Notes Area · 2016. 10. 27. · Notes Area: The ScrumMaster plays a critical role on an Agile team . This role is different from a traditional project manager role in the following

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1 Copyright(c) Agile Transformation Inc. | www.AgileVideos.com

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Scrum defines only 3 roles: ScrumMaster, Product Owner, the Team. The solution lead(s) could be one or several members that can guide the technical vision. Without a strong leadership triangle, a team will suffer or churn due to lack of direction and/or process.


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Product Owner spends several hours each sprint pre-planning and grooming the backlog Lead team through Story Review sessions Goal is to have the following ready for the next planning meeting:

• List of prioritized stories • Acceptance Criteria for each one • Document business rules, process constraints • High Level UI mockups or process diagrams

The product owner in Agile is much more engaged with the team than the traditional role of a sponsor. Many Agile teams have dedicated Product Owners, however we have also seen successful teams who have a half dedicated product owner. Traditionally the project manager was responsible for stakeholder management, in Agile we expect the Product Owner to take the lead on managing stakeholder expectations by engaging them as necessary.


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The ScrumMaster plays a critical role on an Agile team . This role is different from a traditional project manager role in the following ways: - ScrumMaster can only lead one team (maximum two teams if one is self-organizing). Traditionally, a project

manager can lead many many projects. - ScrumMaster is a servant leader, they work to empower the team and serve them by removing obstacles and

protecting them from outside disturbances. Traditionally, He/she does not assign tasks nor make decisions on the project architecture or scope.

- ScrumMaster is a hands on facilitator who guides the process and acts as a coach and mentor to the team and product owner. They do not focus on status reports or the heavy use of traditional reporting tools. They engage the sponsor and Product Owner directly with the team .


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The team should be empowered, trusted, and involved in the project.


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A team can have several leads who are subject matter experts in their area of knowledge. The key point is to make sure this role exists and the team is not churning due to the lack of direction on or skills on ‘how’ to translate the business vision into a technical vision.


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The Generalizing Specialist has specialties within many general skills.


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The developer should also raise issues or impediments as soon as they encounter them. They can let the team know they want to work on the issue first, but at least make the team aware of it. They know how to communicate openly and ask questions of the business. They openly communicate any technical concerns or issues they have so they can be addressed. They aim for 0 bugs and are proud when they achieve this on a story! The adhere to standards like creating unit tests, passing code review, using TDD and ask for help when they are not familiar with how to do something.


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The duties above can generally apply to QA or User testers. If you do have QA testers on the project then they may have the following additional duties:

• Develop automated user testing scripts for each story. • Run daily or nightly automated regression testing scripts to ensure the overall health of the system is stable. • Perform ‘Smoke Testing’ for key stories to ensure all is well when automated regression testing is not feasible. • Work ahead of the next iteration to setup test data. • Develop easy to understand visual reports or daily emails of the current testing state of things.

Results driven, quality focused, good communicator of issues, detailed and organized, flexible, business value driven, uses automation to maximize efficiency, knowledgeable of testing methods and tools. All these are qualities of a strong Agile tester.


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As a stakeholder your responsibility is to make sure that the project and what the product owner is asking of the team to do, is aligned with the entire companies needs. The values should match. -The stakeholder is similar to a value delivery team


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How does the role of resource managers change in Agile? In addition to the list above, focusing on process improvement, leading communities and practices, and removing impediments are very important responsibilities for an Agile Manager.


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What would you expect from your Executive Management Team? -Defining a clear vision and strategy, Where are we moving this year? What are our goals? -Project involvement, How can the executive help the team?


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These teams could be: Working towards the same production release (all going to production at once) Working on multiple production releases but on the same product/service/initiative The backlog for the program team is usually tracking the Themes and Features (larger EPICs) to be delivered and provides a roadmap (by month or by quarter) for what is expected to be delivered when, similar to a team’s Release Plan, while the team backlogs are tracking the stories (grouped by features/deliverables) to be completed by iteration (1-4 weeks)

Copyright(c) Agile Transformation Inc. | www.AgileVideos.com

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The rapid fire exchange of ideas that enables face-to-face results in better and more decisive actions.


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Alistair Cockburn (author of Agile Software Development – The Cooperative Game) describes this as the information that flows in the background hearing of teams that are co-located so they pick up relevant information, as though by osmosis.


http://www.amazon.com/Agile-Software-Development-Cooperative-Game/dp/0321482751/ref=sr_1_2?ie=UTF8&qid=1316899292&sr=8-2




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Best Agile Scrum Tools from AgileScout.com: http://agilescout.com/best-agile-scrum-tools/ Best Kanban Tools from AgileScout.com: http://agilescout.com/best-kanban-tools/


http://agilescout.com/best-agile-scrum-tools/







http://agilescout.com/best-kanban-tools/





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Conway’s Law5 states that any piece of software reflects the organizational structure that produced it. A distributed team will naturally tend to divide the work according the team’s distribution. The end result is a product architecture that reflects the team’s distribution or has artifacts that accommodate the distribution. Unfortunately your users and customers care mostly about user stories, not components nor architecture. Source: Microsoft Distributed Agile Development Patterns and Best Practices


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Teams who can find a way to come together during the first few weeks of a project will gain the rewards of this investment by having a common project context and gain some one-on-one connections to last them for a while later. Picking a few team members to co-locate initially is still better than not having any team face to face meetings.


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Team Room and Co-Location: http://www.agilegamedevelopment.com/2008/11/agile-principles-emphasize-face-to-face.html The Effect of Team Co-Location on Project Performance: http://www.springerlink.com/content/t26k094404616j03/ Microsoft Distributed Agile Development Best Practices: http://bit.ly/pj1cY9 IBM A Practical Guide to Distributed Scrum: http://ibm.co/oJXNwm


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Notes Area · 2016. 10. 27. · Notes Area: The ScrumMaster plays a critical role on an Agile team . This role is different from a traditional project manager role in the following