Tag Archives: pmp

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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Scrum Gathering – Orlando Florida – PMP? ScrumMaster?

PLEASE NOTE: This stream of notes does not reflect everything said in this session which was very discussion-heavy.

50k+ registered agilists – what about the unregistered?

Project Managers are the largest segment (18%) of agilists

CSM is a distinguishing designation for PMPs

How to mature the certifications – team members, etc.

Everyone wants it

PMI is responding to this because it has to.  Richmond chapter signed a collaborative agreement with the APLN, this is happening in other places as well.

People asking lots of questions.

IT Telecomm PMI Chapter playing a large role in building bridges.

PMI Global Congress in 2008 had 5 agile presentations that were all very popular.

PMI Agile group.

What gaps are there?

Shu-Ha-Ri progression:
Study under a master the “one true way”.  Then try many variations.  Then understand the principles and “the Way”.

Tension for agilists – transition.

Project/Product/Program manager vs. ScrumMaster and Product Owner – no set definitions.

Worried about hiding behind process…
Project Management is a scapegoat
Agile is a scapegoat
Both are because of human dysfunction
Mac vs. PC = Agile vs. PMI – camps based on labels
Moves us away from pragmatism to fundamentalism

Certifications:

CSM -> Scrum -> Agile Thinking

The CSM is the gateway to agile thinking

PMP -> Project Management -> Tools

How do we move people between PM and Agile?

Fundamentalism in Scrum – wrongness of not doing agile.

Not adapting Scrum to reality.

Agile is about truth-telling – different flavors of agile do this a little differently.

The Project manager often has multiple roles – this hides the truth.

The truth is necessary to successful projects.

Scrum focuses around an objective – e.g. making money.

Would it help if the PMBoK had explicity added an agile component?

PMI like IBM – when the IBM launched a PC, then it was okay for the corporate environment to use PCs.

Differences b/w PMBoK and Scrum are more about who, how and why, but not so much about what.

In most organizations, there is a customized “one way” and it is this that is difficult to change, not so much the PMBoK.

Some fundamentalism in Scrum: if you aren’t doing it right, then you are hiding dysfunction – not because Scrum is the one true way to do delivery, but because it is a way to do learning.

Keep my job!

Get agreement around values and principles. – do no harm –

How do we save the world?  Top down?  Grassroots?  Viral?  Not forced!  Building on success!

Attraction vs. promotion.

Not enough of us!  Lots of cultural inertia, crossing the chasm.

Not transforming people despite themselves.  You can’t transform someone else!

False dichotomy b/w execution and transformation.

Learning vs. dysfunction.  Example of Toyota making 1000s of improvements every day.

PMI is about advancing the profession of the project managers.  Therefore it is incumbent on the PMI to bring Scrum in because it works!!!

It needs to get it into the PMBoK


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