# Scrum Facilitators - FAC22

**Scrum Facilitator**

**The person** responsible for ensuring that the product team is effectively following Scrum practice (including stan-ups)

## Responsibilities

To ensure operational part of the product life-cycle is flawless.

- Sprint planning
- Prioritise issues
- Break down larger issues into manageable chunks
- Lead standups
- Clear blockers

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- Teamwork

- Keep calm and carry on
- Encourage effective pair programming
- Swap pairs often (every hour?)
- Meet as a 4 to discuss what you'd achieved after every pair session.
- Everyone gets a chance to work with everyone!
- Managing difficulties in team

- Team processes

- Underestimate rather than overestimate
- Prioritization strategies
- Discuss team process with team
- Document any processes you decide on
- Hosting SGC meets
- Sprint retrospectives
- Facilitating meetings
- Work with devops on some processes

- Additional set up/things to do

- Project Management boards
- Create a Kanban

- Create issues
- Github issue templates

- The scrum guide
- Gitflow. Branch protection
- Plan Estimated working time

- Label system to correlate issues to specific user stories
- Structure the label to make the workflow easier

## Sprint planning

### Time estimated

34 hours and 30 mins

Build Sprint 1 (12hrs 45min)
- Tues: 10-1 & 2-5 =>
- Wed: 10-1 & 2:30-4:30 =>
- Thurs: 10-1 & 2-5:45 =>

Build Sprint 2 (21hours 30min)
- Mon: 10-1 & 2-5:45 =>
- Tues: 10-1 & user testing =>
- Wed: 10-1 & 2:30-4:30 =>
- Thurs: 10-1 & 2-5:45 =>

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### Next Sprint Plan

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### Notes

- Hackmd or other place

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#### Top tip: to keep track of project Links:

- Figma Prototype
- Figma
- Miro

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#### Some files to help you working:

- Detailed plan

- Schema

- Timetable

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#### Num of commits on GitHub

Co-authored-by: Mariya Peychinova <[e-mail]>
Co-authored-by: Name <[e-mail]>
Co-authored-by: Name <[e-mail]>
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- User stories

- Other issues

- Estimates - Project Board

- Velocity
- Labels
- E
- A
- Core
- Stretch
- Priority - P 1,2,3,4,5
- Bug fix

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- To check

- To decide

- Space4 Attendance - Please put the days you can possibly go in below: (these are not fixed just suggestions)

- Things of note

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## User testing

You can download the app - Proto for Figma - from the apple app store then create a proto - it will show the app on your phone!!

You can user test directly on your phone instead of on a computer/laptop or you could do both.
https://apps.apple.com/cv/app/proto-for-figma/id1560655497 -- this is the app

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### Figma Usability Testing


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## Scrum_Guide

### Scrum Master

#### The Scrum Master is accountable for establishing Scrum as defined in the Scrum Guide. They do this by helping everyone understand Scrum theory and practice, both within the Scrum Team and the organization.

#### The Scrum Master is accountable for the Scrum Team’s effectiveness. They do this by enabling the Scrum Team to improve its practices, within the Scrum framework.

#### Scrum Masters are true leaders who serve the Scrum Team and the larger organization. The Scrum Master serves the Scrum Team in several ways, including:

● Coaching the team members in self-management and cross-functionality;

● Helping the Scrum Team focus on creating high-value Increments that meet the Definition of
Done;

● Causing the removal of impediments to the Scrum Team’s progress; and,

● Ensuring that all Scrum events take place and are positive, productive, and kept within the
timebox.

#### The Scrum Master serves the Product Owner in several ways, including:

● Helping find techniques for effective Product Goal definition and Product Backlog management;

● Helping the Scrum Team understand the need for clear and concise Product Backlog items;

● Helping establish empirical product planning for a complex environment; and,

● Facilitating stakeholder collaboration as requested or needed.

#### The Scrum Master serves the organization in several ways, including:

● Leading, training, and coaching the organization in its Scrum adoption;

● Planning and advising Scrum implementations within the organization;

● Helping employees and stakeholders understand and enact an empirical approach for complex
work; and,

● Removing barriers between stakeholders and Scrum Teams.

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## FAC21 Scrum Facilitators - Spikes

### Scrum values

* Commitment
* Focus
* Openness
* Respect
* Courage

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* The Scrum Team commits to achieving its goals and to supporting each other.
* Their primary focus is on the work of the Sprint to make the best possible progress toward these goals.
* The Scrum Team and its stakeholders are open about the work and the challenges.
* Scrum Team members respect each other to be capable, independent people, and are respected as such by the people with whom they work.
* The Scrum Team members have the courage to do the right thing, to work on tough problems.

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### Techniques to make working together a smooth process

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<img src="https://media.giphy.com/media/XTRYC20zSR7AzGfTAh/giphy.gif" height=200>

###### We all know that team collaboration is a necessity in the work or learning place.
###### "A pair of working horses can pull a higher gross weight each than one alone could."
###### That’s the power of collaboration.
###### The right team collaboration strategies are important for every project’s success. Working in a collaborative environment simply means getting more work done faster.

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<img src="https://media.giphy.com/media/3o6MbsoePmuQI92zeg/giphy.gif" height=200>

It is good to make sure each team member understands their job within the team and has a role that fits their skills.
When individual roles are communicated, that boosts team collaboration and improve overall efficiency.

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While it’s best to complete each project as a team, this may not be the most effective way to do every task. In some cases, group brainstorming is a waste of time. Instead, it might be better individuals to create ideas on their own and then everyone to present their suggestions after the separate brainstorming time.

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<img src="https://media.giphy.com/media/QWwEdgDbYjFbfOMJ3z/giphy.gif" height=200>

When people feel free to communicate and express their ideas, they are more productive.
When team members know each other better, they are able to communicate and work together better.

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<img src="https://media.giphy.com/media/L4eka82Fzjakye4GA5/giphy.gif" height=200>

To boost team collaboration, we can start playing some games or team-building activities.
Games help to break the ice, build new relationships, and develop strong bonds among team members.

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For our team to be effective, we need to have a great communication. Regular team meetings help everyone discuss their goals and get caught up on one another’s progress. It also prevents team members from performing the same tasks and helps everyone to stay on the same page.

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For a team to be effective, everyone must be willing to compromise. In a group of people with varying egos, strengths, and abilities, everyone needs to know how to manage conflicts if they want to accomplish team goals.

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## Setting up labels for issues quickly

### Github CLI

https://cli.github.com/

`brew install gh`


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https://scottjjackson.medium.com/how-to-bulk-create-issues-in-github-a278d429b7bf

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If you need to create a lot of GitHub labels you could just create a fake issue, add all the labels in the labels field, upload it, and then save yourself some time.

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### Estimates

The main purpose of doing estimates is to communicate to the product owner how long things are going to take (so they can in turn communicate to investors/users/marketing team etc. when its likely to get new features), and also to manage their expectations - so it is often good to overestimate a little to give yourselves breathing room.

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### PERT Technique

Program Evaluation and Review Technique

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P - most pessimistic case
O - most optimistic case
M - most like case

Calculation: (O + 4M + P)/6

Assign each of these the number of hours you think is a good assumption.

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For example, setting up a log in and profile page feature.

P - 8 hours
O - 2 hours
M - 4 hours

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Calculation:

#### (O + 4M + P)/6

##### (2 + 14 + 8)6 = 4 hours

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We can use this technique either to evaluate every issue, or just to evalutate specific tricky issues or things we think could be a bigger job.

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### PERT Charts

PERT is centered around important dates, known as milestones. The most important milestone is the final due date, and we work backwards from there, using our PERT calculations. To get from one milestone to the next, we complete tasks.

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We identify tasks that have to occur in sequence, one after another, and those that can be done at the same time, known as parallel or concurrent tasks.

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PERT takes a lot of time though! Another approach is planning poker, which is less mathematical, but can still take a bit of time.

Planning poker = each member of the team votes an estimation for how long an issue takes and you average it out.


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Any questions?