Scrum Master Job

Scrum Master is needed to perform the following duties :

o Facilitating daily stand-up meetings
• In Scrum, on each day of a sprint, the team holds a daily scrum meeting called the "daily scrum.” Meetings are typically held in the same location and at the same time each day. Ideally, a daily scrum meeting is held in the morning, as it helps set the context for the coming day's work. These scrum meetings are strictly time-boxed to 15 minutes. This keeps the discussion brisk but relevant. The daily scrum meeting is not used as a problem-solving or issue resolution meeting. Issues that are raised are taken offline and usually dealt with by the relevant subgroup immediately after the meeting. During the daily scrum, each team member answers the following three questions: What did you do yesterday? What will you do today? Are there any impediments in your way? By focusing on what each person accomplished yesterday and will accomplish today, the team gains an excellent understanding of what work has been done and what work remains.

o Responsible to run Scrum of Scrums
• A technique to scale Scrum up to large groups, consisting of dividing the groups into Agile teams of 5-10. Each daily scrum within a sub-team ends by designating one member as "ambassador" to participate in a daily meeting with ambassadors from other teams, called the Scrum of Scrums. Depending on the context, ambassadors may be technical contributors, or each team's Scrum Master, or even managers of each team. The Scrum of Scrums proceeds otherwise as a normal daily meeting, with ambassadors reporting completions, next steps and impediments on behalf of the teams they represent. Resolution of impediments is expected to focus on the challenges of coordination between the teams; solutions may entail agreeing to interfaces between teams, negotiating responsibility boundaries, etc. The Scrum of Scrum will track these items via a backlog of its own, where each item contributes to improving between-team coordination.
o Involve in continuous sprint planning and monitoring
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o The Iteration or Sprint Planning meeting is for team members to plan and agree on the stories or backlog items they are confident they can complete during the sprint and identify the detailed tasks and tests for delivery and acceptance. Iteration lengths typically range between 1 and 4 weeks. The team holds a planning meeting at the beginning of each iteration to break down each of the features scheduled for the iteration into specific technical tasks. Iteration or agile sprint planning meetings generally last from 2-4 hours – any more than that and you may be spending too much time in unnecessary planning; less time than that and you may not be doing enough planning and collaborating. Sprint planning is a time boxed working session that lasts roughly 1 hour for every week of a sprint. In sprint planning, the entire team agrees to complete a set of product backlog items. This agreement defines the sprint backlog and is based on the team’s velocity or capacity and the length of the sprint.
o Sprint planning is a collaborative effort involving a ScrumMaster, who facilitates the meeting, a Product Owner, who clarifies the details of the product backlog items and their respective acceptance criteria, and the Entire Agile Team, who define the work and effort necessary to meet their sprint commitment. The Planning Steps are below:
• Remind the team of the big picture or goal
• Discuss any new information that may impact the plan
• Present the velocity to be used for this release.
• Confirm team capacity.
• Confirm any currently known issues and concerns and record as appropriate.
• Review the definition of DONE and make any appropriate updates based on technology, skill, or team member changes since the last sprint.
• Present proposed product backlog items to consider for the sprint backlog.
• Determine the needs, sign up for work, and estimate the work owned.
• Product Owner answers clarifying questions and elaborates acceptance criteria.
• Confirm any new issues and concerns raised during meeting and record.
• Confirm any assumptions or dependencies discovered during planning and record.
• ScrumMaster calls for a group consensus on the plan.

• Status Reporting: Team members should report status on their tasks every week. This allows you to find problems early so you and the team have an opportunity to fix them before the task or project is late or over budget. All Projects: Data can come to you by phone, e-mails, a form, template or on “sticky notes.” The important thing is that each week you get the hours of work competed, as of that date, and the estimated hours required to complete the task. No narrative is necessary. You should make status reporting easy so people will do it. It is a best practice to give all team members updated status data on the entire project.

• Giving Feedback: We must give feedback to team members on a timely basis. People want to be praised for a job well done. Remember that public praise is the most effective. People also need to be told when their performance does not meet your expectations. This should be done in private and include what they can do to improve. You must deliver feedback in a way that encourages people to tell you about problems early, when you and the team can define a solution or a “work around.” Constructive Feedback. It is extremely ineffective for you to get angry with team members who report bad news. This action (or reaction) causes team members to hide problems. Then you are doomed to find out about problems when it’s too late to fix them.

Bachelor’s degree is required in Computer Science or Computer Engineering or Information Technology or Computer Information Systems or education + experience which is equivalent to Bachelor’s degree in Computer Science or Computer Engineering or Information Technology or Computer Information Systems