Lord Krishna was our first Scrum Master who helped "Pandavas" to win the "Kurukshetra" war without using a single weapon. On top of it, he was the almighty with so many invisible powers, but he still guided the "Pandavas" through his servant Leadership.

Inspired by this concept, I have created a session to highlight the role of a "Scrum Master" and how can we make a Scrum Master a true "Servant Leader" without so much depending on authority or tools rather concentrating on simple things that can make his contribution to the team a true differentiating factor.

In this task, I am going to cover the following topics:

- Understanding the team formation stages

- 5 dysfunctions of teams

- Gauge the team members' behaviours

- How a Scrum Master can make his team GREAT

- Soft skills for Scrum Master

- How a Scrum Master help his team in various situations

- Importance of learning for a Scrum Master

- Scrum Master's backlog for his team's improvements

- Scrum Masters checklist

I will also cover anti-patterns of Scrum Master in this session along with suitable remedies.


Outline/Structure of the Talk

Introduction - 5 minutes

Running through the slides along with suitable explanation - 30 minutes

Questions and Answers - 5 minutes

Learning Outcome

This session will enable the Scrum Masters to cross check their day to day work and correct some anti-patterns.

It also helps them to grow in the ladder from a simple team assistant role to a powerful change agent and servant leader

Target Audience

Scrum Masters



schedule Submitted 7 years ago

  • Krishnamurty VG Pammi

    Krishnamurty VG Pammi - Do you get equivalent value for the price you pay? What is missing?

    Krishnamurty VG Pammi
    Krishnamurty VG Pammi
    Agile Coach
    schedule 7 years ago
    Sold Out!
    60 Mins

    Price is what you pay. Value is what you get. According to the Standish Group research, 20 percent of customer application development features are often used, 30 percent are infrequently used, and 50 percent are hardly ever used. This means that a major percent of the performing organization's effort does not correlate to value generation.

    Of the projects that met triple constraints, Standish Group research showed that only 13 percent yielded very high value, and 27 percent of the projects yielded high value. This means that about 60 percent of the projects yielded average to low value. And this means that, in the words of the study, "Sometimes you pay the price for a project but do not get the value."

    What is missing? - I reflected on this experience and also reached out to teams to learn what can bridge this gap. Interestingly, I got collective feedback that stated, "Either we fail to understand end-user experience, or we do not give much weight to it."

    User experience highlights the experiential, meaningful and valuable aspects of human-product interaction. Take the iPhone, which was launched in 2007. The phone’s unmatched user experience made its competitors out of the game; it set a new standard for smartphones. One of the secrets behind its success is the narrow set of customer needs Apple selected. Building customer satisfied products in the domain “internet of things” are becoming difficult and interesting now-a-days compared to other domains because gauging user experience in internet of things is quite dynamic and thus becoming quite challenging.

    When developing a product with agile, planning takes place at multiple levels. Agile projects involve planning upfront and throughout the entire project. This way, agile teams perform adaptive planning at last responsible moments by incorporating the then risks, issues, assumptions and constraints into consideration.  This will enable teams to change their course of action even in scenarios where requirements take abnormal shift or when teams come across unforeseen challenges. Agile planning thus remains more relevant and useful as it can guide teams till destination. Products that are complex, creative and high-risk in nature certainly prefers agile planning approach because traditional approach of “upfront plan the entire work and work the initially set plan for rest of the journey” cannot guide them till  destination.

    Experiential insights: I will unfold my experiential insights on how agile planning events (Vision, Product, Release, Sprint and Daily planning events) propel each other and nurture user experience periodically. I will explain how these adaptive planning outcomes connect each other and align themselves to the goal of delivering customer satisfied products.

    User experience is no longer a choice -- it is a means of survival: You have got to start with customer experience and work back toward the technology, not the other way around. The user experience approach is no longer about usability, it is about value creation. It is no longer the role of one person or department, it is about culture. It is no longer a choice, it is a means of survival. In the words of MarketingTech, "74% of businesses believe that user experience is key for improving sales, conversation, and loyalty." Thus we cannot afford to underestimate the impact of our users' experience.

    User experience does not start at purchase, it begins when the user has a need:  Agile planning events nurture user experience by discovering user needs. Aligning the product road map with user needs will certainly correlate product price to value creation. In fact, going with this approach, we can create situations in which end users perceive more value in our products than the price they pay for them. Google analyzes users' response patterns to their online posts and predicts user behavior even before users understand their responses themselves. It is an interesting journey toward understanding user experience, especially on products that leverage the Internet of Things. It is not an easy job to predict user experience. However, if we champion this aspect, we will indeed correlate product price to value creation.


  • 60 Mins

    Active Product Management is about focussing more on the active backlog items, i.e items planned for the shorter increment (Potentially Shippable Increments), rather than focussing on the complete backlog set planned for the whole release.

    Many Organizations over the past few years have embraced agile and have experienced good results. Even after this transition to agile and following for several years, Organizations still face difficulty to release the software to the customers as per the commitments.

    Would like to discuss the general problems with the traditional way of doing release planning and how "Active Product Management" can reduce the risks in delivering the commitments.

  • Madhavi Ledalla

    Madhavi Ledalla - The essence of Product Ownership

    Madhavi Ledalla
    Madhavi Ledalla
    Agile Coach
    schedule 7 years ago
    Sold Out!
    60 Mins

    Scrum introduces a very vital role called the Product Owner who is the key person responsible for the product success; he is one who is accountable for the customer delight.

     In this session we would be doing a deep dive at this role, the essential characteristics, the prime responsibilities, challenges and how can this role be scaled in a scaled environment where we would be discussing some of the structural and coordination patterns.

    The key take away of this session would be the last part where the participants would build a story map using “Jeff Patton’s” story mapping technique to visualize how a day of the Product Owner looks like.

  • Saikat Das

    Saikat Das - Switch from Sprint Retrospective to Toyota Kata

    45 Mins

    You have been doing agile for a few years now.

    With a regular cadence you have retrospectives and a lot of problems and great improvement opportunities are raised but nothing seems to really improve. Stop doing retrospectives!

    Can we shift form collecting problems and start improving? Create the habits of continuous improvement.

    It can be done is time to start using Toyota Kata!

    Toyota Kata is two behavior patterns, or Kata’s, that is the foundation in Toyota’s continuous improvement work.