Scrum Master / RTE /STE
Scrum Master/ RTE / STE
Certified scrum masters (PSM, SAFe, KMP, ICAgile). Have been successfully working with product, service and project teams for more than 5 years. Using Scrum, Kanban method, Nexus and SAFe to build processes.
Train teams, product owners, and stakeholders in the chosen approaches. Help teams to build effective cooperation. Adapt agile practices for each team for its goals and objectives. Facilitate meetings.
Make sure that they achieve their goals. Pay attention to the team's morale, create an atmosphere of trust and mutual assistance. Broadcast and explain the values of Scrum, Agile, Kanban and SAFe to the team and the persons interacting with it. Make processes transparent, highlight problems and obstacles and help solve them.
Approaches
Scrum
SAFe
Kanban
Refence cases
IMPROVING TEAM PRODUCTIVITY AND ENGAGEMENT
Challenge
Loss of motivation in the team, lack of new ideas at retrospectives. Developers are not involved in the work of the team due to a lack of tasks for their qualification. A decline in team productivity when switching to the development format after a period of support.
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Results
Loss of motivation in the team, lack of new ideas at retrospectives. Developers are not involved in the work of the team due to a lack of tasks for their qualification. A decline in team productivity when switching to the development format after a period of support.
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Results
Team interactions and involvement in meetings have significantly increased
Developers are involved and interested in the work
The overall productivity of the team has increased. The number of stories closed in the sprint has increased by 3 times
LAUNCHING AN AGILE TEAM IN A NON-AGILE-FRIENDLY ENVIRONMENT
Challenge
The previous approach to the development of the Terms of Reference for the new Finance System failed and the management to meet deadline decided to try Agile as a last chance. A team of 50+ financiers from different departments who have no idea what Scrum and Agile are. Unclear scope of work. Constant change of requirements from stakeholders. Inconsistency of the departments responsible for the implementation of the new system.
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Results
The previous approach to the development of the Terms of Reference for the new Finance System failed and the management to meet deadline decided to try Agile as a last chance. A team of 50+ financiers from different departments who have no idea what Scrum and Agile are. Unclear scope of work. Constant change of requirements from stakeholders. Inconsistency of the departments responsible for the implementation of the new system.
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Results
Consistency and transparency of actions between departments
Speeding up time for decision-making and task execution
The project launched on time, the project goals are fulfilled
A communication plan for the project has been developed
IMPROVING THE TEAM'S ADAPTABILITY TO CONSTANT CHANGES
Challenge
Constant change of requirements.
High turnover of personne.
Insufficient elaboration of the solution design by the project architects due to insufficient time and overload.
l within the team.
Time zones difference between project participants (GTM+11).
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Results
Constant change of requirements.
High turnover of personne.
Insufficient elaboration of the solution design by the project architects due to insufficient time and overload.
l within the team.
Time zones difference between project participants (GTM+11).
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Results
Significant reduction of time loss during solution development
Quick training of new team members
A self-organized team capable of independently solving the obstacles that arise (especially in terms of design)
ONE DEV TEAM WORKING ON MULTIPLE PRODUCTS
Challenge
Parallel work on several products with different PO within the same project.
Increased in the number of scrum team members from 5 to 15.
Solutions for the Japanese market created without a foundation for globalization.
Tight deadlines for the preparation of a solution for the global market.
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Results
Parallel work on several products with different PO within the same project.
Increased in the number of scrum team members from 5 to 15.
Solutions for the Japanese market created without a foundation for globalization.
Tight deadlines for the preparation of a solution for the global market.
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Results
Built a transparent prioritization of tasks between several products for all stakeholders
Stakeholders have changed their focus from deadlines to deliverable value
On time delivery of the solution
INCREASE END USER SATISFACTION
Challenge
Lack of feedback from current users.
Features are prioritized without actual needs of end users.
Potential users are unaware of the system and its abilities.
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Results
Lack of feedback from current users.
Features are prioritized without actual needs of end users.
Potential users are unaware of the system and its abilities.
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Results
New features are created considering the requests of end users, based on their feedback
Increased awareness of users of the system and its capabilities
Increased end users' satisfaction while using system
THE WORK OF THE NEW TEAM WITH THE LEGACY CODE
Challenge
Full update of the team composition.
Low-quality legacy code left over from previous developers.
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Results
Full update of the team composition.
Low-quality legacy code left over from previous developers.
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Results
High satisfaction of the team from work: maximum assessment of the quality of meetings, positive assessment of the speed of delivery and regular improvements in the work process
Clearer code: reducing the time to introduce new participants into the project, reducing the number of errors in estimating deadlines
INVOLVE STAKEHOLDERS, SET UP WORKFLOWS
Challenge
Low stakeholder engagement.
The team does not have a clear understanding of priorities.
Unsystematic work on improving work processes.
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Results
Low stakeholder engagement.
The team does not have a clear understanding of priorities.
Unsystematic work on improving work processes.
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Results
Increasing stakeholder engagement in the sprint review
Translating priorities to the team from stakeholders during the sprint review
Determining the order of work with user requests, sprint planning in an hour and a half
NURTURING OF CROSS- FUNCTIONALITY OF THE TEAM
Challenge
The team is not balanced in terms of a set of competencies.
The team is unable to independently close all the necessary tasks to create an increment and turns to colleagues from other teams for help.
Productivity in other teams is falling due to distraction.
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Results
The team is not balanced in terms of a set of competencies.
The team is unable to independently close all the necessary tasks to create an increment and turns to colleagues from other teams for help.
Productivity in other teams is falling due to distraction.
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Results
The number of requests from the team to other teams has decreased
The independence of the team has increased
Aligned the quality and productivity of the team and thus ART as a whole
IMPROVING THE PREDICTABILITY OF TEAM DELIVERIES
Challenge
Delivery deadlines are regularly violated.
Lack of a common vision on product and product development.
New requirements pop up in the sprint. At the end of the sprint, less than 50% of the planned tasks are completed.
Lack of trust of team’s forecasts from stakeholders.
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Results
Delivery deadlines are regularly violated.
Lack of a common vision on product and product development.
New requirements pop up in the sprint. At the end of the sprint, less than 50% of the planned tasks are completed.
Lack of trust of team’s forecasts from stakeholders.
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Results
The team gained a shared understanding of the product and vision on product roadmap
Motivation of the team were increased
Team began to form an approximate plan for features / stories and study possible architecture in advance
As a result of sprints, 70% of scheduled tasks are closed
MOVING FROM WATERFALL TO SCRUM
Challenge
The development was conducted chaotically, the tasks were set by the PM directly to the developers.
There was no common task management system.
There were no regular meetings and a single vision of the product from the team.
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Results
The development was conducted chaotically, the tasks were set by the PM directly to the developers.
There was no common task management system.
There were no regular meetings and a single vision of the product from the team.
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Results
Increased transparency and visually demonstrated overloading of the team with the chaotic requests
Focused team on requests with the proved priority
Stable and predicted process allowed PO to make realistic forecast and increased trust to the team
REDUCING DEPENDENCY ON UNIQUE SPECIALISTS
Challenge
Very few specialists in the team had knowledge on key technologies.
The entire project was depended on those key specialists.
Key specialists were overwhelmed by huge amount of requests.
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Results
Very few specialists in the team had knowledge on key technologies.
The entire project was depended on those key specialists.
Key specialists were overwhelmed by huge amount of requests.
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Results
Significantly reduced the "indispensable specialist" problem by sharing key expertise among team
Strengthened team’s cross-functionality
Improved the professionalism of teams
