Practical Agile Blog

Practical Agile Blog
BostonAgileTraining.com

Monday, April 7, 2014

Why Scrum “Master”? What about Scrum Apprentice? Maybe we need a Scrum Jedi?

I learned the term Scrum Master back at the turn of the century (I like how that sounds). When I first heard it, it was from Ken Schwaber himself. I was a true and tried project manager that had recently earned his PMP. I was a self-taught project manager, and looking back, my instincts and style were better suited for Agile, but I happened to go down the formal PM path first. By this point in my career, I had come to the conclusion that project management was a “craft”.  I believed it then and I believe it even more now, which is why I struggle with the term “Master.”
What does it take to be a "Master" of Scrum?

I was a carpenter before I was a project manager. I was the only honors student taking wood-working classes in high school and I worked as a carpenter’s apprentice during the summer while I was in college. I had tremendous respect and even awe for the master craftsmen I worked with. In carpentry, the term Master is reserved for the likes of Norm Abram. Also, to be a union carpenter, you have to go through apprentice and journeyman programs that are rigorous.

In history, you had to earn the term “Master” to be seen as the top of your craft. Wikipedia has a good definition:

“An aspiring master would have to pass through the career chain from apprentice to journeyman before he could be elected to become a master craftsman. He would then have to produce a sum of money and a masterpiece before he could actually join the guild. If the masterpiece was not accepted by the masters, he was not allowed to join the guild, possibly remaining a journeyman for the rest of his life.”

I think the intent with the term Scrum Master is that the title should be reserved for those that have earned the title of Master, but that is obviously not the case. There is no job requirement or career path to become a Scrum Master.  Most of us have had some type of career path as we developed our skills; e.g. in software engineering, there was a typical path of analyst, developer, designer, architect or in project management: project coordinator, project manager, senior project manager, program manager.


So, how does someone earn the designation of Scrum Master? Until recently, it was just take a 2-day class. Now, at least there are exams to test your knowledge of Scrum. It is surprising how we have come to a place where the term Master can be designated without any true effort or experience. Most of us have had to show both experience and knowledge to get the certifications we have. PMI, for example, requires the PMI-ACP designation to be based both on experience and knowledge.


I am not sure there is a way to backpedal, so maybe we need a new term for a Scrum Master that actually has proven themselves. How about Scrum Jedi? Just a thought… All I ask is that I get credit for the term when it goes viral…

Wednesday, March 26, 2014

The Agile Success Algorithm

al·go·rithm
ˈalgəˌriT͟Həm/
noun
  1. 1.
    a process or set of rules to be followed in calculations or other problem-solving operations, esp. 

Those of you reading this are more than familiar that Agile is all the rage. Executives like to say that their organization is going "Agile". They throw out terms like Scrum and Kanban without truly understanding what they are getting involved in.

In order for Agile to be implemented successfully, I have created the following simple algorithm. Embrace Change + Learn from Mistakes = Agile Implementation Success.
Agile Success Algorithm

Input 1 = Embrace Change

The primary risk with implementing Agile involves the ability your organization to embrace change. You need to answer the following questions about your organization's culture and your leadership team before you can successfully implement Agile:

How does you organization respond to change?


When was the last time your organization underwent any major changes? Have they been through major layoffs? Have they introduced new leadership? How long have they been in business? Have there been major new product introductions? Have they been acquired or merged? 

How did these changes go? In this case, past performance often dictates future performance. If your company struggles with change, then they will have trouble introducing Agile. Agile introduces change in so many ways:
  • Changes in roles, title and responsibilities. Just look at the roles in Scrum, since it is currently the most popular Agile method being implemented. How easy is it for your organization to adopt these roles?
    • The Scrum Master??? How many managers or project managers do you know who truly understand the concept of servant leadership? How many organizations allow for management positions that do not have direct reports? To truly be successful with Scrum, a Scrum Master role has to be created from scratch, not just assigned to an existing function.
    • Product Owner? Organizations that have a mature product manager function can transition easily to this, but many organization manage product related decisions by committee with a team of business analysts. The role of a truly empowered Product Owner is difficult for many companies to swallow.
    • The Scrum Team????? A self-organizing team is the foundation of Scrum and of Agile in general. How many organization actually foster this? How many middle manager's jobs would be eliminated if an organization becomes successful with this? How many under performers would be exposed in this model? This is the most difficult, yet most critical change required. 
  • Changes to process.
    • No analysis or  business requirements phase? No Gantt charts? No 12 month project plan? Traditional project management was just formalized at many organization in the last decade. Formal PMOs have been rolled out, massive enterprise tracking tools implemented and teams of project managers hired to create and maintain documentation. Can your organization tolerate getting rid of all the process you just implemented?

Input 2 = Learn from Mistakes

Only a company or leadership team that has experienced project failures can truly appreciate and support an Agile implementation. These failures may have come in many different ways:
  • The project came in too late to meet the market opportunity.
  • The budget changes were so excessive that the project was either terminated to deemed a total failure.
  • The customer rejected the product because it was "not what they were expecting."
The list goes on and on....The Agile Manifesto was not crafted by grad students developing a thesis. It was developed by people who were clear that the way we were working wasn't working. Many people, like myself, have become Agile evangelists only after suffering through one or more project failures. One of the major downsides with introducing Agile to the "younger" workforce is that they don't truly appreciate how much more fun and enjoyable it is to work on an Agile project. Give them one month of using project time-sheets and hourly tracking in an ERP tool and they will start to see the light. 

Result = Agile Implementation Success!

The benefits of Agile are self-evident for those who have lived through traditional project failures and are willing to change. There are hundreds of successful case studies and stories of successful Agile implementation, but implementation failures are becoming more and more common. Becoming "Agile" is not just using the term "Agile", it is a transformation that will effect your entire organization.


Wednesday, March 19, 2014

Running an Effective Sprint Planning Meeting

To start with, for a Sprint Planning meeting to be truly Scrum, it adheres to the following guidelines outlined in the Scrum Guide. In summary, for a one month Sprint it has a time-box of 8 hours. It is typically performed on the first day of the Sprint and is intended to answer the following topic questions each in a 4 hour session.
  • Topic 1: What can we as a Team accomplish?
  • Topic 2: How can we accomplish it?
Sprint Planning Topic One:

An effective Sprint Planning meeting assumes that the Product Owner is prepared with an objective for the Sprint. They should not have a specific goal, since this will limit the creativity of the Team, but they should have a general expectation of what they would like to see accomplished. The Product Owner should have a high-level release plan based upon the product vision.
This release plan should contain what might be accomplished from the Product Backlog each Sprint. It is the Product Owner's responsibility to maintain and order the Backlog based upon this release plan.

During the first 4 hours, the Product owner should discuss their objective and the Development team will select those items from the Product Backlog that they believe they can accomplish in the coming Sprint. This becomes the "Sprint Backlog".  Once that is accomplished, the Product Owner, Development Team and Scrum Master agree on the Sprint Goal.
User Story Card - Front Side

If you are using the user story approach, in this session you will select the user story, prioritize the user story and then estimate its size using story points. You would be completing the front side of the user story card.








Sprint Planning Topic Two:

In the second part of the Sprint Planning Meeting, the primary objective is determine how the Development Team will achieve "Done" with the Sprint Backlog. This session sometimes also called a Design Session. Often times technical experts and SMEs are invited to this session to determine how best to deliver a certain piece of functionality from the Sprint Backlog.  If a Backlog items becomes more complex than expected, the development team will work with the Product Owner to refine the Sprint Backlog.

Under the user story approach, this session is also used to document many of the tasks associated with the user story and update the story point estimate from the the first session.

Ultimately, the Development Team will make a commitment to the Product Owner that they will self-organize and accomplish the Sprint Goal based upon the selected Sprint Backlog.




Boston Agile Training provides in-depth training on Sprint Planning and Users Stories in their Scrum Master and Product Owner trainings.

If you have any questions, please contact me at info@bostonagiletraing.com or find me on Twitter @scrumdan.

Thanks
Dan Tousignant, PSM, CSPO, PMI-ACP

Wednesday, February 26, 2014

Can You be Agile in Your Acquisitions?

This is one of the most common issues facing organization choosing to switch to Agile. Can you acquire goods and services in an Agile fashion? Can you contract with vendors to deliver in an Agile fashion?

Read more on Management Concepts Bog site:
http://blogs.managementconcepts.com/can-you-be-agile-in-your-acquisitions/

Are you ready for Agile?

Has your Agency or organization started moving to Agile? Do you hear the word Scrum, and wonder where the Rugby game is at?

Read more on Management Concepts Bog site:

http://blogs.managementconcepts.com/are-you-ready-for-agile/

So…What’s the Difference Between User Stories and Traditional Requirements?

This question came from a webinar I recently co-hosted for Management Concepts.

Read more at Management Concepts Bog:
http://blogs.managementconcepts.com/sowhats-the-difference-between-user-stories-and-traditional-requirements/

Is There a Role for a Project Manager on Agile Projects?

Are you a Project Manager in an Agency or Organization moving to Agile? Is there a role for you?
The typical Agile answer to most yes or no questions is “it depends.” (but my answer is a resounding, YES!)

Read more on Management Concepts Bog site:

http://blogs.managementconcepts.com/is-there-a-role-for-a-project-manager-on-agile-projects/