The Scrum Master role in an organization can be difficult. You live between a rock and a hard place. You're influential but you probably don't have any real power. You're not a project manager but you're still kind of on the hook for delivering. You're long on responsibility and short on power. But it’s a great job, right? There's nothing like helping your team come together and deliver fantastic, complete, functional software. It takes a special kind of person to be Scrum Master -- nerves of steel, a lot of finesse, and some ridiculously great people skills. It's a lot of knowing what to look for and knowing how to help fix it. Even better if you can anticipate issues and get in front of them. What can you do to help keep everything on track? How do you help your team to solve problems and really sing? This course will help you develop the skills of a great Scrum Master.
Benjamin Day is a consultant and trainer specializing in software development best practices using Microsoft-based technology. He is a Microsoft Visual Studio ALM MVP, a certified Scrum trainer via Scrum.org, and a speaker at conferences such as TechEd, DevTeach, and VSLive. He can be contacted via http://www.benday.com.
Tighten up Your Scrum Process Hey everybody. How's it going? This is the Scrum Master Skills class and this is the Tighten up Your Scrum Process Module. Alright, so what are we going to be talking about in this module? Well, let's say you're doing Scrum already, and it's been going okay, but if you're like a lot of organizations it's, we're doing Scrum sort of. Yeah, it works, it's alright, but for the most part the magic has worn off. In the beginning it was fantastic, you were so productive and whatever, and it was fresh and new and great, and now it's a little bit, eh, it kind of works, but it seems like more of a drag now, so how do you rekindle that magic? That's one of the things we're going to be talking about inside this module. Number one, we're going to be talking about paying attention, so I'm going to call this once and only once because I think this is kind of a weird term, Scrum Mindfulness, so paying attention to what's going on in your Scrum process, and then the second part of this module is going to be showing you some new stuff, and I think about this as a Scrum Tune-up, so we're going to be doing those two different things and buckle up, here we go.
Better Scrum Hey everybody. How's it going? This is the Scrum Master Skills class and this is the Better Scrum module. What I'm trying to do in this module is talk about some things you might want to do differently. Mostly about how to create focus, so there's a couple different ways that we're going to talk about that in this module. One of them is using Sprint Goals. Another one is to break up the boredom of the daily Scrum meeting, which you've got to admit, probably a little bit boring, and then finally, we're going to talk about some tips for the Sprint Review and the Spring Retrospective. On with the show.
Leadership & Communication Hey everybody. How's it going? It's the Scrum Master Skills class and this is the Leadership and Communication module. Now the title that I would prefer this to have would be something like Scrum Master and Self-Organization + Leadership and Communication, but that's kind of a long title. It's super unwieldy and there's only so long that titles can actually be in Pluralsight and that's too long, so we're calling it something a little bit shorter, just Leadership and Communication, but I'm intending to talk to all of these things. I'd like to stress that Scrum Master is a coach. We talked about this in the first module. Scrum Master is not a management role, team members don't report to the Scrum Master, and the Scrum Master is not the boss, and a successful Scrum Master is not going to be commanding the team because if you're commanding the team that's kind of more a project manager than Scrum Master. The Scrum Master is there to guide the team and help the team to be productive without actually ever giving any instructions, which is kind of weird because you're in control and you're also 100% not in control because you lead without leading, so in order to lead without leading, and command without commanding it's going to take a lot in the way of communication skills. It's also going to take some practice because every single team is different, but every team needs a coach. In this module we're going to talk about coaching skills, leadership skills, communication skills, and skills for self-organizing teams.
Dysfunction Hey everybody. How's it going? It's the Scrum Master skills class and this is the Dysfunction module. What do I mean by dysfunction? Well, anything that holds back a successful Scrum Team, that's dysfunction, and I have some bad news. These things are pretty hard to actually fix in a lot of cases. To use a medical analogy, there might not be a cure for this stuff, and you might have to instead manage them like a chronic condition. In this module my goal is to show you how to spot them and get ahead of them and give you some tips on how to actually chip away at what these dysfunctions are and what they do to your teams. The downside is it's going to take a lot of work and it's probably going to take a good amount of time, so two different kinds of dysfunctions that I'm going to talk about in this module, Scrum Dysfunctions, and People and Culture Dysfunctions, and you can think of these as the greatest hits. These are the ones that I see most often with my customers. Scrum Dysfunction's "Greatest Hits, " we're going to talk about Product Owner problems, which would be the disengaged Product Owner and the Unclear Product Owner problem, hero dysfunction, and then changing Sprint lengths. For people and culture dysfunctions it's going to be the "Voluntold" problem, culture of fear, and burnout. Yay dysfunctions. Alright, let's dive in.
Common Questions & Objections Hey everybody, how's it going? It's the Scrum Master Skills class and this is the Common Questions and Objections module. In this module we're going to go through the Greatest Hits of questions that I get while teaching and consulting. Here's the list. We can't use Scrum because our PBIs won't fit in the Sprint. Does undone work just fall into the next Sprint? We can't do Scrum because of QA. How do we develop framework code and architecture? How do you do Scrum on a consulting project, and then finally, how do you do annual budgeting with Scrum?
Getting Started, Agile Transformations, & Multiple Teams Hey everybody. How's it going? It's the Scrum Master Skills class and this is the Getting Started, Agile Transformations, and Multiple Teams module. Scrum and Agile, probably doesn't surprise you, Scrum and Agile in an organization doesn't come out of nowhere and a great process is not going to appear fully-formed. You're going to have to work at it, so in this module we're going to talk about why Scrum and why Agile, and we're going to talk about getting started when there is nothing there already. We're going to talk about "Scrum Under a Waterfall, " we'll talk about Agile Transformations, so how to change an organization to use Agile and Scrum, and then finally we're going to wrap up with multi-team Scrum. Alright, first up, what's and whys of Agile and Scrum.