All posts by Mishkin Berteig

Mishkin Berteig is a Baha'i, a father of four, a husband and an experienced Agile consultant and trainer. Mishkin is a Certified Scrum Trainer (CST) with the Scrum Alliance, a certified Master of OpenAgile with the OpenAgile Centre for Learning and a certified SAFe Program Consultant (SPC) with the Scaled Agile Academy. Mishkin has a technical background including a B.Sc. in Computer Science and worked as a Chief Architect reporting to the CIO of Charles Schwab, but gave it up to be more Agile.

Leading to Real Agility – Video Series

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I have recently published all 16 videos for the Leading to Real Agility series on YouTube.  The videos cover leadership topics including:

  • Organizational Change
  • Dealing with Laggards
  • Leadership Responsibilities
  • and many others…

The videos are short (typically 2 or 3 minutes each) and focus on introducing the basics of each topic.  Further depth can be gained through our Leading to Real Agility one-on-one coaching service.

BESTEIG Real Agility logo - Agile Coach development program


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Review of: Product Mastery – From Good to Great Product Ownership

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Note: This review is based on an incomplete pdf copy of Product Mastery that was shared with the reviewer, which therefore limits discussion of the book.

Geoff Watts, author of Scrum Mastery, has now released Product Mastery: From Good to Great Product Ownership, published by Inspect & Adapt Ltd. The book contains two Forewards by Jeff Sutherland and Roman Pichler, both masters in the field of Scrum management.

The prose Watts uses is straightforward and provides an easy and intelligent read even for the layman, with graphs and illustrations that illuminate his ideas.

The book is built around the idea of DRIVEN, an acronym Watts uses to discuss the traits and characteristics of a great product owner. The book uses each letter as headings, i.e. D = Decisive, R = Ruthless, I = Informed, V = Versatile, E = Empowering, and N = Negotiable. Each heading offers pragmatic advice into the many responsibilities of being a product owner. I will give a few snippets of some insights that Watts shares.

In the first section, entitled “Decisive,” Watts creates stories and discussion that show how product owners need to have courage and trust themselves and others to make decisions, often with incomplete information. He gives strategies to make the decision-making process easier, such as reducing the number of options a product master is considering, and prioritizing. He cites Edison as once famously saying, “I have not failed. I’ve just found 10,000 ways that won’t work.”

Under “Ruthless” Watts shares a mantra used by product owners: “If the product is going to fail, then I would rather it fail in month 2 than month 22.” In other words, it is better to develop the wrong thing quickly and get feedback, than wait too long in an effort to make sure no mistakes are ever made.

The third section is called “Informed.” Watts includes a quote by Roman Pichler, author of Agile Product Management with Scrum, who told him: “Customer feedback is the basis for ideas. Customer data is the basis for decisions.” Watts then cites the experience of a company that creates mobile games. Rather than ask for ratings or feedback, the company monitors actual usage of their games.

In “Versatile” Watts advises product owners to “remain flexibly firm.”

Under the last heading, “Negotiable,” he outlines games to play when negotiating attributes of a product. In this section Watts makes it clear that product owners need to be careful to not fall into the trap of being a perfectionist. He writes: “The temptation to just add a little extra here or there is very strong; but those little bits here or there quickly add up and can easily lead to significant delays, not to mention an unnecessarily cumbersome product to support.”

Product Mastery is a book that is sure to attract a wide readership as it provides a balance

between vision, direction and execution. Wisely, Watts is not dogmatic in his style. He gives numerous approaches to the items under a product owner’s watch. He writes: “Great product owners know how to find the right middle ground, one with an appropriate balance of data and intuition – and a good measure of courage.”

I personally will be adding Product Mastery to BERTEIG’s book offerings for our Certified Scrum Product Owner attendees.

Product Mastery: From Good to Great Product Ownership (282 pp)

Table of Contents:

Foreward – Jeff Sutherland

Foreword by Roman Pichler

DECISIVE 26

RUTHLESS 64

INFORMED 102

VERSATILE 144

EMPOWERING 180

NEGOTIABLE 222

Be DRIVEN to Be Great 264

Available at https://www.amazon.ca/s/ref=nb_sb_noss_1?url=search-alias%3Daps&field-keywords=product+mastery

Product Mastery: From Good to Great Product Ownership Mar 1 2017

by Geoff Watts and Jeff Sutherland

Kindle EditionCDN$ 41.94

PaperbackCDN$ 42.18

 

 


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Scrum vs. Kanban vs. ADKAR vs. Kotter: Change Management

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The battle of the organizational change management approaches!

Check out the presentation I did last night at Agile Mississauga Meetup.

20170208 Agile Mississauga Meetup – Change Approach Characterization Model

I describe a model for understanding change management approaches and deciding which ones to use for your situation.  I also look briefly at Positive Deviance and Appreciative Inquiry.


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Team Experience – A Team of Coaches and Trainers

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Two weeks ago I joined a temporary team of Scrum Alliance Certified Scrum Trainers and Certified Enterprise Coaches.  It was a fabulous experience and I hope that I will be able to do it again sometime soon.  We worked together to build real valuable results for the rest of the Scrum ecosystem including reference training modules and in-depth website content, feedback for Scrum Alliance programs, and even some fun videos.

Brock Argue was one of the CECs there, and he has written a great summary of how it felt: The Art of Teaming Part 1.  One cool point he makes:

Introductions were friendly and helpful and as we started getting into the work things heated up…. I got frustrated with the direction of the conversation and I grew impatient with the lack of progress we were making. I’m sure other team members were experiencing similar feelings, and as coaches we understand how difficult team formation can be. Imagine how unsettling this is for a team who isn’t aware of these group growth stages; that they’re unavoidable and healthy to experience.

The stages Brock is referring to are the stages of team development as described by Tuckman: Forming, Storming, Norming, and Performing (and sometimes Adjourning is added on).

Thanks to Robin Dymond, Mark Levison who organized the event and Shannon Carter from the Scrum Alliance who supported the event with her personal presence.


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Announcement: We are Hiring a Training Sales Person

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We are looking for a highly-motivated person to help us take our training business to the next level! This position is focused on sales, but includes other business development activities. The successful candidate for our training sales position will help us in several areas of growth including:

  • direct sales of our existing training offerings
  • expand our training loyalty program
  • launch and expand new training offerings
  • expand the market to new locations outside the GTA: Vancouver, Montreal, Ottawa, etc.
  • expand our partner/reseller network

Please check out the full job posting for a Training Sales Person here.  You can send that link to others who might be interested!

BERTEIG World Mindware Logo - Training Sales Person


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Link: Change Can be Fun or Exciting by Mike Caspar

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This is a good reminder: change can be fun or exciting.

Change isn’t always bad.  To add my own opinion to Mike’s excellent post, change is how we grow.  If we don’t change, that is death.  It is stasis that we should fear!!!

From Mike’s article:

If you are a person who helps others to embrace or live through change (whatever your interpretation of change is)….

… consider the damage you are causing by inspiring fear where it simply may not be appropriate or necessary.


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9 Common Mistakes in Hiring an Agile Coach

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Nearly everyone is hanging out the “Agile Coach” shingle.  Agile has reached the point where many large organizations are adopting Agile practices.  As a result, consultants and consulting companies are trying to jump on the bandwagon to take advantage of this fad.  Unfortunately, we at BERTEIG are often being called in to clean up after other Agile coaches have made a mess of things.

Here are the most common mistakes that organizations make when hiring Agile coaches.

1. Not Measuring the Results of Your Agile Coach

Agile coaches should be able to measure their results as they work with your teams and your organization. Important measures include performance, cost, quality, time to market, customer satisfaction and others.  If you aren’t measuring results, you can’t possibly know if the money you are investing into your Agile coach is worth it.  Of course, some qualitative measures such as staff satisfaction with the coach are useful too, but quantitative measures are also essential.

2. Not Benchmarking before an Agile Coach Starts

You need to be able to know if an agile coach is making a difference. Knowing where you are starting is necessary.  Having benchmark measurements of important KPI’s will help you to make sure that your agile coach is successful.  Benchmarking is something that your agile coach should be able to help you with, but make sure that you are involved directly!

3. The Agile Coach is Lacking Advanced Certifications

Agile coaches need to have proven their knowledge and experience by obtaining advanced certifications. A “Certified Scrum Master” designation is just not sufficient. At a bare minimum a Certified Scrum Professional (CSP) or Kanban Management Professional (KMP) certification are critical. However more advanced certification’s such as Certified Enterprise Coach (CEC), Kanban Coaching Professional (KCP), or even non-Agile coaching certifications such as Leadership Circle Profile are important to see in a candidate.

4. Lack of Diversity of Agile Experience

An Agile coach must be able to prove having worked with at least Scrum and Kanban methods on more than one team in more than one organization.  However, there are many other Agile methods and techniques, and it is critical to explore the depth of your candidate’s knowledge and experience with those techniques.  Do they know how to do the Agile engineering practices?  Have they used many different retrospective techniques?  What about Innovation Games?  Estimation and planning tools?  If your coach has less than five years of experience with Agile techniques, chances are they don’t have the depth to deal with the complexity of your situation.

5. No Huge Agile Coaching Failures

An Agile coach needs to be able to explain how they have failed to achieve results in at least one case, ideally getting fired as a result. Failure and learning from failure are critical parts of the Agile framework. If an Agile coach can not share with you a significant failure then you cannot trust that they are able to learn from their mistakes.

6. No Systematic Agile Coaching Approach

Helping teams, groups and organizations become more Agile requires systems thinking and systematic approaches.  Organizations are complex (and sometimes chaotic!) – if an Agile Coach does not know how to deal with this complexity, and cannot describe to you their systematic approach, then they probably aren’t going to be consistent in their results.  And if the approach they describe doesn’t seem to make sense to you, you are probably right to give that coach a pass.

7. Missing Clear Agile Coaching Goals

This mistake is a little less common, but it is important enough that it still needs to be mentioned: your organization absolutely must have clear goals for the Agile coaching.  Those goals should be related to both Agility and business results.  Agile techniques are a means to an end.  Lacking clear goals often results in an organization spending far more than it needs to on Agile coaching.

8. Hiring an Agile Coach to do Training

(Or the other way around.)  Coaching and training are two completely separate disciplines!  It is rare to find an individual who is able to do both well.  The systems and techniques of coaching are different than those of training.  Becoming excellent at one, takes many years of focused work.  Becoming excellent at both, takes deep commitment and opportunity.  If you hire an Agile Coach who has good experience, don’t just assume that they can do training just because they have delivered a few talks or made up a slide deck.  Put the same discipline into hiring an Agile trainer that you would put into hiring an Agile coach.

9. Not Letting Leaders and the Agile Coach Work Together

This is probably one of the biggest mistakes of all!  An Agile coach must work with your organization’s leaders to have any hope of helping you with lasting change.  No matter how large your organization, the culture is set by leadership, Agile has a huge cultural impact, and your Agile coach needs to be able to link the two together (leaders and Agile culture).  Even if the Agile coach is “just” working at the team level, a lack of contact with leaders will make the coaching work inefficient, frustrating, and unsustainable.


Your organization deserves the best chance it can have.  Consider contacting us at BERTEIG to help you make sure your Agile coach (or Agile coach candidate) is up to the challenge.   We have a systematic program to develop Agile coaches.

BESTEIG Real Agility logo - Agile Coach development program


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Leading to Real Agility – Communicate the Vision for Change

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Leading an organization to Real Agility requires that you communicate the vision for change throughout your organization.  This video introduces the four key concepts of communicating this vision for change as you and your executive team lead your organization to Real Agility.

The video presents four core concepts:

  1. Continuous communication at every opportunity: every meeting, every phone call, every email, every presentation!
  2. Simplicity of the message: short, jargon-free, concrete.
  3. An emotional component that encourages a change in behaviour.
  4. And urgency!  (A window of opportunity, a competitive threat or an internal problem that needs to be addressed now.)

Leading to Real Agility References

Here are some additional references about how leaders can help their organizations move towards Real Agility by communicating the vision for change:

Please subscribe to our YouTube channel to receive notifications when each new video is published! (There are 15 more videos coming in this series, and more beyond that on other topics!)  You can also find the summary article that helps you find all the videos and additional references here: Leading to Real Agility – Introduction.

Mishkin Berteig presents the concepts in this video series.  Mishkin has worked with leaders for over fifteen years to help them create better businesses.  Mishkin is a certified Leadership Circle Profile practitioner and a Certified Scrum Trainer.  Mishkin is co-founder of BERTEIG.  The Real Agility program includes assessment, and support for delivery teams, managers and leaders.

BERTEIG Real Agility logo - leading to Real Agility


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Leading to Real Agility – Leader Responsibilities

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Leading an organization to Real Agility is a complex and difficult task.  However, the core responsibilities of leaders attempting this are simple to describe.  This video introduces the three core responsibilities of the senior leadership team as they lead their organization to Real Agility.

The video presents three core responsibilities:

  1. Communicating the vision for change
  2. Leading by example
  3. Changing the organization

Future videos in the series will elaborate on these three core responsibilities.

Real Agility References

Here are some additional references about how leaders can help their organizations move towards Real Agility:

Please subscribe to our YouTube channel to receive notifications when each new video is published! (There are 15 more videos coming in this series, and more beyond that on other topics!)  You can also find the summary article that helps you find all the videos and additional references here: Leading to Real Agility – Introduction.

Mishkin Berteig presents the concepts in this video series.  Mishkin has worked with leaders for over fifteen years to help them create better businesses.  Mishkin is a certified Leadership Circle Profile practitioner and a Certified Scrum Trainer.  Mishkin is co-founder of BERTEIG.  The Real Agility program includes assessment, and support for delivery teams, managers and leaders.

BESTEIG Real Agility logo

 


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The Scrum Team Assessment – Official Launch

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Hi Everyone,  I don’t do announcements on here too often, but I wanted to let everyone know about the official launch of our new product: the Scrum Team Assessment – an online tool for your team to get a report on how well they are using the Scrum framework… and most importantly, helpful recommendations on how to improve!  This is a fully automated Scrum maturity assessment tool!

The Scrum Team Assessment is based on the years that I and two other coaches (Paul Heidema and Travis Birch) have been working with Scrum and Agile teams to improve business and technical results.  The Scrum Team Assessment is a joint effort that has resulted in a fully automated virtual coach for your team.

The analysis is both statistical and expert-system based.  This means that the report has basic information about how the team is following Scrum, and, more importantly, clear how-to advice to get your team to make improvements.  There are “quick wins” which are easy but will have a significant impact as well as long-term recommendations that are often harder, but will drive your team to a high-performance state.

The Scrum Team Assessment includes a survey of about 100 questions that focus on seven broad categories:

  • The team’s environment
  • The basic Scrum process
  • The Product Backlog
  • Team Membership
  • ScrumMastering
  • Product Ownership
  • and Agile best practices

Every team member fills in the survey to help us generate a valid set of recommendations.

The Scrum Team Assessment is $496/team/use (that’s Canadian dollars).  If you have several teams or wish to obtain an enterprise license, please contact us at sales@berteigconsulting.com or +1-905-868-9995.


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Leading to Real Agility – Introduction

Learn more about transforming people, process and culture with the Real Agility Program

Leading an organization to Real Agility is a complex and difficult task.

Leading to Real Agility is about how leaders including executives and senior managers help their organization achieve great business results and a great corporate culture. This video introduces the topics of our next series of videos.

This is the first video in a series on Leading to Real Agility.

Leading to Real Agility

The following topics will be covered in the video series.  A new video will be posted every two weeks.

  1. Leadership Responsibilities – what must leaders do to inspire change.
  2. Communicate the Vision for Change – how leaders can craft a compelling vision for change.
  3. Lead by Example – the actions of leaders matter.
  4. Change the Organization – the primary work of leaders.
  5. Environment for Change – hindering and helping change.
  6. Real Agility Practices – how do leaders and their staff work?
  7. Choosing a Change Approach – options for changing your enterprise.
  8. Leadership and Culture – what do you need to know to change culture?
  9. Change Adoption Curve – when do people adopt change?
  10. Leadership Time Allocation – a major benefit of improvement.
  11. Handling Resistance and Laggards – leading sometimes means pushing.
  12. Choosing a Pilot Project – some projects are better than others when you’re starting out.
  13. Real Agility at Scale – if you have a big organization.
  14. Organizational Agility – having wholeness and integrity throughout.
  15. Individual Leadership Development – a leader’s personal journey.
  16. Assessing Your Organization – where are you right now?

Please subscribe to our YouTube channel to receive notifications when each new video is published!

Mishkin Berteig presents the concepts in this video series.  Mishkin has worked with leaders for over fifteen years to help them create better businesses.  Mishkin is a certified Leadership Circle Profile practitioner and a Certified Scrum Trainer.  Mishkin is co-founder of BERTEIG.  The Real Agility program includes assessment, and support for delivery teams, managers and leaders.

BESTEIG Real Agility logo

 


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Announcing: New Course Offerings!

Learn more about transforming people, process and culture with the Real Agility Program

BERTEIG Provides World Class Training For Agile Teams & Organizations

Join the BERTEIG team for Training in the GTA and throughout Canada.  Register for an upcoming class near you!

Imagine that you could learn the secrets to high performance teams, management and organizations! Double your productivity! Dramatically improve quality! Create great working environments! Delight your customers! Our Learning Events give you the tools and practices to transform your team and your organization. Whether you are a team member in a small startup or an executive in a Fortune 500 organization, we have something for you. Learn about the performance-enhancing methods of Scrum, LeSS, Kanban, SAFe and others!

Types of Training

Scrum Alliance Registered Education ProviderCertified ScrumMaster (CSM)Certified Scrum Product Owner (CSPO)Certified Scrum Developer (CSD)Certified Scrum Professional (CSP)
Large Scale ScrumScaled Agile FrameworkReal AgilityProject Management Institute (PMI) Registered Education Provider

See our complete schedule of Learning Events!

Earn PDUs! Earn SEUs!

BERTEIG is a Registered Education Provider with Scrum Alliance and Project Management Institute. Our training courses qualify as professional development units for IIBA, OpenAgile Institute, and others.


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Skills Matrix for Launching Teams – Presentation

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Here is the set of slides from my presentation on the use of the Skills Matrix to help launch Agile teams.  This was first presented at AgileTO in March 2016.

20160316 Agile TO Meetup – Skills Matrix [pdf]

And the video on YouTube:

 


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Link: Self-Driving Cars and Code Test Coverage

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Mike Caspar has another thought provoking article, this one about self-driving cars and code test coverage.

Personally, I don’t want to let a vehicle drive me where the developers have been pressured (or the developers have decided on their own) to write code without tests…. I am just thinking about my future and I don’t want this topic to come up when it’s far too late for myself, family or friends.

Dear reader: if you have anyone connected to the auto industry and self-driving vehicles, please share Mike’s blog post!


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