Episode #1 -Agile Coach Training

Synopsis

In this video, Venkatesh Rajamani and Arunvignesh discuss the State of Agile Coaching and exchange some thoughts on Building a Career path towards Agile Coaching.

Certificate

All participants completing the ICP-ACC course will receive one of the top industry-recognized Agile coach certificates. It is the most preferred certificate in the industry in terms of agile coach training. Having Certified Agile Coach certification increases the chances of you landing on an Agile Coach job.

Why tryScrum

·        One of the highly rated companies on Trust Pilot 4.9/5.

·        Promising Coaching Models are introduced, including Neuroscience & Leadership Circle.

·        Taught by one of the most respected coaches in the industry.

·        Highly intense & creative workshop

·        Post-workshop gain access to the alumni community to improve your Coaching skills through community meetups

Course Fee

When you click on the enrol button above, you will see the respective fee structure for the course. All the course fees are inclusive of examination fees. By clicking the enrol, you agree to the terms and conditions of tryScrum. tryScrum reserves the right to revise the terms & conditions of this policy without any prior notice.

Resource: https://www.tryscrum.com/blogs/agile-coaching-industry-practices/

Read More

Challenges For Shared Accountability-A Perfect Agile Coach Training

Last Sunday, I was talking to an Agile Coach. Naturally, we started conversing around “Accountability”. We exchanged some excellent thoughts and moved on to discuss the challenges for Accountability. In this blog, I will share my thoughts on Accountability.

In the recent 2020 Scrum Guide, Accountabilities has been emphasised and reworded for Roles. Even though there is no harm in calling roles, but the importance of mentioning them as Accountabilities holds the key as now it stresses the importance of owning the work and learning from it.

Accountability is typically associated with a single person so that the person owns up to work done. On not being able to achieve the desired outcome, the person owns it to learn from agile coach training.

Interestingly in Scrum, we have individual accountabilities — Scrum Master & Product Owner and Shared accountabilities — Developers.

Scrum Master — Accountable for proper implementation of Scrum

Product Owner — Accountable for Why & What — Value of the Product

Developers — Accountable for How — Instilling Quality in the Product

Now, what is shared Accountability?

Each individual is accountable for what they all do.

Each individual is accountable for the group’s actions.

It doesn’t matter how much an individual contributes, but each individual is accountable for the outcomes they deliver as a team.

Is it simple? Let’s look at it.

For the shared Accountability to thrive, it needs an appropriate environment for teams to have

Common Purpose

Open Communication within and outside

Collaboration

Continuous Improvement or Learning

Challenges in achieving Shared Accountabilities

Typically, Organisations today are operating in the Hybrid world that creates particular baggage in the below areas preventing them from achieving shared Accountability.

Organisation Structure

Organisation Culture

Leadership

Organisation Structure:

As the organisations grow, the industry trend to manage it by splitting into different parts. And the easiest way they organise is based on Specialisations, causing departments that hold the power of decision within their boundaries. Now when there is a need to take a collective decision for an organisation to deliver value, the decision making becomes ambiguous as it lies in different departments. Co-ordinating the decision making becomes an overhead and, at times, lead to power conflicts which is a significant constraint for the teams doing the actual work to deliver value.

Organisation Culture:

Schneider’s Model of Culture says, “Culture is how organisations do things to succeed”. Typically, most organisations believe that they succeed by getting and keeping control, like relying on hierarchies for stability and maintaining standards & procedures for every aspect. When encountered a problem that affects the entire organisation, the blame and finger-pointing emerge rather than finding a solution consensus. Then at the team level, thrusting them comply and follow directions.

Leadership:

Typically, the leaders of bureaucratic and controlling organisations exhibit reactive leadership, like being risk-averse and cautious over their actions, not challenging the status quo, complying with the operating procedures, and exercising control over collaboration.

If you noticed a pattern, all three challenges are interrelated.

Recommended Antidotes

To achieve shared Accountability, the organisation’s shared purpose alone wouldn’t be sufficient. It needs to unleash the power and humanising nature of the teams, understanding the shared sense of individuals.

This needs an organisation to organise around customers, which in turn helps teams manage themselves around value. On top of it, autonomy in decision making within boundaries hold the key. Or need to find ways to collaborate across specialisation driven departments and minimise decision making overheads.

Additionally, the organisation’s cultural beliefs should be supporting the purpose of individuals — succeeding by cultivating people who fulfil the organisation’s vision in which the leaders serve as gardeners nurturing the individuals.

Note: You shall explore, the tryScrum’s Agile programs to learn more about Organisation Structure, Culture & Leadership.

Resource: https://tryscrum.com/2021/05/05/challenges-for-shared-accountability/

Read More

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/ 

Read More

Know Business Agility in the 21st Century by Certified Agile Coach Training

Since the Industrial Revolution, increased competition has led businesses to strategies that preserve and expand their market share. More than 100 years ago, Henry Ford revolutionized industrial productivity with his assembly line technology. Over time, countless others have improved, finding ways to adapt and forever change the ' status quo '.

This process of setting standards, eliminating bottlenecks and fine-tuning technologies to be repeated at scale has worked for a long time. The timing was right and the market was not as hungry for innovation as it is today. So we have to learn more about this by certified agile coach training at tryScrum.

Out with the old man

The market has outgrown the one-size-fits-all approach. Consumers have become increasingly aware of their needs and have demanded customized solutions. Once again, companies went back to the drawing board by finding ways to provide some level of customization and ensuring reasonable ROI's for their investors. Of course, this is another pattern: companies adapt to the needs of the market.

This innovative and adaptive cadence has been increasingly frequent - almost frantic. The 'magic formula' - finding patterns, establishing processes, hacking market demands and repeating on a large scale - has not worked the same way anymore.

When we delve into the reasons behind this loss of value, we find that companies are still trying to apply standards in places where there are no standards. The market is changing in ways that make scale repetition almost impossible.

The new definition of business agility

Some companies understood this early and adapted. Some - got it wrong - maintained the status quo and failed, while others are still in the business, but face strong competition from new market players (fintechs, startups, etc.) who are extremely consumer-oriented: listening to all their needs and quickly adapting as they add value to remain relevant.

This is the real meaning of business agility and ICP ACC agile coach certification, not any sophisticated or jargon-laden definitions.  Business agility is the efficient response to market changes. Basis of empiricism, where it is mandatory to be transparent to explore the demands and adapt accordingly.

In the midst of all this, the truth is irrefutable: it is impossible to sustain this level of adaptability without defining a new level of collaboration, where people not only perform tasks and follow the rules, but also maintain a clear vision of their goal and work to contribute to building value for the customer, innovating, collecting  feedback  and applying continuous improvements.

As business leaders in the current scenario, we must ask ourselves: “How can we enable an environment in which people can offer the best, that is, achieve business goals and redefine new ones, while maintaining a clear vision about creating value for consumers? ? ”, The answer varies for each company, but the focus on this resolution will lead you to a more agile business.

Regardless of the business your company does, the improvement will in fact happen with a profound cultural change, in which practice and learning go hand in hand and especially when people are encouraged to develop their skills that will change the game within this process of transformation.

Therefore, having a fruitful, fertile and facilitating environment with motivated and empowered individuals, is what will qualify your organization to be successful, allowing processes and systems to be optimized, more adaptable, intelligent, results-oriented and focused on customers. 

Resource: https://www.scrum.org/resources/blog/business-agility-21st-century

Read More