You are in meeting to talk about the planning of the next meeting to prepare the next meeting about grooming the sprint. This is the life of a scum master.

where is the link to the PowerPoint you mentioned?

Hi Daria, great content! I completely agree with you: super difficult to implement but, if everyone would do that, I believe that the number of meetings in a Company would drop dramatically: I know (A LOT) of people that have 50/60 meeting a week in their calendar... no comment. I'll try to start to apply your suggestions. Cheers, Alessandro

Refreshing to hear this, especially in adding complexity. Personally, I found that it looks to control aspects, leave connections for hierarchical organisations, add language and make money. Just reflecting upon agile principle 10 it makes me question aspects.

Thanks for the heads up

May I express some alternative opinions please? 🙂 (NOTE: I previously worked as a Scrum Master for a year, am now beginning my third year as a SAFe Release Train Engineer, and have endured years of experience with various "old" SDLC methodologies.) A. Scrum is simple and easy to understand and can be learned from a single annotated diagram. B. Despite Scrum being simple, there is an enormous consulting industry built around teaching people how to do Scrum. In today's market, there are dozens of Scrum books, thousands of Scrum classes, and hundreds of thousands of "Certified Scrum Masters". C. Despite Scrum being simple, the presenter of the excellent "ScrumMastered" channel has posted over 300 videos on how to do Scrum. D. As the presenter correctly points out, teams can learn Scrum within 6 months, to the extent that they no longer need guidance from a Scrum Consultant. This is achieved by focusing on the nuts and bolts of the Scrum ceremonies and associated artifacts (e.g., user stories, definition of done, story points estimation, velocity, burndown, etc.). E. As with Scrum, teams can learn SAFe within 12 months, to the extent that they no longer need guidance from a SAFe Consultant. This is achieved by focusing on the nuts and bolts of the SAFe ceremonies and associated artifacts (e.g., PI planning prep, PO sync, program board, feature specifications, adapting PI planning, retrospectives and review, confidence votes, inspect and adapt, leadership engagement, etc.). F. Scrum and SAFe are alike in that the massive quantity of buzzwords and philosophical slogans are essentially irrelevant to the daily/weekly/monthly mechanics of following the methodology. G. Buzzwords and philosophical slogans are necessary for experts to generate entire books and hundreds of videos on methodologies that can be learned from a single annotated diagram. H. All project management and SDLC methodologies have an abundance of buzzwords and slogans required for certifications with which to decorate our resume.

I have a question, is scrum only related to Agile ?

[Disclaimer: Personal experience... your mileage may vary] As individuals are different then teams, too, are different. Keeping the agile fundamentals as a grounding and mindset, I have found that the coaching of Scrum (and other frameworks) means having a rucksack of tools that are light enough to carry with you (both figuratively and literally) helps differing situations. Being inquisitive (open questions mostly, unless decisions are required), fostering learning while coaching, bringing this back the the pillars and values and being present has brought better results. On the latter, being present can remind your team to keep focused (one of the values) on delivery. Why the rucksack analogy? Because its small enough to carry, there when you need it, reminds you that you may have to unpack Scrum, terminology and the all important value; and you might pack it differently depending on the audience (individuals, teams, P.O., the business and stakeholders.

Dear @ScrumMastered, I recently had a Scrum Master interview where I was asked about what kind of metrics I am using for measuring the quality of the code. At that moment I was totally frozen, because I didn't learn about it on any of the Scrum Master courses, not even for PSM2 certification courses, and I didn't know that a Scrum Master needs to know about Code Quality Metrics till now. I am very curious what do you think about this question? Was it a fair question or not? Thank you in advance!

dont see the point of this amorphous abstract roundabout way of estimation. Everything in the real world revolves around time and cost. If something is more complex, it will take more time. It is infinitely more useful for literally everyone involved, and more importantly the customer, for them to know this will take 5 days to build, therefore we will bill you as such. The single situation where this doesn't apply is hobby projects, where the profitability of the project as not as pertinent, and even still knowing how long it will take is still way more useful.

How to gain experience ? What kind of experience ( except of SM) would you say is valid to get a job like this ?

Hello. I work as an analyst and would like to move up in h to e company. My degree is in international relations and I think it’s a bit expensive to continue school in the US not knowing if I will be able to pursue scrum master career. I’m also a bit insecure, and it seems to be a managing role. What do you think as a quality we should have to manage a team/ profile that best fits? Also, what is the goal of a scrum master ? Is that designed by the scrum or the management above the scrum ? How does it work ? And if you could show a bit of what you do, to see if that’s what I see myself doing.. that would be great.

I've been a software developer for 40 years. I haven't had the opportunity to work with a scrum master before. I stumbled into this clip and thought ... initially ... that it was satire. An attempt at humor. Because I don't see you doing any real tangible work. As I researched it more I began to realize that this is, indeed, the case. In fact it would seem scrum masters are perceived by many devs as an impediment to their job. I'm lucky I guess. I manage my own project queue. The other devs I've worked with over the years do the same. We seem to get an order of magnitude more work done than younger dev teams. I'm beginning to understand why.

Nice setup, but Standup from time to time 😊

Thank you! It’s a really simple and informative video. I literally had all my questions solved

Love this. Do you have a full video on this ? I havent liked the classical way to run scrum ande have been looking for new ways to run it.

Hi Daria, great explainer video! One thought: a common challenge with retrospectives is that there's a big recency bias. What do you think of tools embedded in Jira (or whatever other system, but Jira is most widely used) that help users create notes for retrospectives while doing their work? This way feedback is collected at the right time and there's less of a bias when preparing for a retrospective.

Super video, please create few more vidoes related to Mural

So the Def. Of Done is when all the acceptance criteria has been accepted.

Hi, Just wondering if there is a way to structure Story/Task/Sub-Task relationship? At the moment when creating a Story, I can only create Sub-Task. Can I structure so that under the Story, I could create Task and under the Task, would be a Sub-Task?

do yuou acceptance criteria under epics or user stories?

To be a scrum-master, you need to know the entire perimeter of the rim, and know how to leave it spotless.

#noestimates . I suggest everyone to look that concept up and to educate our PMs and leadership about the reality of software engineering.

In Germany 99.999 % of all companies want SAFe, because in our aristrocat, beaurocratic culture they love these fancy hollow terms with no substance. Our products which literally nobody knows, reflect this. I mean have you ever heard of "Keyless Go" system of Porsche? If you do know it and are a petrol head, I am 100% sure you share my opinion on this product: It completely and reliably never works.

nothing of value

🙏💝💝🚴🤸🏋️

really helpful

SH=Ss

🙏💯💖💝🌚🌚🌚🌚🌚

Seems like a ridiculous way to justify having people in the office who add no real value

I agree. For me it is simple: Agility is about complexity. More agility requires/means less complexity. Complexity is for a team and organisation what fat is in a human body. In that perspective, you just cannot call SaFe agile. Maybe a first step towards more agility, and that is ok, but nothing more. If implementing safe makes the environment more complex, agility will even go down... I am afraid this happens regularly. This cannot be the purpose.

What do you think about disciplined agile?

I believe it is now a methodology and not a framework. Trying to patch every single possible process into it such as Design Thinking will always cause this. This seems to be a response to every criticism, such as that it wasn’t customer focused enough. The website contains a very large collection of high quality content online and is very useful for this. I use it more as another source of information.

You were mentioning that you were doing research to explain the challenges that the team is facing, what is the reason that the team can't explain it to management directly?

It looks like another try to be agile without firing the mid-management... which IMHO is impossible.

I have a SAFe SM 6 certification but I don't like the framework for, essentially, the same reasons you explained in the video. I saw an "implementation" of it and it was a mess because the company just started with SAFe, they wanted to cherry picking what they liked, the Consultant just showed up now and then and it was horribly complicated by logistic. In two words: no one cared about principles and values but they focused on the "framework", how to "adapt" it to their needs and to "we have to do that for that date whatever it taked". A good experience because I had very good colleagues but a nightmare for everything else. So, basically, I don't like it and I try to avoid. Ale PS: lovely cat you have!

Very simple.. make sure you very clear & precise with your communication. Show just about enough logic and knowledge for your team members to trust & follow your guidance. Follow up on which was you’ve pushed the flow of the member. Make sure the task are done, hindrances are taken care of - finally have a brief idea 💡 for what a potential step for tomorrow could be.

If you don't know how much time it will take, then say so instead of using a made up estimation system, do your research and get back to the lead. This seems very stupid and like it defeats the purpose of estimation, but that's just coming from a former aircraft structural mechanic supervisor...

Maybe it is a problem of capitalism and its nature of exploiting people as much as it can. Maybe that's why these roles are getting annoying and useless more and more. One of the Agile principles is people over process, but it will never be in the capitalist world. If you take more time for certain tasks that you give low story points to, your performance will be questioned. You have to deliver every two weeks and give a perfect demo otherwise again your performance will be questioned. SMs will be on our asses if the ticket doesn't move and they would have no effing clue about what work is being done and cannot do shit to help us. And they want a good reason. Sometimes reason could be im not motivated enough, I will do it tomorrow, but no, that will affect the fucking burn-down chart. Scrum could work in a perfect world but today it turned into a whip to exploit workers. And actual lords and masters gave their whips to these SMs and they are gladly whipping us on their behalf. It even has a "master" in its name.

scrum is BS

Here my 50 cents on the topic. - I don‘t believe in certifications in the IT industry. In my experience, it is often more a thing of being able to handle the screwed questioning. I strongly believe in experience. - More often than not, the problems lie in the organization. If you need a consultant for more than kick start and some coaching every now and then, I would consider the org not ready or the PM is weak. - There might be situations, where SAFe of Scrum can be implemented according to the book. In my reality, these concepts should be seen as a guideline but not as a law. For instance, I had situation where we did not had daily stand ups or where we did not deliver something at the end of a spring. It depends on the situation, team and task.

Shitty Agile For enterprises

how do you create or implement the Release Burndown in Jira?

This is undescribably helpful <3 Thank you for figuring out and demonstrating the templates too! One of the things I'm most excited to try out!!

I wish I can fully express to you how much this video has helped me. I was gonna go to Trello but after this I feel so much more confident to dive into Jira - thank you so much <3

Which Scaled Agile Certification do you recommend getting?

Just like with all Agile frameworks, companies spend far more effort setting up processes and methods instead of focusing on the principles. Like you said, the SAFe principles are great. But how many companies using SAFe even consider these principles when establishing a SAFe program? How many companies apply systems thinking, preserve options and assume variability throughout development, provide autonomy and limit constraints on teams, or decentralize decision-making? The last one I list is something I have never seen in a SAFe implementation because every company I've seen use it are trying to maintain centralized decision-making while trying to convince themselves they are becoming more agile.

SAFe reminds me of our early rollout of TQM in the US government. Too complexed and the culture will just implement it just to please management.

I have 100 problems with SAFe, but my main problem with SAFe: It doesn't evolve. It doesn't even give you anything on how to switch even between their own essential or portfolio stuff, and having worked in implementations which were running for 5 years+ - they still are the same. They got more efficient, but even the 2 day PI is still exactly the same. You switch (or worse add to) your org chart for a (better! - that's at least a plus) org chart - but when you run into problems later - SAFe will not help you shit. You can't even scale down then - because there is no "down". SAFe doesn't contain Kanban or Scrum teams, or teach your teams and org. how to do Scrum. You just will have the rigid next thing fitting only for exactly this size and product.

SAFe is the bizarre copy paste waste mix of Many frameworks..expensive, bizarre, complicated…using too many buzzword phrases going nowhere