tao luo

From 2014, I am a Scrum Master in the After-Sales Services Software team. At first, I trained the team with Scrum and tell them how to do with Scrum. I held dairy meeting first. I mentored the business analysts how to write effective user stories and priories them and how to make a release plan. I coach teammates how to do in planning meeting, how to play planning porker, how to estimate user stories. I trained manager how to measured performance of the team and provide services what team wanted. And I could train team and customer how to hold an effective sprint review. While retrospective, I collect team's advices by brainstorming. Then, as a coach I coach another cost-product software team from waterfall to Scrum. The first was to build feature team instead of functional team with director's authorization. I trained them how to do TDD and how to define DoD in detail. I held a formal kickoff meeting to enabling the team. After a half year, the team can release products biweekly. From Sep 2015, As a coach and Scrum Master, I'm in charge of building a new team with Scrum. After three months, the team achieves the first business customer with delivered once every two weeks. Now I'm the coach of the company's agile coach. I prepared lessons to mentor coaches and facility them to master agile mind and techniques. I define some game in order to make coaches understand and grasp the techniques faster and easier. In order to grasp the latest developments of them, I should have a face-to-face lecture with the coaches every week. And I hope to establish my company's R & D process based on Scrum and other Agile tech.