Scrum master who sold his authority

Question

How many are using Scrum/other methods ? How many are Scrum masters? How many Product owner/BA ? How many Managers/Management role? How many developers and others?

Leading causes of Failed Agile projects

http://info.versionone.com/state-of-agile-development-survey-ninth.html

1. Ineffective use of the

retrospective.

2. Inability to get everyone in

the planning meetings.

3. Failure to pay attention to

the infrastructure required.

4. Bad ScrumMasters.

5. Product Owner is

consistently unavailable or

there are too many owners

who disagree.

6. Reverting to form.

7. Management gives

‘checkbook only’

commitment.

8. Teams lack authority and

decision-making ability.

9. No evangelist on site for

remote locations.

10. Culture does not support

learning.

11. Denial is embraced instead

of the brutal truth

Common Points of Failure

http://www.stickyminds.com/sitewide.asp?Function=edetail&ObjectType=COL&ObjectId=12384

Connecting the Dot

Scrum Master – Responsibilities

Scrum Master Responsibilities

• The Scrum Master is responsible for making sure that the team lives by the values and practices of the principles of Scrum.

• He or she does anything possible to help the team perform at its highest level.

• He is also often viewed as a protector of the team. She removes any impediments to the process and to the team.

• He facilitates meetings. She coordinates with the product owner and the team.

• He makes sure that the team doesn't over commit. She establishes clear communication channels between stakeholders, the team, and the product owner.

• He helps in reaching goals to deliver a potentially shippable product.-

Active Listener

Influence without authority

Situational Leadership

Servant Leader

Don’t need recognition

Counselor

Courageous

Authority Definition the power or right to give orders, make decisions, and enforce obedience.

Scrum Master – Leadership Role

Scrum Master – Leadership Role

https://www.scrumalliance.org/community/articles/2014/august/the-art-and-science-of-servant-leader

Connecting the Dot

Scrum Master –

No Authority - Servant Leader

• Death by

micromanagement

• Death by no

management at all

Agile Leadership

Are you a Servant Leader

1. Do people believe that you are willing to sacrifice your own self-interest for the good of the group?

2. Do people believe that you want to hear their ideas and will value them?

3. Do people believe that you will understand what is happening in their lives and how it affects them?

4. Do people come to you when the chips are down or when something traumatic has happened in their lives?

5. Do others believe that you have a strong awareness for what is going on?

6. Do others follow your requests because they want to as opposed to because they “have to?”

7. Do others communicate their ideas and vision for the organization when you are around?

8. Do others have confidence in your ability to anticipate the future and its consequences?

9. Do others believe you are preparing the organization to make a positive difference in the world?

10. Do people believe that you are committed to helping them develop and grow?

11. Do people feel a strong sense of community in the organization that you lead?

Servant Leadership

• Having a calling • Listening • Empathy • Healing • Awareness • Persuasion • Conceptualization • Foresight • Stewardship • Growth • Building Community

•Greenleaf, R. K. (1977), Servant Leadership: A journey into the nature of legitimate power and greatness. New York: Paulist Press.

Connecting the Dot

Scrum Master – How to Motivate

Newton first law

• An object in motion will stay in motion, and an object at rest will stay at rest, unless acted on by an outside force

• 2.0 - Reward and Punishment

• Rewarding an activity will get you more of it. Punishing an activity will get you less of it.

Motivation 3.0

• Microsoft encyclopaedia & blood donation research

Connecting the Dot

Scrum Master – Delegation

Anarchy Versus Governance

Agile software development is a great success because it works through self-organizing teams. Self-organization is a lot like anarchy, which some people think is a bad thing. But agilists are “benevolent anarchists.” In Agile software development, anarchy is applied in a good way. The word anarchy stems from the Greek word anarcho. It means “having no ruler.” People use the word in two situations: Absence of order (presence of disorder)—in other words, chaos. Absence of imposed (top-down) order—in other words, complexity.Governance, the presence of top-down order, stretches from complexity into order. And anarchy, the absence of governance, stretches from complexity into chaos.

1.Tell: you tell how it has to be done, you decide

2.Sell: you sell a decision, but you decide

3.Consult: You consult the other before making the decision

4.Agree: All agree on the decision (best via consensus)

5.Advise: You advise the others, but the others decide (even without your agreement)

6.Inquire: ask feedback after decision by team others decide and inform you about the decision

7.Delegate: no influence, let team work it out others decide and it can be that you even don't get informed about it

Organize Entertainment: A new team consists of a mix of experienced and inexperienced employees. They plan to organize a game night for all employees at the office on a Friday night. There is a fixed budget available. How will you authorize the team to organize this event?

Hire Employees: You wish to involve existing team members in the recruitment and hiring of new employees. What authority level will you give them for decisions concerning various job candidates?

Select Tools: Your experienced agile team wants to throw out the standard development environment which is in use at your company, and they want to switch to another they think is a better match with their project. How will you authorize them?

Organize Trips: Some employees get together and plan to organize a day trip to the local zoo for all employees and their families. They ask the company to provide a small fixed budget for tickets and some food. What authority level will you give them?

Delegation Board

Delegation is not easy Managers fear about loss of control Creative networks sometimes don’t know how to organize Delegation board clarifies delegation and foster empowerment Create an Empowerment Environment . For empowerment, for some companies requires cultural change.

Connecting the Dot

Scrum Master – Kata

Connecting the Dot

Scrum Master – Being Agile

Cargo Cult Agile • The tragedy of the cargo cult is its adherence

to the superficial, outward signs of some idea combined with ignorance of how that idea actually works. In the story, the islanders replicated all the elements of cargo drops--the airstrip, the controller, the headphones--but didn't understand where the airplanes actually came from.

• So I see these Cargo Cult Agile teams following the rituals of agile development without understanding the underlying ideas. They have a daily stand-up meeting, but they don't collaborate. They plan every two weeks, but they don't deliver.

• Stand-up meetings are a neat tool, but they're hardly the core of agile development. Beware Cargo Cult Agile. Don't use stand-up meetings to avoid real communication and collaboration.

Connecting the Dot

Create Your Facilitation Strategy

Developing Influence – How Behaviour affect others

Facilitation Strategy

Supporting Guiding

Delegation Directing

Lets Talk, Team Decides

Lets Talk, Coach/Scrum

Master Decides

Team Decides Coach Decides

High Support

Low Support

High Directive

Low Directive

Guiding

Delegation Directing

Supporting

• Team has: Low Competence (Impeded)

− In general these teams are lacking the specific skills and techniques

− They are new to the ceremony, but they have the confidence and/or motivation to want to try it

• Facilitation: Directing

− Focus on giving direction.

− The facilitator is telling the team what they need to do and makes sure they do it.

FACILITATION STYLES

Adapted from the model by Ken Blanchard and Paul Hersey in Management of Organizational Behavior, 1996

• Team has: Some Competence (In Transition)

− The team now has some experience, but still needs assistance.

− Changes in the team’s way of working may have challenged them, and they may be considering whether moving to Agile was such a good idea.

• Facilitation: Guiding

− The team needs direction, as they lack experience and/or commitment.

− The facilitator seeks solutions from the team first, but will not let the team make bad choices.

FACILITATION STYLES

Adapted from the model by Ken Blanchard and Paul Hersey in Management of Organizational Behavior, 1996

• Team has: High Competence (Sustainable)

− Team is now experienced and competent.

− Team may lack confidence to work without the support of the facilitator.

• Facilitation: Supporting

− Less direction is needed, but support is still offered.

− They need less direction because of skills, but still need a facilitator to boost their confidence and/or motivation level.

− The team now makes its own decisions.

FACILITATION STYLES

Adapted from the model by Ken Blanchard and Paul Hersey in Management of Organizational Behavior, 1996

• Team has: Expert Competence (Excellent)

− The team is experienced and comfortable in their own ability to work as a team.

• Facilitation: Delegation

− The facilitator needs to give little direction or support.

− The team decides when the facilitator needs to be involved.

FACILITATION STYLES

Adapted from the model by Ken Blanchard and Paul Hersey in Management of Organizational Behavior, 1996

Connecting the dot

Responsibilities

Servant Leader

Motivation

Delegation Styles

Kata

Facilitation Styles

Authority the power or right to give orders -

Connect the dot – you give up command and Control

Questions? Thank you Maris Prabhakaran .M https://in.linkedin.com/in/marisprabhu

marisagility@gmail.com