Scrum Master và Facilitation

Scrum Master Role

3 Areas of Service

1. Serve the Product Owner
   - Techniques for backlog management
   - Understand product planning
   - Facilitate stakeholder collaboration

2. Serve the Development Team
   - Coach self-organization
   - Remove impediments
   - Facilitate events
   - Coach cross-functionality

3. Serve the Organization
   - Lead Scrum adoption
   - Coach stakeholders
   - Remove barriers
   - Work with other SMs

Scrum Master vs Project Manager

| Aspect | Scrum Master | Project Manager | |--------|--------------|-----------------| | Focus | Process & team | Delivery & scope | | Authority | Servant leader | Formal authority | | Team | Coaches | Directs | | Planning | Facilitates | Creates plans | | Risk | Removes impediments | Manages risks | | Success | Team maturity | Project delivery | | Reports | Team health | Status to stakeholders |

Facilitation Skills

Facilitator vs Presenter

Presenter:
- Truyền đạt
- One-way
- Audience passive
- Outcome: Information shared

Facilitator:
- Hướng dẫn
- Two-way
- Participants active
- Outcome: Decision/conclusion

Core Facilitation Skills

1. Active Listening
   - Nghe để hiểu, không phải để trả lời
   - Không ngắt lời
   - Note-taking
   - Paraphrasing

2. Questioning
   - Open-ended: "What, How, Why"
   - Clarifying: "Can you explain..."
   - Probing: "What else?"
   - Reframing: "So you're saying..."

3. Observing
   - Body language
   - Energy level
   - Participation balance
   - Group dynamics

4. Intervening
   - Redirect when off-topic
   - Equalize participation
   - Handle conflict
   - Parking lot

Meeting Facilitation

Preparation (5 W's):

Why: Purpose of meeting
What: Agenda, topics
Who: Required, optional attendees
When: Time, duration
Where: Location, tools

During:

- Start on time
- Review agenda
- Set ground rules
- Park off-topics
- Time-box
- Summarize decisions
- Assign actions
- End on time

After:

- Send minutes
- Track actions
- Follow up
- Gather feedback

Obstacle Removal

Types of Impediments

Team-level:
- Skill gaps
- Technical debt
- Slow builds
- Unclear requirements
- Dependencies

Organizational:
- Processes
- Bureaucracy
- Tools not available
- Organizational structure
- Resource constraints

External:
- Vendor delays
- Compliance
- Third-party API issues
- Customer availability

Impediment Log

| ID | Description | Owner | Priority | Status | Notes |
|----|-------------|-------|----------|--------|-------|
| 1 | Cannot access prod DB | SM | High | In Progress | Ticket #1234 |
| 2 | Slow CI build | DevOps | Medium | Open | 15min builds |
| 3 | Missing designer | PO | High | Resolved | Contract signed |

Impediment Removal Process

1. Identify
   - Daily standup
   - Retro
   - Team observation

2. Log it
   - Add to log
   - Categorize
   - Prioritize

3. Analyze
   - Root cause
   - Impact
   - Solutions

4. Act
   - SM handles if possible
   - Escalate if needed
   - Track progress

5. Follow up
   - Verify resolution
   - Close in log
   - Update team

Coaching

Coaching vs Mentoring vs Teaching

Teaching:
- Telling how
- Transfer knowledge
- Subject-focused

Mentoring:
- Sharing experience
- Career-oriented
- Long-term

Coaching:
- Asking questions
- Self-discovery
- Skills growth
- Present-focused

GROW Model

G - Goal: What do you want?
R - Reality: What's happening now?
O - Options: What could you do?
W - Will: What will you do?

Powerful Questions

Instead of "Did you try...":
"What have you tried so far?"
"What would you do if I weren't here?"

Instead of "The problem is...":
"What's your understanding of the problem?"
"What's the impact?"

Instead of "You should...":
"What options do you see?"
"What would success look like?"

Coaching Team Self-Organization

Stage 1: Forming
- SM provides more structure
- Team learning

Stage 2: Storming
- Conflicts arise
- SM coaches, not solves

Stage 3: Norming
- Team builds norms
- SM steps back

Stage 4: Performing
- Self-organized
- SM mostly observes

Stage 5: Adjourning
- Team dissolves
- Celebrate

Conflict Resolution

Thomas-Kilmann Model

Assertive ↑
    │
    │  Competing   Collaborating
    │  (Win-Lose)  (Win-Win)
    │
    │  Compromising
    │
    │  Avoiding    Accommodating
    │  (Lose-Lose) (Lose-Win)
    └─────────────────────────→
                              Cooperative

When to Use

Competing:
- Emergency
- Unpopular decisions
- Quick decision needed

Collaborating:
- Complex issue
- Long-term solution
- Time available

Compromising:
- Time-limited
- Equal power
- Temporary solution

Avoiding:
- Trivial matter
- Cool down needed
- Other issues more important

Accommodating:
- You're wrong
- Relationship matters
- Build goodwill

Conflict Resolution Process

1. Acknowledge
   "I notice some tension about X"

2. Private conversations
   Talk to each separately first

3. Joint meeting
   Facilitate discussion

4. Focus on interest
   Not positions

5. Find common ground
   Win-win solution

6. Agree on actions
   Document, follow up

Team Building

Tuckman's Stages

Forming → Storming → Norming → Performing
   ↓         ↓          ↓          ↓
Polite   Conflicts   Cohesive   High-perf
Guidance  Mediation  Support    Delegate

Team Health Check

Anonymous survey (quarterly):
1. We deliver quality work
2. We have clear goals
3. We collaborate well
4. We have right skills
5. We're recognized for work
6. We can raise issues
7. We learn from mistakes
8. We have fun

Scale: 1-5
Track over time
Discuss in retro

Team Building Activities

Low-effort:
- Daily appreciations
- Team lunch
- Coffee breaks
- Show & tell

Medium-effort:
- Retro variations
- Personal user manuals
- Team canvas
- Vision board

High-effort:
- Off-site retreat
- Workshop
- Team charter
- Community project

Metrics for Scrum Master

Team Metrics

Team Health:
- Morale score
- Engagement
- Turnover

Process:
- Velocity trend
- Sprint predictability
- Ceremony attendance
- Ceremony effectiveness (survey)

Quality:
- Defect escape rate
- Technical debt
- Code review metrics

Delivery:
- Lead time
- Cycle time
- Throughput

SM Self-Assessment

1. Team is self-organizing?
2. Impediments removed quickly?
3. Ceremonies effective?
4. Retro actions implemented?
5. Team members growing?
6. Stakeholders engaged?
7. Continuous improvement happening?

Bài tập thực hành

Hãy luyện facilitation và coaching!