1. SE 3800 Note 14 Ch. 2: attitudes & Abilities
Dr. Rob Hasker
SE 3800 Note 14 Ch. 2: attitudes & Abilities

2. Shortcut 4: ScrumMaster
What does a ScrumMaster do?
Does it just mean they know the rules?
Goal: servant-leader
Leading without authority
drop the ego
genuinely care about team, product
exude confidence & humbleness at same time
approachable at all times
Change without fear
Diplomat w/o being political/manipulative
Behave selflessly, but confident in role

3. Shortcut 4: ScrumMaster
Protect w/o being overprotective
Maintain technical knowledge without being an expert
Be comfortable never finishing
Teams are never perfect, especially when change from time to time
Next generation leadership

4. # 5: who do you want on your team?
The Funk Brothers MoTown, ~100 #1 songs

5. #5: Rock Stars or Studio Musicians
Suggested addition to Agile Manifesto:
We prefer attitude over aptitude
Great value in aptitude, but prefer attitude more
Be willing to learn, open to suggestions
What you know will become obvious
No need to tear down others

6. #5: Rock Stars or Studio Musicians
Scrum values
Energy
Not soul-sucking Dementors
Empathy
Patience, understanding
Things go wrong, show support
Curiosity
Learn new skills, help others learn
Friendliness
Respect
Hardly specific to Scrum! And yes, a challenge.

7. #6: Team Line-up Principles Everyone is a developer
Size: not more than 9, probably 5-7
Ratio:
3 programmers : 1 tester : 0.5 specialists
But all contribute everywhere!
Deep specialists might be on multiple teams
Eg: UX expert
Everyone else: 100% on one team

8. #6: Team Lineup Can ScrumMaster be on multiple teams?
Some: 1 ScrumMaster = 1 Team
Many organizations: 1 ScrumMaster associated with two experienced teams

9. Common Team Problems Ineffective leadership
Leadership must be developed…
Failure to compromise, cooperate
Peer pressure, getting help
Lack of participation
Use personal dynamics
Some work best under pressure
Some like to do all work in advance
Procrastination, lack of confidence
Make decisions in timely manner
Tackle hard problems early
Poor quality
Review!
Function creep
Team decides on new features (with PO!)
These are independent of Scrum!

10. Building Effective Teams
Cohesion
Goal: tightly knit team, unified working group
Free, frequent communication
Friendship not required; respect, support
Challenging Goals
Meaningful
Lead to teams which jell
Feedback
Team-based performance, progress evaluation
Avoid pointing fingers!
Common working framework
Must have achievable tasks, clear roles, responsibilities
All: what must be done, when, what order, by whom?
Again, these are independent of Scrum, but Scrum addresses many of these!

11. Review #4: Masterful ScrumMaster #5: Rock Stars or Studio Musicians
Servant-leader
#5: Rock Stars or Studio Musicians
Attitude over aptitude
Building effective teams
#6: Picking team line-up
5-9/team, 7 probably the max
Fractional assignments
Sharing ScrumMasters