Your team has just finished a very hard sprint, they came up short and failed the sprint. They did not deliver some key stories, the PO is angry and the team are angry with the PO, the retro is turning into open warfare.
What do you say to the group?
So for the scrum master to be a success , they need to not only run the standard ritual and walk through the processes, they need to share time with the team where open unofficial conversations take place, where team members feel free to share concerns that may not be so easy to do formally. Most scrum masters will quickly start to pickup themes and trends in issues and be able to either address or escalate them before they are are problem. Typically prevention, cost and delay, disruption and management overhead is at least 75% cheaper than cure. So have your scrum master on site, get them searching and removing issues before they trigger, save that time, remove that wastes effort on fixing preventable issues.
This is a big part of a good Scrum Masters job I call SMBWA (Scrum Mastering by Walking Around) like GEMBA in Lean or others call it “go see for yourself”. The difference here is in lean its about looking atthe problem, going in seeing it in SMBWA its about hunting down isses and killing them before they catch fire. An issue once it catches first severely reduces effectiveness of the team and often damages the product and the team moral. It better have some one looking for and resolving issues before they get expensive, that’s the role of the scrum master.
This is why the Scrum Master needs to be with the team, to walk the floor as they do there normal role, listing to background conversations, talking to people in coffee areas, taking the temperature. Many problem that can delay or derail project and programs exist in those grey areas for days or even weeks before they ignite and raise to the leadership level. Yes if they are doing their job well you will save very significant amounts of time and money as the prevent incidents from ever happening and make sure they get resolved quickly.
You have a new PO, she is has just finished her training, so far she has done very well. You have been impressed by her first sprint planning. Your just about to start the last session of the day, just before it starts she pulls you aside says “what should I be focusing on here”.
What do you answer ?
You have been asked to help setup a new team, and during discussions with the new PO shes asks if we can run the daily standup’s one after the other, one at 0915 and the next at 0930. What are your thoughts.
How well do you think this will work ?
What are three different scenarios where pairing could be used in a team.
You have a brand new Product Owner, you sit down to prepare for the next sprint planning, the Product Owner has already selected the stories for the next sprint, even prioritized them,l
4 Very High,
How Happy are you ?
Unfortunately in the last sprint the team had a number of incomplete stories. What happens to those stories, when will they be completed.
You have a new team member, and in sprint planning he says, “We have 5 stories lets take a story each for this sprint”. What are the key points from the conversation you would have with him.
One of your team has gone of sick with 5 days left in the sprint, sadly she will not be back this sprint, she is working on two tasks critical to the highest priority story, what do you do ?