How to Stand Up a Scrum Team
As Agile continues to grow in the DC region, many new scrum masters find themselves working with established teams. But how do you go about standing up a new team? This session outlines strategies for building a strong foundation for new teams, including tips and tools for a successful team kickoff, creating working agreements, and the parts of a team charter. The session ends with tips for moving forward with your newly-minted team as you move into your first sprint.
Outline/structure of the Session
A. Encourage attendee participation to discuss some of the challenges/concerns Scrum Masters may face when starting a new team
1) May include:
a. Team members with little or no knowledge of agile principles
b. Team members who are new to working in a team (loss of independence, responsibility to other team members)
c. Being held accountable to others for work
d. Committing to concrete goals
e. Scrum Masters who don't know how to help a new team start to "gel" -- they don't teach you how to stand up a team in Scrum Master certification class!
2. How a kickoff meeting and team charter can help new teams, and how to prepare
A. A charter can help:
1) Foster understanding of the team’s purpose
2) Consciously develop team norms (norms will develop whether consciously or unconsciously. This way we can shape them.)
3) Build a pattern of interaction and implicit understanding
4) Develop a shared approach to work (“how we do things”)
B. Review parts of a team charter:
1) Team definition/purpose
4) Team values
5) Working Agreements
6) Definition of Done
3. In-depth discussion of the parts of a charter:
A. Before the kickoff:
1) Find out as much as you can about the team members
2) Names of team members
3) Whether they know each other or have worked together before
4) Whether the team will be co-located or distributed
5) What is the makeup of the team (devs, testers, PO, etc.)
6) Schedule the kickoff at a time when the whole team (including PO) can attend
7) SM’s job is to facilitate the discussion, NOT to dictate
B. At kickoff: Team member introduction and roles
1) Consider doing an ice-breaker/get-to-know-you exercise
2) What roles will people play on the team? Are there any specific competencies that would be helpful to know?
C. Purpose of the team
1) What will the team be working on?
2) How does that fit into the larger organizational structure and goals?
3) What is the team's name?
D. Establish Cadences
1) How long are sprints?
2) What is the release cadence?
3) When will we conduct ceremonies? (planning, grooming, retro, etc.)
4) When is daily standup?
E. Agree on Tools
1) What tools will we use for feature and story tracking? For development?
2) Will you have a physical board or a virtual one?
3) What additional tools will we use for collaboration and documentation? (Video conferencing, wiki, etc.)
F. Team values
1) Values are different from working agreements
2) Values are statements of what is important
3) Values may guide behavior, but are not rules
4) Examples: Our team values work-life balance; we value on-time delivery with zero defects
5) Working agreements are protocols that the team develops and agrees to follow
6) The goal is to forge commitment and a shared approach so that the team can meet its goals
7) Example: Team discussions remain within the team
G. Working agreements
1 ) Discuss how team agrees to work together
2) How will team treat each other? (ie, respecting differing opinions)
3) Rules for meetings (ie, start on time, no phones, respect time boxes)
4) What is the team communication plan? (ie, face-to-face over email or IM)
5) Core working hours (when team can be expected to co-locate or otherwise be in available) – PO should be included in this!
H. Definition of Done
1) Each Scrum Team has its own Definition of Done
2) “The Definition of Done drives the quality of work and is used to assess when a User Story has been completed.” – ScrumInc.
3) Example: Every task in the story is complete; tests and other related work are attached to the story so the PO can review it; etc.
4) Show additional examples of DoD
4. Conclusion - Q&A
Participants will gain knowledge of how to use a team charter to give new teams a strong foundation.
New scrum masters or team members, or anyone starting or participating in a new team.
Participants should have basic knowledge of scrum, and some experience with working with a scrum team.
schedule Submitted 2 months ago
People who liked this proposal, also liked:
Kumar Dattatreyan and Karla Haworth - Love the Team You're WithKumar Dattatreyan and Karla HaworthAgile Coach/ Senior Scrum MasterTreya Consulting/ The Eliassen Group
schedule 2 months agoSold Out!
Building new scrum teams with driven, smart people can jump start a team’s success, but more often than not, scrum masters “inherit” established teams who may need a kick start. In this workshop, the presenters will discuss Sean Covey’s Four Disciplines of Execution and how teams can use them to set and achieve goals. It’s a simple framework that distills the simplicity of the Scrum framework to its most essential parts, and refocuses and reenergizes teams to achieve higher performance.
The disciplines of execution – focusing on a wildly important goal, acting on lead measures, keeping a compelling scoreboard to engage the team, and creating a cadence of accountability – can help teams improve and focus on the fundamentals of scrum.
Avinash Tripathi - Agile crocodiles and dinosaurs : Adapt or DieAvinash TripathiAgile CoachECOM Consulting IncAakash SrinivasanAgile TrainerECOM Consulting Inc
schedule 2 months agoSold Out!
“It is neither the strongest of species that survive, nor the most intelligent, but the ones that are most responsive to change - Charles Darwin”. Agility is not solely about how fast one can move. On the contrary, it is how adaptive and responsive one is to a change with minimal adverse effect. To survive in its ecosystem, an organization much like a living mammal, must grow in size as well as evolve to adapt and protect itself from predators.
In today's complex world of business and technology, Performance and scalability are key optimization opportunities for any organization. Also, a relentless focus on innovation, human capital and global expansion is pivotal for these opportunities to materialize. The ability to evolve in these areas can create competitive advantage for an organization in its habitat. To address these initiatives and ensure its success, companies need to empower their human capital with the right tools and resources to execute their strategy consistently and reliably in the midst of continuous change.
Attend this session to explore ways to realize these opportunities into tangible outcomes, thereby enabling an organization to evolve, stay competitive, think, lead and execute; driving increased revenues, profitability and market shares as the end result. We will introduce a framework that spans 6 key areas; Ideation, Nature, Vision, Engagement, Synthesis and Transition. The session will also demonstrate techniques to enhance business agility using an agility model and the dinosaur analogy.