Scrum Master

1. Facilities the team for better creativity and tries to improve the efficiency to the development team.
2. Responsible for manage scrum process with the co-ordination of scrum team.
3. Arrange the daily standup meetings, schedule the meetings, arrange the demos, decision making process in order
to quick in spectrum and proper use of adoption process.
4. Make the product backlogs in good shape and make them to good shape for next sprint.
5. Conduct retrospective meeting, sprint planning meeting and Sprint review meeting
6. Practice scrum theory, rules, and motivates the team.
7. conduct team building exercise, common goal, state of problem you had, how to address and outcome.

Agile Manifesto
Individuals and interactions over processes and tools
Working software over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a plan

Problems in Agile Scrum

Continuous integration, Continuous testing, Continuous development, Commitment to adoption, product on time.

Backlog tracking, tasks, burn down chats, velocity user stories.

Roles of Scrum :
The Scrum Team
Scrum Master
Scrum Product Owner

Velocity: Average no. of story points from the past 3-4 sprints.

Tools: tally, ice cream, jira

Principles of Agile Scrum

Satisfy the customer early and continuous delivery
Changing the requirement, even late in development
Stakeholders and developers must collaborate on a daily basis
Final working product is the ultimate measure of process
Motivating the individuals, support they need, and trust them to get job done.

How risk-averse are you?

Like we said before, Agile is all about continuously deploying and learning from your mistakes. Which means you’re
potentially taking on a higher level of risk than you would if you went with a more traditional project management
style?

How flexible is your team?

In Agile, you work with your customers to make the product better. But this doesn’t always fly with designers,
developers, and makers of all kinds with an ego

How strict is your company hierarchy?

One of the key principles of Agile is not only to work with your users, but that developers will have access to key
stakeholders on a daily basis.

How do you measure progress? And success?

Shiny new object syndrome and Agile don’t mix. Agile project management is all about working to continuously
refine your processes and better your product.

Implement Agile Project Management

Step 1: Set your vision with a strategy meeting
For: (Our Target Customer)
Who: (Statement of the Need)
The: (Product Name) is a (Product Category)
That: (Key Product Benefit, Compelling Reason to Buy and/or Use)
Unlike: (Primary Competitive Alternative)
Our Product: (Final Statement of Primary Differentiation)

Step 2: Build out your product roadmap

Once your strategy has been validated it’s time for the product owner to translate that vision into a product
roadmap.
Product Management expert Roman Pichler, suggests working with a goal-oriented product roadmap, which is
sometimes also referred to as theme-based

Step 3: Get amped up with a release plan

Now that we’ve got a strategy and a plan it’s time to set some tentative timelines.

Step 4: It’s time to plan out your sprints

It’s time to move from the macro to the micro view as the product owner and development team plan “sprints”

Step 5: Keep your team on track with daily standups\

What did you complete yesterday?
What are you working on today?
Are there any roadblocks getting in the way?

Step 6: Sprint’s done? It’s time for a review

If everything has gone as planned, by the end of your sprint cycle you should have a functioning piece of software.

Step 7: What’s next? Decide what to focus on in your sprint retrospective

For Agile project management to work, you need to have a clear next step after each step.

Sprint Planning Meeting - eight hours (One Month Sprint)

A sprint goal
A sprint backlog
WHAT IS THE BACKLOG?
ENSURE RIGHT SIZING BACKLOG ITEMS
CALCULATING A COMMITMENT
DETERMINING VELOCITY & CAPACITY
Determine the needs, sign up for work, and estimate the work owned
Product Owner answers clarifying questions and elaborates acceptance criteria

Scrum Ceremonies
Daily Scrum Meeting.
Sprint Planning Meeting.
Sprint Review/Demonstration Meeting.
Sprint Retrospection Meeting.
Product backlog refinement or grooming.
Release planning.

An Agile Functional Specification

Purpose and Objectives
Format and Authoring Tool
Story Index
Story Details
A Day In The Life
A Living Document
Testing
Tracking and Progress Monitoring
Retrospective

Story ID As a… I can… So that…

S001 User log in to the system I can gain access to restricted areas of the site

Flow Step When… Then…

Main 1 the user is not logged in

What is the Definition of Done (DoD) in Agile?

DoD is a collection of valuable deliverables required to produce software.

Definition of Done for a Feature (Story or Product Backlog Item)

Definition of Done for a Sprint (Collection of features developed within a sprint)
Definition of Done for a Release (Potentially shippable state)

Agile Testing Methods

1) Behavior Driven Development (BDD) 2) Acceptance Test Driven Development (ATDD)

3) Exploratory Testing 4) Session Based Testing

Sprint demo
The sprint demo takes place at the end of the sprint and is attended by the whole Scrum team, including Product
Owner and Scrum Master, as well as relevant stakeholders, management and developers from other teams.
Responsibilities include:
 Mentors the empowered, self-organizing, and self-accountable teams that are responsible for delivery
of successful outcomes at each sprint.
 Facilitates the teams progress toward the PSI and team objectives Leads the team’s efforts in
continuous improvement which includes; helping the team to improve, take responsibility for their
actions and become problem solvers for themselves.
 Records suggested improvements, decisions and tracks progress towards achieving these goals Helps
eliminate obstacles to the adoption of enterprise Technical Practices - adhering to SAFe’s - Six Agile
Software Engineering Practices for Achieving High Quality Code – agile architecture, continuous
integration, test-first, refactoring, pair work and collective ownership Leads the team to stay focused
on Business and Sprint Goals Identifies and tracks cross-team dependencies Eliminates impediments by
actively addressing issues with other scrum teams so that the team can stay focused on achieving the
objectives of the iteration.
 Coordinates with other Scrum Masters, the Systems Team and shared resources in the Agile Release
Train (ART) Release Planning meetings.
 Facilitates preparation and readiness for Sprint and PSI Planning meetings Uses normalized estimating
to help the program estimate larger features and EPICs Assists the Product Owner in preparing for
various planning, backlog refinement meetings and other requested activities Keeps track of the
backlog to assist the Product Owner in aligning User Stories with Features / Business Objectives
Coordinates teams operating under architectural and portfolio governance, system level integration
and System Demos Participates in the Scrum of Scrums and coordinates with other Scrum Masters as
necessary Escalates impediments and risks to the RTE that cannot be resolved at the team level
Facilitates team collaboration to ensure high quality technical delivery to drive testing strategies,
testing automation and overall quality process improvement Supports RTE and Scrum Master in
Train/Team retrospectives and continuous improvement activities.
 Support User Acceptance Testing Process Works with Product Management and Product Owner to help
assure strategy and execution alignment Encourages Communities of Practice around SAFe by
participating in the Scrum Master Community of Practice forums Regular and reliable attendance in
accordance with position, business and/or client needs.

Required:
 Working knowledge of Scrum, XP, and SAFe (CSM preferred) A minimum of 7 years in Project
Management Bachelor's degree from an accredited college or university, or equivalent relevant
experience.
 Proven decision-making, problem-solving, conflict resolution and negotiating skills.
 Detail oriented with the ability to organize and prioritize tasks to ensure timely delivery of the
Sprints/PSI’s. Strong Process orientation Strong conceptual grasp of technology with successful history
of delivery technical projects.
 Strong understanding of SAFe or iterative development processes, quality and testing best practices.
 Extensive experience in large-scale projects requiring the integration of 3rd party software within
common technical infrastructure, as well as managing 3rd party software development.
 Must have experience with object-oriented development methodology for J2EE/UNIX/Oracle
environment, including design, testing and performance engineering.
 Must work from Global Village out of the ODC and adhering to client's InfoSec policy May have to work
late to have max overlap with client