How to Kill the Scrum Monster (eBook)

Ilya Bibik is an experienced Scrum Master with more than 16 years of experience in the software development industry, including seven years in the Scrum Master role. He has a master’s degree in e-commerce and a bachelor’s degree in software engineering, and a teaching diploma. His professional background also includes software development, software project management, software quality management, software security, school teaching, and military experience with electro-optical technologies. During his career in the software industry, Ilya has used software development methodologies such as Scrum, Kanban, and Waterfall. He has also worked in business in the areas of retail, wholesale, fashion, e-commerce, e-learning, real estate, manufacturing, ISO-9000, and rental property management.

Contents 4
About the Author 5
Acknowledgments 6
Introduction 7
Chapter 1:From Waterfallto Agile 8
Chapter 2: Overview of Agile Methodologies 14
eXtreme Programming 15
Risks and Mitigations 16
Kanban 16
Risks and Mitigations 18
Scrum 18
Risks and Mitigations 18
Hybrid of Different Methodologies 19
Lean 20
Chapter 3: Agile Scrum Deep Dive 21
The Scrum Team 22
How Scope is Divided 24
Sprint Cycle and Meetings 25
Planning Process 27
Definition of Done 28
Board 29
Team Rules 30
Blocks and Impediments 31
Velocity 31
Tools 33
Important to Always Keep in Mind 34
Chapter 4: Scrum Master: What It’s All About 36
Influence Without Authority 37
Scrum Master Admin Work Trap 37
Combining Other Roles with the Scrum Master Role 38
Scrum Master/Developer 38
Scrum Master/Quality 38
Scrum Master/Line Manager 38
Scrum Master/Product Owner/Business Analyst 39
Perceptions, Personalities, and Conditions 39
Commitment of Scrum Master to Additional Tasks 40
Scrum Master Technical Skills 40
Estimating and Monitoring Your Team 41
Accepting Change by the Team 41
Build Scrum Master Confidence 42
Scrum Master = Project Manager? 42
Chapter 5: Team Dynamics 44
Relationships Between Roles in the Team 46
Scrum Master–Product Owner 47
Architect–Product Owner/Architect–Scrum Master 47
Scrum Master–Quality Manager 47
Architect–Developers 47
Scrum Master–Developers 48
Product Owner–Team 48
Technical Writer–Team 48
External-to-Team Communications 49
Team–Line Manager 49
Team–Program 49
Team–Stakeholders 49
Conflict/Problems Resolutions 50
Scrum Master as Part of Conflict 54
Conflict Bottom Line 55
Chapter 6: Key Takeaways 56
Appendix A: Case Studies 58
Situation 1: A Team Member Is Taking Over Responsibilities of Another Role (Not in Order to Help) 58
Background 58
Root Cause 59
Possible Solutions 59
Decision 59
Situation 2: Ineffective Meeting Planning 59
Background 59
Root Cause 60
Possible Solutions 60
Decision 60
Situation 3: Quality Expert Constantly Misses Deadlines 60
Background 60
Root Cause 61
Possible Solutions 61
Decision 61
Situation 4: Another Team Is Trying to Take Over 61
Background 61
Root Cause 62
Possible Solutions 62
Decision 62
Situation 5: Micromanaging Line Manager 62
Description 62
Root Cause 62
Possible Solutions 63
Decision 63
Situation 6: One of the Developers Rejects the ScMa 63
Description 63
Root Cause 63
Possible Solutions 64
Decision 64
Situation 7: PO Isolates Himself from the Team (PO Doesn’t Want to be Part of the Team) 64
Description 64
Root Cause 64
Possible Solutions 65
Decision 65
Situation 8: Conflict Between Teams 65
Root Cause 65
Possible Solutions 65
Decision 66
Situation 9: Lack of Resources in the Team 66
Description 66
Root Cause 66
Possible Solutions 66
Decision 67
Situation 10: Lack of Senior Developers in the Teams 67
Description 67
Root Cause 67
Possible Solutions 67
Decision 68
Situation 11: Team Rejects Agile Scrum Methodology 68
Description 68
Root Cause 68
Possible Solutions 68
Decision 69
Situation 12: Team Wants to Have Longer Sprints of Four Weeks 69
Description 69
Root Cause 69
Possible Solutions 69
Decision 69
Situation 13: Developer in the Team Will Work on Other Developers Tasks Instead of His/Her Own 70
Description 70
Root Cause 70
Possible Solutions 70
Decision 70
Situation 14: PO Fails to Provide Requirements 70
Description 70
Root Cause 71
Possible Solutions 71
Decision 71
Situation 15: Requirements Change During Sprint 71
Description 71
Root Cause 71
Possible Solutions 72
Decision 72
Situation 16: External Stakeholders Try to Change Requirements Directly With Developers 72
Description 72
Root Cause 72
Possible Solutions 73
Decision 73
Situation 17: Not Able to Complete Quality DoD During the Sprint 73
Description 73
Root Cause 73
Possible Solutions 73
Decision 74
Situation 18: A Lot of Nonconstructive Feedback During Retrospective 74
Description 74
Root Cause 74
Possible Solutions 74
Decision 74
Situation 19: Lack of Participation During Retrospective 75
Description 75
Root Cause 75
Possible Solutions 75
Decision 75
Situation 20: Justified Negative Feedback from Stakeholders During Review 75
Description 75
Root Cause 76
Possible Solutions 76
Decision 76
Situation 21: Unjustified Negative Feedback from Stakeholders During Review 76
Description 76
Root Cause 76
Decision 77
Situation 22: Unrealistic Estimates During Planning 77
Description 77
Possible Solutions 78
Decision 78
Situation 23: Can’t Complete Sprint Commitments 78
Description 78
Root Cause 78
Possible Solutions 79
Decision 79
Index 80