Using Scrum Master Training in Bangalore for Improving Operations

One of the key questions I start a conversation about Scrum with is Why - Why do we need Scrum? What problems are we looking to solve with it?

Next, we typically explore Where/When - Where would it make sense to use Scrum? When would it or wouldn't it?

One thing to remember is that Scrum was designed to help people solve complex problems, not all sorts of problems. What does this mean exactly?

Let's look at a couple of examples of Complicated processes that might not need Scrum/Agile

Accounting teams run several sorts of processes - like Closing (the month, quarter, year), Reporting, Accounts Payable, Accounts Receivable.

Healthcare professionals treat patients. Whether it is an emergency room, an orthopedics clinic, or a covid19 testing provider.

Should we use scrum master training in Bangalore for Operational Processes?

These might be complicated processes but they aren't typically complex. Lots of steps, lots of work they need to be careful and diligent about, but it's not something they need Agile for on an ongoing basis.

Hopefully, these operational processes are stable and predictable. If they're not, we have some work to do. We need to get rid of variability and surprises.

We can use Scrum for improving operational processes

Where Scrum IS often useful is in the process of continuously improving these operational processes. We know how to run the current process predictably. But once we decide to improve it, this might be a problem we have more uncertainty about - what does better look like? What will/won't work? How do we go about implementing it?

What we find in many contexts is that people call these improvements "Projects" and its one of the areas they struggle with. Beyond the classic challenges of complex work, we see many cases of teams working on improvement projects that are based on people who also work in the operation. (for example an A/R professional working on a project to improve A/R or a physician participating in a project to implement electronic medical records software). These teams working on improvement "projects" struggle to focus. As we all know, Allocating capacity to improvement is hard. And switching contexts between the day-to-day operation and improvement work is hard as well.

Scrum helps these teams optimize the value they create through their improvement work.

Their "Product" is an improved operation that achieves better outcomes for their stakeholders while making life easier for themselves and their peers.

We want the entire company to be Agile

We're hearing that more and more aren't we?

As you can imagine based on the above, I'm of the opinion that we need to be careful and apply the right tool in the right context. Agile approaches make sense in many contexts and most companies would indeed benefit from applying them beyond software development/technology/IT.

Identifying the different "Operational" flows in the organization and the various "Development/Improvement" activities that work to improve them is a great way to drive a discussion with a company or a leader that is exploring Agile/Scrum all over the company.

In Summary - Scrum for Improving Operations, not necessarily Scrum for Operations

This distinction between the ongoing "Operations" where we don't necessarily need Scrum or Agile and "Development" or "Improvement" work that aims to improve "Operations" helps people outside of software/technology/IT relate and buy-in to Scrum or other Agile approaches.

PS You might find it interesting to read about "Operational Value Streams" and "Development Value Streams" in SAFe, which are similar concepts to what I'm describing here.

Resource: https://www.scrum.org/resources/blog/using-scrum-improving-operations

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What Is Agile Coach Training?

I have worked with several teams in the past half a decade, across the globe. There has been confusion among many professionals centring on the fact of calling Agile as a specific ‘Methodology’.

So, the question is, if you can’t call Agile a Methodology, what is it actually?

Googling the definition of the term provides you with the following results:

agile

adjective

able to move quickly and easily.

“Ruth was as agile as a monkey”

nimble

Relating to or denoting a method of project management, used especially for software development, that is characterized by the division of tasks into short phases of work and frequent reassessment and adaptation of plans.

What is the explanation for ‘simple yet fast’?

In order to know the answer clearly, you can watch True History of Agile. The video clip clearly tells that agile coach training is practically a strong, balanced philosophy. It is about a continuous process of learning, and evolving your mindset. In the context of developing a software product, Agile is, in essence, the capacity to quickly respond efficiently to changes more rapidly, maintaining simplicity.

Nowadays, without simplifying their business and intent of continuous learning, several organisations call themselves Agile.

Even today, when I interact with various executives, who claim they are agile, I find out that there is inefficiency in the implementation of the right principles within the framework. Moreover, these executives don’t deliver consistently. They don’t aim to iterate focusing on incremental solutions. There is no continuous improvement in the framework. Particularly, teams are not self-managing. They are also not empowered. Worse, the heavyweight and commonly used methodologies today have no resemblance with the agile principles and concepts described clearly in Agile Manifesto. 

Many among us, who are experienced, can identify what authentic agile is, and what is not. Yet, it seems difficult to define it. Agile is beyond the ‘four value statements’, or the 12 principles, mentioned in the Agile Manifesto.

For me, Agile is:

Expertise to respond faster with simplicity, improving continuously by expanding the overall solution space and adding value in the context of the teams and organization involved in the creation of such solution sets for our customers that are valuable.

What is your experience in this regard?

Resource: https://tryscrum.com/2021/02/08/what-is-agile/ 

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Product Owner Certifications PSPO vs CSPO - A comparison

A Product Owner is a member of the Scrum team. It’s a crucial role for the team as well as the organization. S/he is a Value optimizer and helps with the realization of goals. From establishing a Product vision & goal to stakeholder management to market releases, there are several responsibilities for a Product Owner. The role demands a person to be a business representative and a user advocate so that the right value is created. In order to fulfil the associated duties, one should develop the necessary skills. To help with that, there are a couple of globally recognized organizations that train and certify the product owners.

Before setting out to compare the certifications head to head, one important aspect to remember is that the underlying knowledge body (a.k.a Scrum framework created by Ken Schwaber and Jeff Sutherland) is the same for both the certifications. There is no difference in the principles, practices, or terminology in both cases.

Here’s a quick comparison of CSPO (Certified Scrum Product Owner) and PSPO (Professional Scrum Product Owner)

When I was looking for scrum product owner training, I reviewed several resources over the World Wide Web. While there is no specific recommendation, I have jotted down some of the significant differences that I have observed in this article. The above might help with decision-making when planning for a Product owner certification. Based on your context for learning, you can pursue it as appropriate.

Resource: https://tryscrum.com/2021/02/19/product-owner-certifications-pspo-vs-cspo-a-comparison/

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Coaching Agile Teams- Certified Agile Coach Training

Let’s start with a question. What are the things that one has to consider for building a successful team?

Most people will think of Right Skillset.

Skillset X

Skillset Y

Skillset Z

Is that enough for a Successful Team?

While Right Skillsets are needed, the reality is if you ask a group of people to share their experience in a Successful Team, and find out a pattern from all the stories it would be

Collective Purpose/Goal

Open Communication within and outside

Collaboration

Continuous Improvement or Learning

Let’s relate this to Coaching and explain some of the benefits of certified agile coach training.

Few excerpts from the International Coaching Federation (ICF). ICF adheres to a form of coaching that

honours the client as the expert in their life or work

believes that every client is creative, resourceful, and whole

Now, let’s relate to Agile Team coaching — One of the modalities for team development.

In the team coaching context, the term “client” represents the team, rather than an individual.

So, going by the context, a team coach should stand on the belief that.

The team has all the skills to do the job at hand — Be it simple problems or complex problems. But it becomes much more necessary for complex problems — More unknowns than knowns.

The Coach shall facilitate an activity for people to form teams on their own.

Now with one tenet for a successful team is accounted for, let’s focus on the coach’s process for a Successful team.

The coach should have the right mindset — Being open, staying curious always and being mindful that it is everything about the team.

The coach should have a proper entry into the team, establishing a partnership with the team members to ensure how team development accountabilities will be shared among the coach and the team.

The coach helps the team to identify a common purpose that motivates people to glue themselves as one team. Coach challenges to ensure the team is in line with the organisation’s priorities.

The coach fosters an environment where individuals can express their views, perceptions, suggestions transparently among themselves—at the same time, acknowledging the collective needs.

The coach encourages effective communication within themselves to build connections to accommodate each other’s strengths and weaknesses. And effective communication outside of the team to build support outside of the team proactively.

The coach acts as a mirror to help teams visualise the critical connections and relationship challenges. Moreover, this will allow teams to identify the need for effective collaboration to overcome the relationship challenges pulling the team backwards.

The coach fosters an environment for experimental learning. This will teach the mindset of seeing the failure as learning thus helping the team be optimistic.

To do the above, the coach may use appropriate modalities based on situations — Team Training, Team Mentoring, Team Facilitation, Team Coaching and Team Consulting. I call this as Agile Coaching Competencies

Resource: https://tryscrum.com/2021/02/18/coaching-agile-teams/

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