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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Scrum Guide 2020: Scrum Masters are the True Leaders

Scrum Masters Are The True Leaders

Just take a second to imagine a professional environment where every individual connects and donates their intellectual capacity to the fullest. It’s a place where each person experiences contentment. It’s a workplace that bestows fulfilment too. Then again, the description here seems somewhat booking and way too ideal. Is it possible to create such a working environment? Indeed, it is! If so, then how? With all my experience, I can say that the present leadership archetype can’t do it, even if everything else falls into place. Proper certified scrum master training at tryScrum is an incredibly popular framework, and it tried to fix the problem by returning it unsolved. Sounds confusing, right? The creators tried to fight fire with fire by giving Scrum Master the role of a leader. Now, for ages, many leaders forced their employees through commands, obligation, and conformity. Such leadership strategies won’t work in today’s complex world. So, what is it that requires changing?

Scrum found the perfect answer to this question by not solving the problem. It lets people solve their own issues. Jeff and Ken redefined and polished the idea of the role of Scrum Master from a “Servant Leader” to a “True Leader” in the 2020 Scrum Guide.

Understanding the concept of a True Leader

What’s the deal with this term, anyway? After all, too many individuals raise their hands whenever someone asks them whether they wish to assume the role of a boss. Who’s the True Leader among them? The only way to answer it is to take a step back and find out: What do True Leaders try to gain? These people only want to help others find a leg to stand on instead of begging others for support. A True Leader won’t try to make others go blind by showcasing his/her brilliance. This person will act as a reflector of light so that we can see ourselves from an entirely new angle.

Everyone must be a leader – The Rebbe

The distinctiveness of True Leaders

Thinking out loud

Discussing what you think is essential in creating all the difference. It’s the only way to become a servant-leader from an information dispenser. We educate people to give voice to their thoughts so that their subordinates at the workplace can’t resort to assumptions. It also brings transparency and makes the leader trustworthy.

Expanding the space of solutions

Among all the intentions of a True Leader, one, in my view, is to let loose collective intelligence. In order to do it, it’s crucial to allow the team to disclose their views, thoughts, beliefs, as well as the things that don’t sit right with them. It’s about creating a safe zone and promoting a continuous buzz of conversation among the members.

Informative authority

Everyone will follow a True Leader without questioning him/her as long as the person manages to present himself/herself as a bona fide executor. By giving people more authority, we create better leaders. These people come up with durable mechanisms to create a paradigm shift.

Undoubtedly, donning the skin of a True Leader is extremely challenging, but achievable nonetheless. As soon as we make our minds to follow the path before us to become a Scrum Master, I think we can make significant contributions to the world by improving our capabilities. In doing so, we yield results that matter and even become whole by discovering and recreating our belief structure.

Resource: https://tryscrum.com/2020/12/30/scrum-guide-2020-scrum-masters-are-the-true-leaders/

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Accelerating Positive Culture and Engagement with Agile Coach Training

Written in 2001 the Agile Manifesto states that in-person interactions are the most effective way to facilitate communication. As technologies and connectivity have evolved, so has the ability for teams to work in different ways. Successful organizations are embracing these new ways of working and reaping tremendous benefits as a result.

Since 2001 it’s become more and more common for team members to be geographically dispersed to the extent that throughout 2020 most teams have been working remote. We have found that not all remote teams perform at the same level; in addition it’s clear there are teams that are working even better remote while others are struggling to cope. With the recent pandemic, it has forced a new way of thinking and working making it critical that agile teams not only survive but thrive during this workplace transition.

Check out this webinar to learn about the practices, tools, and values at agile coach certification online that have allowed many agile teams to thrive while working remotely and the steps that your organization can take if you have teams or individuals who are struggling.

We’ll discuss:

• What great can look like

• Signs that a team or team member may be struggling

• The role tools play in helping organizations navigate and stay productive

• Steps your organization can take to boost engagement and build positive culture

Speakers

Eric Naiburg - VP of Marketing and Operations, Scrum.org

Eric is co-author of UML for Database Design and UML for Mere Mortals. Eric is responsible for all aspects of marketing, support, outbound communications, Professional Scrum Trainer programs, partners and operations for Scrum.org. Eric was program director at IBM and Rational Software where he was originally hired in 1999 by original Scrum Team member John Scumniotales for who he worked for several years and worked closely with another original Scrum Team member Jeff McKenna sitting in the next desk. At IBM and Rational Eric was responsible for application lifecycle management (ALM), DevOps, Data Governance and Agile solutions.

Danny Presten - Chief Methodologist, Digital.ai

Danny has several transformation tours of duty behind him in which he's worked in agile organizations, consulted with senior leaders and led training initiatives. He is an entrepreneurial self starter with over 20 years experience successfully addressing complex delivery challenges in a variety of industries including web development, e-commerce, healthcare, non profit, supply chain, and legal.

Derek Holt - General Manager, Agile & DevOps, Digital.ai

As General Manager of Agile and DevOps at Digital.ai, Derek brings nearly 20 years of experience leading large enterprise and startup technology companies with a consistent focus on the digital transformation. Derek joined Digital.ai after serving as President & COO of K4Connect, a venture backed IoT software company focused on bringing digital solutions to empower older adults and individuals living with disabilities. He received a BS in Computer Engineering from The Pennsylvania State University and an MBA from Duke University’s Fuqua School of Business, where he was named a Fuqua Scholar.

Resource: https://www.scrum.org/resources/accelerating-positive-culture-and-engagement-distributed-teams 

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Scrum Certification Online: Contract Your Team!

In this blog series I would like to address topics that relate to professional team coaching as well as Professional Scrum. In the course of becoming a Professional Team Coach, I noticed a lot of interesting topics for Scrum Masters who want to improve their coaching stance. I'd like to note that models and terms I am using and discuss are not mine. They come from training and coaching sessions belonging to Vroemen from Teamchange. The connection I make to Scrum is my interpretation.

Contracting and containment

The word contract often triggers some raised eyebrows in the Scrum community. It may feel like something strict that prevents people from collaborating, referencing back to the agile manifesto for software development. The fact that this manifesto motivated us to collaborate with our customers instead of negotiating contracts, was a sign that collaboration and contracting were out of balance. However, there is a new need for a contract: a (psychological) contract between the Scrum Master and the Scrum Team (including the Development Team).

By this I don't mean a big contract upfront with the signature of the whole Scrum Team. There are more ways to contract a team.

A couple of examples:

- You have a certain objective in mind for this Retrospective. At the beginning of the session you're transparant about this and check if the Scrum Team is ready and willing to achieve this objective together;

- You're an hour into a refinement session and you read the room. There is tension in the room, discussions are hardened. You suggest a short break and you do a check-in before continuing;

- You start with a new assignment as a Scrum Master. You're assigned to the marketing team. The marketing team never asked for Scrum, let alone a Scrum Master. So this is the first thing you bring up when you meet the team. Together you set up some rules of engagement during professional agile leadership certification, so you can be a servant leader to the team. Or maybe you don't take on the assignment at all?

- You meet with a new team and you create a set of team rules that everybody can agree on.

I'm sure now that I've given some examples, you can think of a couple examples of you're own?

So this contracting doesn't happen just once. It happens over-and-over-again.

Creating a contract like this will create containment and safety for the team to freely express themselves because of the containment of this contract.

Contract the team, not (just) the manager

You will often encounter managers or customers you work with to take on some improvements regarding a specific Scrum Team. Things have not been going that smooth and you're the perfect match to solve this teams' problems. Before you agree to take on the assignment, take a moment to talk to the team first to assess their view on the situation. If this team does not want to be coached, chances are you will be having a very hard time doing so. Find out what the needs of this team are. What do they think/feel? What's the relationship between them and management? All of these things affect the ability of you being able to help this team grow or not. 

I was once the Scrum Master of two teams that started out with Scrum. I was hired by the CEO to help these teams become better Scrum Teams. Or actually, the CEO thought I would help the team perform better on their targets. Management started putting more and more pressure on the teams and they wanted me to do the same. This led to the situation that I had to end my contract with this company. The CEO did not want Scrum, he wanted to get results as fast as possible by pressuring the teams. No sustainable pace what so ever. My contract with the CEO was in conflict with the contract I had (not) made with the Scrum Teams.

Contact and contract

Contact and contract are not that different. Making contact with the people in your team is like making a psychological contract. Sometimes this is done by a subtle check-in, sometimes more clearly by asking for permission to proceed with the agenda for a session. Or having a conversion on the expectations of your role as a Scrum Master in a team. If you treat a contract in this way, you and your Scrum Team will most definitely benefit.

Resource: https://www.scrum.org/resources/blog/scrum-master-contract-your-team 

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