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    --- title: IT roles Webinar - Scrum Master (Cantonese) tags: Webinar, Agile, Canada description: 想知道 Scrum Master 係做緊咩?點樣係加拿大入行做 Scrum Master? Scrum Master 可以有點樣既職涯規劃?呢個 Webinar 或者可以解答到你既問題。 --- # IT roles Webinar - Scrum Master (Jan-2024) 歡迎各位係 [Lean Coffee](https://scrumlr.io/board/19616580-515e-4d74-a5a2-2a4fb6020c36) 加入問題同埋投票,我地用優先討論票數最高既題目。你可以係呢度了解更多 Lean Cofee 的玩法:[除了精實創業,你聽過高效開會法「精實咖啡」嗎?](https://meet.bnext.com.tw/articles/view/44857) ### 規則: 1. 開將他們想討論的主題用一兩個簡單的句子把每一個主題寫在 To Discuss 欄位上。 2. 將得票數依高到低排序,由最高的 2-3 個得票主題開始討論,並移動到 Discussing。 3. 設定每回合的討論時間為 10 分鐘。時間到,由在場來賓和主持決定時是否繼續討論。 4. 如果決定結束這個主題,將主題移到 Discussed & Actions。回到步驟2,選擇下一個最高票的主題,直到預期的討論時間結束。 --- ## Webinar 介紹 想知道 Scrum Master 係做緊咩?點樣係加拿大入行做 Scrum Master? Scrum Master 可以有點樣既職涯規劃?呢個 Webinar 或者可以解答到你既問題。:smile: #### 來賓介紹 - Wilson Lai - Senior Engineering Manager @ Wave HQ 2021 年底經LMIA嚟到多倫多,超過六年Engineering management經驗。熱愛Agile和Scrum,參與及管理過大大小小幾十個Agile projects 及Scrum team,正在走向Engineering Leadership之路。 #### 來賓介紹 - Elton Lau - Scrum Master @ Scotiabank 2022年6月經 OWP 黎到多倫多,黎多倫多之前有大約 3 年 Scrum Master 的經驗,希望 2 年內可以提升 Hands-on DevOps 既能力,同埋創造一個開源既 Agile 工具。 歡迎各位用以下方法聯絡: - [LinkedIn](https://www.linkedin.com/in/elton-lau/) - [GitHub](https://github.com/elton-lau) --- ## 討論題目 <!-- 請在此開始協助編輯和整理 --> ### 問題 1 - Scrum Master 與 PM 有什麼分別? - Wilson: - 反而想聽到的是 Project Manager 與 Product Manager 的分別 - 兩者角色目標一致,都是去交付東西,但切入點不同 - SM: 執行 Scrum 中會浮現不同問題,去需要幫手改善 Scrum Practice & 流程 - PM: 控制 Time, Scope, Resrouce - Elton: - 例子:美國足球球會 - 足球經理類比 PM:與老闆交待、專案的 e2e 管理 - 足球教練類比 SM:與產品團隊(通常是 Cross-functional team)成長,最後成為自組織團隊 (Self-organizing team) - Scrum Master 在 SAFe 與 Scrum Guide 有不同定義: - Scrum Guide: 當初 Scrum 未在軟件工程流行,是一個教練角色 - SAFe: 是團隊成員之一,負責解決阻礙團隊發展的角色(類似排球的自由人) - Scrum Master 的職位名稱有時被濫用 - Agile 必要條件:Product Team 的時間固定,Scope 與資源可變 - 大型公司裡,PM & SM 同存 ### 問題 2 - Scrum 只注重 In-sprint 發生的問題,怎麼確保在限期內交付產品? - Elton: - [綿花糖挑戰](https://www.ted.com/talks/tom_wujec_build_a_tower_build_a_team) - 限時內放到最高 - 大部份人失敗,因為只留綿花糖到最後才放上去 - [Parkinson's Law](https://www.cheers.com.tw/article/article.action?id=5101853&page=2):「愈靠近死線,工作就愈有效率」 - Agile 重心在於價值交付,而非只滿足於交付 - Scrum Team 需要有發佈管理,需要有 Product Roadmap 了解未來產品目標 - 同一時間,不停獲取 feedback 去找出改善方法 - Wilson: - Scrum 也需要有 Roadmapping - Scrum Master 需要教育團隊 Scrum Mindset 和其核心價值 - Value delivery:以車作為例子: - 問題:需要遠距離運輸,要有代步工具 - Waterfall: 車架 --> 引擎 --> ... 很久才可能有工具可以使用 - Scrum: 單車 --> 電單車 --> ... 最短時間拿到 Minimum Viable Product - Scrum 不代表反對 Compliance,但只是儘快達到最低要求就要推出 - 找一個比較細的 Product 試行 Scrum - Andrew: - 不同行業與公司都有自己的包袱,不可能做到最極限的 Agile - Start-up 比較容易 - Financial Service 比較困難 ### 問題 3 - 加拿大與香港的 Scrum Master 有什麼最大分別 - Elton: - 香港:Agile 最大問題是 Leadership 在同一時間想推出很多東西,遠遠超出實際產品團隊承受能力 - Little’s Law: If you work on twice as many things in parallel it will take twice as long to finish. - 後果:團體之間士氣低落,發佈時間落後,只能靠 OT 解決 - 解決方案:製作 Epic Kanban,控制 Epic WIP 數量 - 加拿大:Product Owner 對 Product Team 太寬鬆、SOP 缺少和執行不嚴 - 後果:Product Team 不太積極力極求改善、處理事情的方法和結果標準不一 - 解決方案:以 [PDCA](https://p.fms.tw/media/5684) 訂立 SOP - Wilson: - 加拿大比香港 Scrum/Agile 意識比較強,主動積極去試驗行不同的敏捷開發方法 - Lewis: - 在加拿大,除了使用 Scrum,也有使用 [Extreme Programming](https://blog.toright.com/posts/697/極限開發-extreme-programming-xp#google_vignette) 去改善質量 - Continuous Integration & Continuous Delivery 已成標準 - 已經很少人在用 Waterfall ### 問題 4 - 多人 Tech 人覺得 Scrum Master & Project Manager 吹水,點樣令 SM 帶到價值比技術團隊? - Wilson: - SM/PM 需要在 Business & Development team 成為溝通的橋樑 - 幫助大家了解彼此之間的情況 - 幫助與外部團隊溝通 - Elton: - SM/PM 從哪個角度帶到價值? - 軟件工程起源:[NATO 希望解決軟件危機](https://academic-accelerator.com/encyclopedia/zh/history-of-software-engineering) - 例子:[加拿大原子能公司 Therac-25 事件](https://www.youtube.com/watch?v=MIPffTCWgXg) - [軟體工程與專案管理的關係](https://www.ithome.com.tw/article/154529) - 考取 SM 證照不代表有能力成為 SM - Scrum Master 本身是一個 Leader 職位,需要知道自己有什麼價值可以帶比團隊 - SM 可以由 Technical 知識帶給團隊價值,但不一定每個都需要很 Technical 才能帶到價值 - SM 可以透過 Business Analyst 或者 Domain Knowledge Expert 入行 - 例子:[Micro Hering (Accenture DevOps Thought Leadership)](https://notafactoryanymore.com/2015/08/14/a-personal-devops-journey-or-a-never-ending-journey-to-mastery/) ![image](https://hackmd.io/_uploads/SJh-6PJYT.png) - 學習路徑:Waterfall Process -> Agile Process (已解決 80% 問題) --> DevOps --> Lean ([Value Stream Management, etc.](https://www.linkedin.com/pulse/價值流管理value-stream-management-與-價值流圖value-mapping機會與陷阱-kaitlyn-peng/?originalSubdomain=cn)) ### 問題 5 - 為什麼在香港的 SM/PM 在加拿大特別困難地找到工作?有什麼方法找到 PM/SM 工作? - Wilson: - 英文是一個阻礙 - 外國人比較積極和主動,但香港比較被動(雖然 Technical 能力很高),亦在 Interview 反映出來 - Andrew: - 同意香港人主動性不夠,例子:Webinar 裡參與討論的不多。有例子展示你有主動已成加分項目。 - 需要主動識人、主動在 LinkedIn 寫 Blog,even 失敗例子 - Elton: - 香港與台灣比較: - 太陽花運動後,台灣[零時政府](https://g0v.tw)仍然有很多成百上千人一同更新 - 台灣有很多的敏捷學會和意見領袖(e.g. [91 哥](https://www.facebook.com/91agile/), [台灣敏捷社群](https://agilecommtw.kktix.cc)) - 香港雨傘運動後,相對的公民科技和開源分享卻已消失,大家開始失去危機感 - 原因: - 香港比加拿大 technical stack 平均先進 5 年,但可能會開始掉以輕心 - 在香港找到 Software Engineering 工作的難度比起台灣和外國低很多 - 大家需要主動參與 Side Project - 例子:[GroceryBC](https://www.grocerybc.com)、[Referalah](https://www.referalah.com) - Alvin: - 如果未有方向,可以去做 Showcase - 如果還沒找到本行工作,可以多試其他職位去支持你去繼續找回自己本行 - 在主動之外,還需要有質量,多講自己的 Background ### 問題 6 - 如何在測試過程之間引入 Scrum - Elton: - 測試是每一個人的責任 - 以 [BDD](https://medium.com/hobo-engineer/ricky筆記-tdd-bdd-and-test-double-76eee9e75092) 編寫 User Story,力求所有人都知道 Business Objective 是什麼 - 在 Critical path 之中包含測試自動化 - Wilson: - CI/CD 很重要,但未必所以團隊都有 - 最低要求: - 在 Sprint Demo 展示給 Product Owner 作為 Acceptance - Acceptance Meeting: 在 Standup 完成之後有一個 Acceptance Meeting 去讓 Developer 在 Sprint 中間做 Acceptance - 確保 User Story 的形式是可以被接受和 Demo,而不是一個 Technical Task ### Wrap Up - Elton: - Agile 和 Scrum Master 目前專業認受不足 - 需要大家主動積極去做 Open Source Agile - [Google DevOps Research and Assessment](https://dora.dev) - [LinkedIn DPH Framework](https://linkedin.github.io/dph-framework/) - Wilson: - 主動和有質量會有實質幫助 - 如果有興趣 Agile & Scrum,需要擁抱 Agile & Scrum 的價值觀,才去決定是否成為 Scrum Master - Andrew: - 不要因為市場需求大才成為 Scrum Master,多找自己有興趣的工作和職位

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