to ART PI objectives, Vision, and Strategic Themes during PI planning and addressing dependencies using the ART board ◦ Representing the team in the Coach Sync, PO, and ART Syncs ◦ Attending other team’s events and demos with relevant team members ◦ Participating in the ART’s System Demos and Inspect & Adapt events One of the significant benefits of working on and across teams is colleagues learn from one another. On an Agile Team, learning new skills makes everyone more valuable to the organization and better equipped to support each other’s work. It also guards against specialty skills becoming a bottleneck, which increases delays and reduces quality. Build trust with stakeholders – The SM/TC helps the team build trust with stakeholders. SAFe relies on a rolling wave of short-term commitments from Agile Teams and ARTs to assist with business planning and outcomes, resulting in improved alignment and trust between development and business stakeholders. While solution development is uncertain by its very nature, the business depends on teams for some amount of reliable, predictable forecasting. Too little predictability and the company can’t plan. Too much, and the organization has committed to longer-term plans, which are unreliable and limit agility. Business and technology stakeholders need something in between, which is the primary purpose of PI objectives. Coach the IP Iteration – SM/TCs help ensure the team does not schedule any work for the IP Iteration during PI planning. Instead, they coach teams to use this iteration as an estimating buffer for meeting PI objectives and providing dedicated time for innovation, continuing education, PI planning, and the Inspect and Adapt (I&A) events. Workbook 48 © Scaled Agile, Inc. For personal use only - Jhilmil Goyal - May 7, 2023 (ID:0050W000007dT4rQAE)  Help the team inspect & adapt – Ensures the team is prepared for the Inspect & Adapt event, including the PI System Demo, quantitative and qualitative measurement, and the retrospective and problem-solving workshop. They help guide the team in the I&A activities and stay within the allotted timeboxes. Facilitate the problem-solving workshop – SM/TCs coach teams in root cause analysis, the ‘five why’s,’ and Pareto analysis. They ensure that the relevant work needed to deliver the identified improvements is planned and added to the Team Backlog. Full or Part-Time Role? The SM/TC can be a part-time or full-time role, depending on the size of the team, the context, and other responsibilities. However, it can be challenging for an Enterprise to justify the need for a full-time SM/TC for each Agile Team. SAFe takes a pragmatic approach, where a team member sometimes takes the position with other duties or can the SM/TC supports more than one team. However, during initial SAFe adoption, the job can be more intensive. It’s often beneficial to hire external SM/TC consultants to mentor the teams and help them become experienced in Scrum and SAFe. These consultants will work with multiple teams and new SM/TCs in the organization. And, of course, adequate training and experience are required to be effective. Workbook 49 © Scaled Agile, Inc. For personal use only - Jhilmil Goyal - May 7, 2023 (ID:0050W000007dT4rQAE)  Scrum Master responsibilities Improving ART Performance Facilitating PI Planning Building High-Performing Teams Supporting Iteration Execution Scrum Master/ Team Coach Improving Flow © Scaled Agile. Inc. 2 The Scrum Master in a SA e nterprise ► Works with the RTE to ensure the train meets its overall PI Objectives ► Coordinates with other Scrum Masters, the System Team, and Shared Services during PI Planning ► Works with the teams throughout each Iteration and PI ► Participates in the Coach Sync ► Fosters normalized estimating within the team ► Helps teams operate under architectural and portfolio governance, system integration, and System Demos © Scaled Agile. Inc. 2 Workbook 50 © Scaled Agile, Inc. For personal use only - Jhilmil Goyal - May 7, 2023 (ID:0050W000007dT4rQAE)  Activity: Scrum roles and responsibilities min min ► Step 1: ith your team draw the following enn diagram or refer to the remote template ► Step 2: eview the Agile Team responsibility cards ► Step 3: lace them either in the role Product Scrum or at an intersection of the Owner Master enn diagram ► Step : resent your enn diagram to the class © Scaled Agile. Inc. 2 2.2 Characteristics of an effective Scrum Master ©© Scaled Agile. Scaled Inc. Inc. Agile, 2 Workbook 51 © Scaled Agile, Inc. For personal use only - Jhilmil Goyal - May 7, 2023 (ID:0050W000007dT4rQAE)  Discussion: ffective Scrum Master in SA e min min ► Step 1: In your groups discuss what traits and attributes you thin an effective Scrum Master needs ► Step 2: e prepared to share with the class © Scaled Agile. Inc. 2 Servant leadership ser ant leader knows that their growth comes from facilitating the growth of others who deli er the results. he great leader is seen as ser ant first and that simple fact is the key to his greatness. Robert reenleaf Servant Leadership © Scaled Agile. Inc. 2 Workbook 52 © Scaled Agile, Inc. For personal use only - Jhilmil Goyal - May 7, 2023 (ID:0050W000007dT4rQAE)  Act as a servant leader ► isten to and support team members in problem identification and decision-making ► nderstand and empathi e with others ► ncourage and support the personal de elopment of each indi idual ► ersuade rather than use authority ► hink beyond day-to-day acti ities ► eek to help without diminishing the commitment of others ► e open and appreciate openness in others © Scaled Agile. Inc. 2 2 Scrum Master as servant leader istens to an supports ncourages ever one to e press their opinions team members in s attentive to hesitant behavior an bo language uring teration events ecision i entification Helps the team i entif positive an negative changes uring retrospectives n erstan s an Shares in celebrating ever successful emo feels ba about teration failures empathi es with others ncourages an supports ncourages team learning the personal osters collaborative practices li e si e-b -si e programming Continuous ntegration evelopment of collective co e ownership an short esign sessions each in ivi ual ncourages rotation in technical areas of concern li e functionalit components la ers an role aspects acilitates team ecision-ma ing rather than ma ing ecisions for the team ersua es rather than As s questions that encourage the team to consi er new perspectives uses authorit Articulates facts helps the team see things the ma have overloo e helps them rethin © Scaled Agile. Inc. 2 Workbook 53 © Scaled Agile, Inc. For personal use only - Jhilmil Goyal - May 7, 2023 (ID:0050W000007dT4rQAE)  Scrum Master as servant leader Thin s be on Sets long-term operating goals for the team li e Agile practices to master or new s ills to acquire a -to- a amines what is missing to ma e the environment better for ever one prioriti es improvement activities activities an ma es them happen See s to help acilitates a hoc meetings esign iscussions Stor reviews with the co ing an unit testing without approaches critical bug-fi strategies iminishing the Helps the team fin access to e ternal sources of information li e sub ect matter e perts an commitment share resources architects esigners tech writers of others Helps clarif an articulate the rationale behin scope commitments Helps team members prepare for teration Review an S stem emo Helps the team fin techniques to be more collaborative s open an Shows appreciation for team members who raise serious issues even when eliver is eopar i e appreciates ncourages an facilitates open communication among team members an with e ternal colleagues openness ncourages health conflict uring team meetings in others ives open honest opinions © Scaled Agile. Inc. 2 ideo: SA e Scrum stories: Madison isher min https bit l i eo-SMStories-Ma ison © Scaled Agile. Inc. 2 Workbook 54 © Scaled Agile, Inc. For personal use only - Jhilmil Goyal - May 7, 2023 (ID:0050W000007dT4rQAE)  Activity: A day in the life of a Scrum Master min min ► Step 1: In your group, brainstorm the typical daily activities that a Scrum Master as a servant leader would be involved in ► Step 2: Include the following ► Step 3: Share with the class © Scaled Agile. Inc. 2 2.3 High-performing teams ©© Scaled Agile. Scaled Inc. Inc. Agile, 2 Workbook 55 © Scaled Agile, Inc. For personal use only - Jhilmil Goyal - May 7, 2023 (ID:0050W000007dT4rQAE)  Common attributes of high-performing teams © Scaled Agile. Inc. 2 Stages of high-performing teams Forming Storming 3 2 Norming 1 Performing Developmental sequence in small groups © Scaled Agile. Inc. 2 Workbook 56 © Scaled Agile, Inc. For personal use only - Jhilmil Goyal - May 7, 2023 (ID:0050W000007dT4rQAE)  ideo: SA e Scrum stories: Sam rvin min https bit l i eo-SMStories-Sam © Scaled Agile. Inc. 22 Discussion: uilding a high-performing team min min ► Step 1: In your groups discuss the following: a e you e er been on a high-performing team hat was it like s a crum aster what are some actions you can take to build a high- performing team ow would you sustain a high-performing team ► Step 2: e prepared to share with the class © Scaled Agile. Inc. 22 Workbook 57 © Scaled Agile, Inc. For personal use only - Jhilmil Goyal - May 7, 2023 (ID:0050W000007dT4rQAE)  2. eam e ents ©© Scaled Agile. Scaled Inc. Inc. Agile, 2 22 Team events: verview Event Timebox Value Backlog Refinement 1 hour Team prepares requirements for Iteration Planning Team commits to a set of goals to be delivered in the Iteration Planning 2 to 4 hours Iteration Team members sync regarding the progress of the Team sync 15 minutes Iteration Goals Team meets with stakeholders to review the Iteration Review 1 hour deliverables and provide feedback Team reviews and improves its process before the Iteration Retrospective 1 to 1.5 hours next Iteration © Scaled Agile. Inc. 22 Workbook 58 © Scaled Agile, Inc. For personal use only - Jhilmil Goyal - May 7, 2023 (ID:0050W000007dT4rQAE)  The challenge with meetings ► Meetings can be challenging because: he purpose is not clear here are no actionable outcomes hey may result in unproducti e conflict hey may be boring on ersation may di ert from agenda to deep discussion ► Such meetings add almost no value ► Ineffective meetings can and should be fi ed © Scaled Agile. Inc. 22 unning successful meetings ► repare for e ery meeting no matter how short ► ommunicate a clear purpose and agenda ► dentify someone to maintain agenda/action items ► pect participants to know why they are attending what contributions they will make and the e pected outcomes ► ea e with clear action items ► romote and keep to timebo es ► e prepared to challenge and be challenged ► Get participants mo ing and ensure acti e engagement © Scaled Agile. Inc. 22 Workbook 59 © Scaled Agile, Inc. For personal use only - Jhilmil Goyal - May 7, 2023 (ID:0050W000007dT4rQAE)  unning successful meetings ► Establish default decisions decisions should never wait for a meeting ► Don t bring a problem without bringing at least one possible solution ► Review actions taken to meet commitments enforce accountability ► se es, and instead of o, but to keep inputs positive and flowing ► Take fre uent breaks ► o the e tra mile to bring remote participants into the discussion ► Maintain communication beyond the meeting © Scaled Agile. Inc. 22 Discussion: est or worst meeting ever 5 min 5 min ► Step 1: In your group share a personal story about your best or worst meeting e perience ► Step 2: utline some reasons why the meeting was bad or what made the meeting great ► Step 3: Share with the class © Scaled Agile. Inc. 22 Workbook 60 © Scaled Agile, Inc. For personal use only - Jhilmil Goyal - May 7, 2023 (ID:0050W000007dT4rQAE)  2. oa h the gi e eam sing po erf estions ©© Scaled Agile. Scaled Inc. Inc. Agile, 22 Coaching with powerful questions oaches don t gi e people the answer. nstead they guide people to the solution. problem well stated is half sol ed. ohn ewe i ti nar d ati n © Scaled Agile. Inc. 22 Workbook 61 © Scaled Agile, Inc. For personal use only - Jhilmil Goyal - May 7, 2023 (ID:0050W000007dT4rQAE)  Shift towards new behaviors Move away from... Move toward... Coor inating in ivi ual contributions Coaching the whole team to collaborate Acting as a sub ect matter e pert eing a facilitator riving towar specific outcomes eing investe in the team s overall performance nowing the answer etting the team fin their own wa irecting ui ing Tal ing about ea lines an technical options ocusing on business value eliver riving the right our ecisions oing the right thing for the business right now i ing problems rather than helping others fi them acilitating team problem-solving oac ing gile eams © Scaled Agile. Inc. 2 hy are questions powerful ► They are thought provoking ► They generate curiosity in the listener ► They channel focus ? ► They generate energy and forward movement They stimulate reflective conversation ? ? ► ► They surface underlying assumptions ► ► They invite creativity and new possibilities They inspire more uestions ? ► They help reach for deep meaning © Scaled Agile. Inc. 2 Workbook 62 © Scaled Agile, Inc. For personal use only - Jhilmil Goyal - May 7, 2023 (ID:0050W000007dT4rQAE)  owerful questions you can as © Scaled Agile. Inc. 2 2 Activity: owerful questioning min min te te te Reflective listening I hear ou sa ing As ing a powerful uestion te ere ou a le to guide the team with powerful uestioning rather than telling them what to do © Scaled Agile. Inc. 2 Workbook 63 © Scaled Agile, Inc. For personal use only - Jhilmil Goyal - May 7, 2023 (ID:0050W000007dT4rQAE)  2. o a orate ith other teams ©© Scaled Agile. Scaled Inc. Inc. Agile, 2 Collaboration with other teams The team should: ► Integrate their wor often with other teams on the A T at least multiple times per Iteration ► or with the System Team on automated system-level tests ► oin other team s planning events demos or syncs when important issues arise ► or with the System Architect to better manage dependencies with other teams © Scaled Agile. Inc. 2 Workbook 64 © Scaled Agile, Inc. For personal use only - Jhilmil Goyal - May 7, 2023 (ID:0050W000007dT4rQAE)  ideo: uic tips Scrum Master 1 community https bit l i eo-SMTips-Communit © Scaled Agile. Inc. 2 Discussion: Actively engage with other 5 Scrum Masters min ► Step 1: Discuss the importance of collaborating with other Scrum Masters, and the ways a Scrum Master can engage with their community Some e amples include ork together with other crum asters to organi e and maintain communities of practice cti ely participate in the R ync oordinate the implementation of R impro ement backlog items isit other teams crum e ents and in ite other teams to yours elf-organi e with other crum asters and the R to optimi e the whole © Scaled Agile. Inc. 2 Workbook 65 © Scaled Agile, Inc. For personal use only - Jhilmil Goyal - May 7, 2023 (ID:0050W000007dT4rQAE)  Coach Syncs R s continuously coordinate S nchroni e an eep dependencies through oach yncs. the train on the trac s ► he oach ync is a meeting for crum asters and the Release rain ngineer to gain isibility into team progress and R impediments ► t is typically held weekly more fre uently if needed ► t is timebo ed but is followed by a meet-after for problem-sol ing © Scaled Agile. Inc. 2 2. eso e team onf i ts ©© Scaled Agile. Scaled Inc. Inc. Agile, 2 Workbook 66 © Scaled Agile, Inc. For personal use only - Jhilmil Goyal - May 7, 2023 (ID:0050W000007dT4rQAE)  Teams produce results © Scaled Agile. Inc. 2 Activity: Dysfunction in action min min ► Step 1: Select one member in your group to play the role of the Scrum Master and another to play the role of a developer Everyone else will play the role of the team ► Step 2: Read the scenario in your workbook and the parts for the Scrum Master, ohn the developer , and the team ► Step 3 Reenact the parts following the instructions ► Step : Share your e periences with the class © Scaled Agile. Inc. 2 Workbook 67 © Scaled Agile, Inc. For personal use only - Jhilmil Goyal - May 7, 2023 (ID:0050W000007dT4rQAE)  Role Play: Dysfunction Title in action Team Dysfunction During Retrospective Scene 1 The Scrum Master of the team is facilitating a Team Retrospective. The team is gathered together to discuss the results of the Iteration. SCRUM MASTER: It looks like we were unable to achieve the Iteration goals. What happened? TEAM: Well, we spent a lot of time on unplanned work dealing with defects from previous Iterations. JOHN THE DEVELOPER: I can fix all of the defects myself! Just let me work on my own and stay out of my way! Team members exchange looks or silently look at the ground. Workbook 68 © Scaled Agile, Inc. For personal use only - Jhilmil Goyal - May 7, 2023 (ID:0050W000007dT4rQAE)  The five dysfunctions of a team ► Teamwork is the ultimate competitive advantage However, many teams are dysfunctional ► bsence of trust is the key problem that leads to the other four dysfunctions e ive D s unctions o a eam © Scaled Agile. Inc. 2 2 SA e helps address the five dysfunctions Results are empiricall reviewe at the en of ever teration an release teration Retrospectives rive continuous improvement Sta ehol ers peer pressure an review of results rive accountabilit Teams ma e share commitments to each other an to e ternal sta ehol ers Scrum creates a safe environment for conflict the Scrum Master encourages iscussion of isagreements Share commitment avoi s in ivi ual conflict that occurs when ob ectives are not aligne The environment is safe The team shares commitment an goals ispla s h per- transparenc an engages in retrospectives © Scaled Agile. Inc. 2 Workbook 69 © Scaled Agile, Inc. For personal use only - Jhilmil Goyal - May 7, 2023 (ID:0050W000007dT4rQAE)  Avoiding ideological personal conflicts Listen Communicate e natom o eace © Scaled Agile. Inc. 2 esolving conflicts ► Meet with the conflicting parties ► Identify e actly what each party wants ► Identify why each party needs what they want ► btain agreement that the common goal is correct ► Dig deeper and review the assumptions ► Challenge each of the assumptions ► ind out what the common goal is that ties these reasons together © Scaled Agile. Inc. 2 Workbook 70 © Scaled Agile, Inc. For personal use only - Jhilmil Goyal - May 7, 2023 (ID:0050W000007dT4rQAE)  ideo: uic tips: conflict resolution min https bit l i eo-ConflictResolution © Scaled Agile. Inc. 2 or ing agreements facilitate conflict management ample working agreements: ► am committed to the team s ob ecti es and goals ► respect other people s opinions e en when they contradict or conflict with mine ► f we cannot reach agreement will seek and support a consensus decision ► will always a oid blocking my team from mo ing forward ► hether or not the team decision coincides with mine will do my best to support it © Scaled Agile. Inc. 2 Workbook 71 © Scaled Agile, Inc. For personal use only - Jhilmil Goyal - May 7, 2023 (ID:0050W000007dT4rQAE)  Achieving consensus ► efine why reaching a consensus is important in this situation. ► et people e change thoughts. egin with someone who disagrees and then ask someone who agrees to gi e their perspecti e. ► ecompose the disagreement. dentify precisely what parts of the idea they disagree with. an a portion be remo ed or modified ► f that doesn t work ask those who disagree to propose a modification to the idea or e change alternati e ideas. ► ontinue e changing thoughts and finding alternati es until you reach a consensus or decide consensus is not possible. f consensus isn t possible make a ma ority decision and clarify that e eryone will support this decision. © Scaled Agile. Inc. 2 Activity: esolving team conflicts min min ► Ste elect one member in the group to play the role of the crum aster and another to play the role of ohn the de eloper. he rest play the team. ote: ou can assume the same roles as pre iously played or switch roles. ► Ste Read the scenario and the parts for the crum aster ohn he de eloper and the team in your workbook. ► Ste 3 Reenact the script. ► Ste s a crum aster how would you handle the escalating conflict between ohn and the team hat tools or techni ues would you use to resol e the conflict ► Ste hare your e periences with the class. © Scaled Agile. Inc. 2 Workbook 72 © Scaled Agile, Inc. For personal use only - Jhilmil Goyal - May 7, 2023 (ID:0050W000007dT4rQAE)  Activity: Resolving Title team conflicts Team conflict Scene You meet with the team. Everyone is present but John (The Developer) who comes in late to the meeting with a negative attitude. SCRUM MASTER: Thank you for coming together as a team. Is everyone here? Where is John? TEAM: Yeah, about John. John is not doing his work. He has been offensive and extremely difficult to work with. JOHN THE DEVELOPER: What?! I have been working after hours and all my work is done! You are being unfair as a team! The team continues to argue with John. The tension in the team room is rising. Workbook 73 © Scaled Agile, Inc. For personal use only - Jhilmil Goyal - May 7, 2023 (ID:0050W000007dT4rQAE)  Action lan: eing an effective 5 Scrum Master min ► Ste ocate the crum aster ction lan section in your workbooks. ► Ste dd more tools and techni ues to the ction lan by reflecting on the following: hat Scrum aster traits do ou identif with the most and will ring to our role hat traits will e challenging for ou hat are some tools and techni ues ou can implement for coaching the Agile Team hat tools or resources will ou use from the lass Page to support our team ► Ste 3 hare one of your insights with the class. © Scaled Agile. Inc. 2 Workbook 74 © Scaled Agile, Inc. For personal use only - Jhilmil Goyal - May 7, 2023 (ID:0050W000007dT4rQAE)  Action Plan Being an effective Scrum Master Workbook 75 © Scaled Agile, Inc. For personal use only - Jhilmil Goyal - May 7, 2023 (ID:0050W000007dT4rQAE)  Lesson review In this lesson you: ► Defined the role of the Scrum Master ► Identified characteristics of high-performing teams ► Discussed facilitating effective team events ► racticed coaching the Agile Team using powerful questions ► Discussed techniques for team collaboration and conflict resolution © Scaled Agile. Inc. 2 Articles used in this lesson Read these Framework articles to learn more about topics covered in this lesson “Scrum Master” https www scale agileframewor com scrum-master-team-coach “Agile Teams” https www scale agileframewor com agile-teams “SAFe Scrum” https www scale agileframewor com safe-scrum © Scaled Agile. Inc. 2 2 Workbook 76 © Scaled Agile, Inc. For personal use only - Jhilmil Goyal - May 7, 2023 (ID:0050W000007dT4rQAE)