Tag Archives: project manager

Announcing New Agile Training for Coaches, Executives, Job Seekers and More

New Agile Certification Training

Certified Real Agility Coach LogoOur new premium offering: the Certified Real Agility Coach course is delivered in an unusual format of 40 days (yes, forty) spread over one year.  This in-depth, advanced training program is designed to help people with experience on Agile teams to become fully-capable independent Agile coaches.  Worried about the time commitment?  A substantial portion of the course is delivered as on-the-job training and a significant number of course hours are outside regular working hours… and the schedule is flexible to accommodate participants’ unique scheduling needs.  Spots are extremely limited for this course.  Reserve your spot now! (Contributes all the training hours required for the Certified Scrum Professional designation.  As well, if you do not already have the CSM and CSPO designations, you will receive free enrolment in either or both of those courses once your registration has been confirmed.)

Scaled Agile Framework - SAFe Agiilist LogoSince Travis Birch and Mishkin Berteig have become Certified SAFE Program Consultants, we are now offering the Leading Safe 2-day course for project, program and functional managers, change agents and department leaders.  Learn about the Scaled Agile Framework; one the most popular enterprise Agile frameworks.  SAFe combines Scrum, Extreme Programming and Lean to effectively allow larger groups of people to execute programs while interfacing effectively with traditional corporate governance.  Do you have 25 people or more working on a program?  Then the Leading SAFe training is for you!

New Agile Introduction Courses

Scrum and Enterprise Agile for Executives is a half-day workshop designed to help you solve one of the biggest problems organizations have: how to become more Agile?  Using the tools and techniques of the Real Agility Program, participants will be guided to make effective long- and short-term plans for increasing productivity, innovation, quality and customer satisfaction.  This workshop is delivered by Mishkin Berteig who has helped numerous executives at organizations large and small with successful Agile transformations.  Just $250 per person!

Travis Birch, a Partner at Berteig Consulting who has years of experience helping Agile teams reach award-winning levels of performance, is going to be delivering two of our new offerings:

Choosing an Agile Career is a one-day workshop designed to help people who don’t yet know how they can best fit into the most important revolution sweeping the corporate world.  Should you be a ScrumMaster?  A Product Owner?  An Agile Coach?  Something else?  Ideal for people who have been asked by their executives to sort out their career path in a newly Agile organization or department.  $450/person with an early-bird discount available for some dates.

Kanban: Gentle Change is a deep-dive immersion into a critical process-improvement and teamwork technique  Learn how tools for making work visible can improve productivity, throughput and efficiency..  Ideally suited for team leads, project and functional managers, HR managers and process improvement managers.  $450/person with an early-bird discount available for some dates.  Counts as 7 PDUs with the PMI and contributes to the Agile Certified Practitioner designation.

Other Workshops

CSM Certified ScrumMaster LogoCSPO Certified Scrum Product Owner Logo

Of course, we continue to offer our extremely well-received (often sold out!) Certified ScrumMaster and Certified Scrum Product Owner training courses.  These courses are immersive, intensive, and designed to help you to become great ScrumMasters and Product Owners.

Please see our complete 2015 Agile and Scrum course schedule here!  Most of our courses are held in the Toronto area which has a great international airport, fantastic food, amazing entertainment, and is just generally a fun place to come for a bit of training and a bit of sight-seeing.  Some courses are also offered in other cities including Vancouver, London Ontario, and Waterloo.  Most of our courses are also available for in-house private dates.  Please contact learn@worldmindware.com for more information about group discounts, corporate savings programs or in-house private offerings.

COMING SOON We are working to offer Certified Scrum Developer (CSD) training as a complement to our already successful Certified ScrumMaster and Certified Scrum Product Owner training courses.  The CSD course will help technology professionals learn the critical Agile engineering and teamwork practices that are absolutely required to make Scrum successful in delivering software products.  This training is highly technical and participants are expected to already be strong software developers.

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Comparison of the ScrumMaster, Product Owner, Project Manager and Team Lead Roles

Often in my classes, I’m asked for a clear comparison between the various traditional roles and the new roles in Scrum.  Here is a high level summary of some of the key responsibilities and activities that help highlight some important differences between these four roles:

ScrumMaster Product Owner Project Manager Team Lead
NEVER NEVER Assign Tasks YES
NO PARTICIPATES Create Schedule NO
NO YES Manage Budget NO
Remove Obstacles PARTICIPATES YES YES
NO Define Business Requirements PARTICIPATES NO
NO YES (Deliveries) Define Milestones NO
Facilitate Meetings NO YES YES
YES (process and people) YES (business) Risk Management PARTICIPATES
Organizational Change Agent NO NO NO
NO Accountable for Business Results RARELY (just costs) NO

Of course, there are many other ways we could compare these four roles.  What would you like me to add to this list?  Add a comment with a question or a suggestion and I will update the table appropriately!

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The ScrumMaster is Responsible for What Artifacts?

Organizations like to have clear role definitions, clear processes outlined and clear documentation templates.  It’s just in the nature of bureaucracy to want to know every detail, to capture every dotted “i” and crossed “t”, and to use all that information to control, monitor, predict and protect.  ScrumMasters should be anti-bureaucracy.  Not anti-process, not anti-documentation, but constantly on the lookout for process and documentation creep.

To help aspiring ScrumMasters, particularly those who come from a formal Project Management background, I have here a short list of exactly which artifacts the ScrumMaster is responsible for.

REQUIRED:
– None – the ScrumMaster is a facilitator and change agent and is not directly responsible for any of the Scrum artifacts (e.g. Product Backlog) or traditional artifacts (e.g. Gantt Chart).

OPTIONAL/COMMON:
Obstacles or impediments “backlog” – a list of all the problems, obstacles, impediments and challenges that the Scrum Team is facing.  These obstacles can be identified by Team Members at any time, but particularly during the Daily Scrum or the Retrospective.
Definition of “Done” gap report, every Sprint – a comparison of how “done” the Team’s work is during Sprint Review vs. the corporate standards required to actually ship an increment of the Team’s work (e.g. unit testing done every Sprint, but not system testing).
– Sharable retrospective outcomes report, every Sprint – an optional report from the Scrum Team to outside stakeholders including other Scrum Teams.  Current best practice is that the retrospective is a private meeting for the members of the Scrum Team and that in order to create a safe environment, the Scrum Team only shares items from the retrospective if they are unanimously agreed.  Outsiders are not welcome to the retrospective.
– Sprint burndown chart every Sprint – a chart that tracks the amount of work remaining at the end of every day of the Sprint, usually measured in number of tasks.  This chart simply helps a team to see if their progress so far during a Sprint is reasonable for them to complete their work.
– State of Scrum report, every Sprint – possibly using a checklist or tool such as the “Scrum Team Assessment” (shameless plug alert!).

NOT RECOMMENDED (BUT SOMETIMES NEEDED):
– minutes of Scrum meetings
– process compliance audit reports
– project administrative documents (e.g. status reports, time sheets)

NEVER RECOMMENDED:
– project charter (often recommended for the Product Owner, however)
– project plans (this is done by the Product Owner and the Scrum Team with the Product Backlog)
– any sort of up-front technical or design documents

The ScrumMaster is not a project manager, not a technical lead, not a functional manager, and not even a team coach.  There are aspects of all of those roles in the ScrumMaster role, but it is best to think of the role as completely new and focused on two things:
– improving how the team uses Scrum
– helping the team to remove obstacles and impediments to getting their work done.

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Ranking: the Best and Worst Roles to Transition to ScrumMasters

So you’re trying to do Scrum well because you heard it gave you great results.  You know that the ScrumMaster role is critical.  How do you find the right people to fill that role?  Here is a list of several roles that people commonly leave to become ScrumMasters, and a few not-so-common roles as well, all ranked by how well those people typically do once they become ScrumMasters.  From Worst to Best:

  • Worst: PMI-trained Project Managers (PMPs).  Too focused on control and cost and schedule.  Not easily able to give teams the space to self-organize.  Not able to detach themselves from results and focus on the process, values and teamwork needed to make Scrum successful.
  • Bad, but not awful: Functional Managers.  The power dynamic can be a serious hindrance to allowing teams to self-organize.  But, good functional managers already are good at building teams, and empowering individuals to solve problems.
  • Bad, but not awful: Technical Leads.  Here, the biggest problem is the desire to solve all the team’s technical problems instead of letting them do it.  Now, instead of detachment from results (project managers), it’s detachment from solutions.
  • So-so: Quality Assurance people.  Good at rooting out root-cause for problems… just need to shift from technical mindset or business mindset to cultural and process mindset.  Another problem is that QA is not nearly as respected as it should be and QA people typically don’t have a lot of organizational influence.
  • So-so: Junior techies: Enthusiasm can make up for a lot of gaps and naiveté can help solve problems in creative ways, but there will be a huge uphill battle in terms of respect and influence in an organization.
  • Good: non-PMI-trained Project Managers: rely on teamwork and influence rather than tools, processes and control (of course there are exceptions).
  • Awesome: Executive Assistants.  Respected and respectful, use influence for everything, know everyone, know all the processes, know all the ways to “just get it done”. Of course, they don’t usually know much about technology, but that often turns out to be good: they don’t make assumptions, and are humble about helping the technical team!

The ScrumMaster creates high performance teams using the Scrum process and values.  The ScrumMaster is not accountable for business results, nor project success, nor technical solutions, nor even audit process compliance.  The ScrumMaster is responsible for removing obstacles to a team’s performance of their work.  The ScrumMaster is an organizational change agent.

Other things you might want to consider when looking for a ScrumMaster:

  • Does the person have experience managing volunteer groups?
  • Does the person have good people skills in general?
  • Does the person want to create high-performance teams?
  • Can the person learn anything – business, process, technical, people, etc.?

Bottom line: try and avoid having PMI-trained project managers become ScrumMasters.  Even with good training, even with time to adjust, I often find that Scrum teams with PMI-trained project managers are always struggling and almost never become true teams.

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Great little presentation on Retrospectives… and a bonus download!

If you are a ScrumMaster or Coach or Project Manager or Process Facilitator of any kind, I encourage you to become a master of Retrospectives.  I just happened upon this great little set of slides and presentation notes about Retrospectives by a couple of people, Sean Yo and Matthew Campbell, done a couple months ago.  Very helpful with some practical information, some great links… I strongly recommend checking it out.  My only concern is that they limit the scope of retrospectives too much.  I have a list of topics that I think can and should be considered in a retrospective:

  • Technology / tools
  • Work space / physical environment
  • Corporate culture
  • Corporate standards and policies
  • Teamwork
  • Work planning and execution
  • Skill sets
  • Interpersonal dynamics
  • External groups
  • Personal circumstances and needs
  • The process you are using

 

This list comes from a presentation I used to include as part of my Certified ScrumMaster course.  (Now, in my course I teach three specific methods of doing retrospectives as part of an in-depth simulation exercise.)  Here is a PDF version of the Retrospectives Module.

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