Tag: Scrum

Scrum Master is Not a Secretary of a Team

I’ve been wondering why so many teams believe that Scrum Master is here to draw burndown charts, prepare reports and be the only point of contact for the team, whenever anyone wants anything from them. They maintain the board, write cards, and prepare all you can imagine. And the team works ok, but surprisingly they are not at all self-organized. Such Scrum Master role is quite boring. But that’s not what was intended by the role of Scrum Master. I guess the reasons for that are coming from two different motives.

Firstly, Scrum Masters are often missing the real experience with Scrum, teamwork and self-organization. They are in a new role and want to succeed in it. They biggest fear is they would not be useful to the team, and team would not appreciate their work. So they try to do their best to make their work visible for everyone. Be helpful. The biggest Scrum Master’s trap is to be locked in the position of caring mummy who is scared to let her grown up kids go their way. But in such case you will never get real Scrum team.

The other reason comes from one of the Scrum Master responsibilities – to remove impediments. It’s the only responsibility which seems to be easy to do for starting Scrum Masters. Seems to be. Unfortunately, that often comes with huge misunderstanding. The goal of the Scrum Master is to build self-organized team which in the ideal theoretical world means “do nothing”. In other words, Scrum Master is here to help a team to find solutions to their problems, not to solve problems oneself. Nonetheless, most of the beginning Scrum Masters are eager to help, happy to do any work needed if it helps their team. And they don’t see that by doing it they are destroying the team.

Is Product Owner part of the team?

When you ask this question in the companies, you find out that about 30% of teams believe that he or she is not. If you ask why not, you find out that they feel their Product Owners are far away from them, they don’t help them, and they don’t understand them. And I’m not talking about physical distance now. So where is the problem? In many companies, at the beginning of their Agile transformation, they simply move team to Scrum and the Product Managers to Product Owners. What happens? They don’t have a time to be Product Owners as they are responsible for several huge products. Luckily they understand the product, but they have no time to share their understanding at any higher granularity than general ideas or epics. And that’s indeed not enough. Such teams are having a Product Owner Proxy, or Tactical Product Owner who is in reality acting like real Product Owner and don’t miss their business Product Owner. Why is that usually not good? We are missing the “one PO voice” and we are losing the business driven approach in favor of technical point of view. In such environments we are as well missing the push to “maximize work not done”, which is one of the Agile Manifesto principles. That is indeed not good for either team or product.

Then we have about 50% of companies where they believe the Product Owner is part of the team, but he is not responsible for writing User Stories. Why not? Usually because he or she doesn’t understand the technical aspects, so how can he possibly do that? They usually don’t invite him or her to the retrospective either, because… well… he is a team, but retrospective is for development team only. So it’s kind of unclear.

The remaining 20% take their Product Owner as their member. They invite him to the retrospective, they trust each other. If that’s possible, they sit together. If not, they speak with each other often. Such Product Owner relationship is very helpful. Not only for your team, but the product as well.

Measurements are dead, let’s measure

During my career as both Director of Engineering and independent Agile Coach, I’ve been hearing still the same grumble from managers: “We can’t get rid of measurements and KPI’s. How else could we know if the person is performing well, how can we compare people?” and at the same time, grouching from the team members: “We don’t like the individual based KPI’s and measurements, how are we supposed to be a good team when our managers can misuse that against any team member?” It’s surprising but no one likes individual metrics, they all admit they are useless, but they are all afraid to try anything else.

So if you have a bit of courage, you may try this: It’s based on coaching relative scale and is team oriented: 1 stands for 🙁 and 9 stands for 🙂 and it’s great if you add a reason for rating lower than 4 and higher that 6. Firstly, let the Product Owner give a team his number how he is happy with the team.

As a second input, ask Scrum Master to give a number to every team member how much he is happy with this person as a team player. Let them discuss it, but make sure the discussion is not about “why I’ve got 5 instead of 7”, but is focused on future development of that person discussion “what should I do differently so that I’ll get 7 next time”.

And last number goes from the team members. The best you can do for this part is to ask everyone to divide 100$ to all team members except himself. You may worry that they can agree with each other and rotate all the money one by one, or distribute them equally, but that’s not common in real life. The great think on this evaluation is that the team members are giving a feedback to themselves. So every team member gets an answer to the question how do you value my contribution to the team? And if you find out the other team members don’t see any value in your work, you would most likely be very much concerned about that situation and asking how can I do differently so that you value my work more.

Combining those three inputs you will learn much more than from traditional metrics, regardless the company size and culture. It’s working just awesome, but you have to have courage to give it a try.

And when this is just normal for you, you can take it one step ahead. The fully Agile companies are using such tool as the only one appraisal tool across the company. No other bonuses than those distributed by employees to the other employees. So in such company, if you feel you would like to appreciate the receptionist, give her some part of your bonus sum. The other one can be for your colleague, another part for a developer from a different team who helped you with some issue. And when you are afraid it’s too crazy for you, I would like to remind you that we are only talking about bonus distribution, not the whole salary. When you do so, you will increase team cooperation over individual heroes work, and openness and transparency over politics and gossiping. And it would be fun. If you still don’t know, start with Appreciation cards. Make them available and encourage people to give them to each other. Even by that you will learn a lot about yourself, your team and the whole organization ecosystem.

The future of Agile and Scrum

A few weeks ago we’ve been hosting a board meeting of Agile Alliance here at Prague. And the last question at the local community event with board members was the future of Agile. You can have a look at what they said here:

I would say that I fully agree with what they said. In the future, we will not use any Agile or Scrum any more. It will be already overcome, but until that time, Agile and Scrum are the best methods we know and they are very useful. From nowadays perspective, Agile and Scrum is a Ferrari car or Lamborghini, TGV train, or an A380 airplane – depending on your preferences. Nevertheless, in the long run we would be looking at Agile as Scrum the same way as most of us feel about traveling on horse wagon. With some feeling of nostalgia, but pretty much happy it’s already gone. And the new method would have another cool name like “Queguer” or any other you can imagine and will be much better. But that’s a problem with evolution, you need many, many years to understand the backbone principles, do research, inspect, and adapt. It can’t be made faster.

I believe “Queguer” will be very much change responsive. It will be even more collaborative, going out from the specialization of an individual person to the team sharing knowhow. It will be focused on fast learning and very good at adaptation of whatever is around. But it will not be an ideal method. It will again create lot of pain while Agile teams would be passing through the “Queguer” transformation. It will not be any easy. And last but not least, sooner or later there will be another method which would overcome the “Queguer” and the evolution will continue. But until that time, let’s enjoy using Agile and Scrum.

Product Owner Development Model

What is the difference between requirements, use-cases and User Stories? I’ve been struggling with that question a lot. On one hand it is easy. It’s something completely different. On the other hand, that’s not anything which would help people to understand the difference on their way to implement Agile.
After some time working as Agile Coach, I created this Product Owner development model. It’s focused on product creation and Backlog item definition process.

Level one: User Story is just a special format of a sentence

At this basic level of understanding we are very close to the requirement-like specification. We keep the backlog in the Word document, as we anyway wrote very long sentences and extensive document chapters about the functionality. There is often huge mix of current functionality we want to keep, and new functions. The only change we do with that requirement document is to change/add User Story sentence instead of general name. So we get something like “As a MyCompany, I want new tariff, so that my customers are happier” followed by 2 pages long text description what the “tariff” exactly means. Such User Story may survive at team board for several Sprints without getting done. Surprising, isn’t it? We wrote User Story and it didn’t help!

So this stage is about documents. We create PowerPoint presentations to describe product goals and vision, we use complex roadmaps to define timeframe and we have written long specification documents to describe functionality. The more we write, the better product we have. The understanding of the role of Product Owner is very limited, decisions are often taken as a board of people without real product success responsibility.

Level two: We have ‘bigger fish to fry’, than write User Stories

At this stage we already understand that we have to describe our User Stories better. The team needs higher granularity and detail. But we don’t have time to write User Stories, so that we delegate that unimportant work to some administrative position called business analyst, business requirement specialist, business delivery manager, development team or whoever else is around. We don’t have a time to write such ‘technical’ details. It’s not important for us. Just make sure you will deliver it on time. We have bigger fish to fry. We have to talk to the customer. It’s more than enough to discuss our product ideas and high-level visions. We are responsible for Backlog, and yes, we prioritize it. However, the level of Epics is just about the right level of details.
So this stage is about big high-level decisions and quantity. We already have a Product Owner position, although that person is not often seen. Instead we have the army of people, who are willing to help official Product Owner with creating as many User Stories as you can imagine. What if we need that functionality in the future? Let’s describe all we can possibly do. And if we cover any potential functionality, it must be successful.

Level three: User Story is use-case

Here we finally got it. It’s about functionality slice, it should be INVEST. We have to make it concrete, understandable, and testable end to end functionality. Isn’t that easy? It’s like a use-case, isn’t it? Well, unfortunately, sorry to say that, no. There is a huge difference between use-case and User Story. So what’s the difference? Use-case is end to end functionality which defines what user does and how he is using the product, while the User Story defines only a new/changed functionality. We don’t repeat the current functions anymore and we focus on the changes only.
This stage is already user focused. We start describing different roles. We focus on functionality end to end. However, it’s still not simple and not clear enough. And it’s still not what we expect from the Product Owner.

Level four: We will design one big User Story and copy-paste the rest

This stage looks already pretty good. We have understood that every User Story has three parts – Who, What, and Why, and we think about all three of them. However, we haven’t still understood that every single User Story has its unique value, and it makes sense to invest an energy into individual detail User Story creation process. We are now spending energy describing Super User Stories (smaller and much more concrete pieces than Epics are, although nor small enough to be done in one Sprint yet.) We have great tools, which unfortunately offer a copy-paste feature. So we heavily use it to save our time.

This stage is about User Stories which already create some picture in your head once you read or hear them, but they are very similar to each other and hard to be recognized. We already have spent some time to investigate reasons ‘why’ for bigger chunks of functionality, and we are very happy about it, so we use it at every detail User Story which we create from it – just copy and paste.

Step five: Understand of business value and impact

Finally, we understand that it is worth of investing our time to every single User Story. And we are even looking at it more than once. We reprioritize individual User Stories and not only big Epics. Every User Story has a special role or persona. We have spent time and energy defining every one of them. We encourage ourselves to throw away or postpone User Stories already written, if they don’t match our product/release charter (vision, goals, success measures, timeframe).

We focus on business value and “maximizing work not done” which is one of the core Agile Manifesto twelve principles. We keep our product simple. We try to visualize business value for every User Story in the “Why” part of the formula, so that it helps us to decide on Backlog priorities.
Furthermore, we compare every new User Story with product/release charter and discuss how that User Story contributes to the defined goals and vision. Before we write the complete functionality, we try to measure impact, i.e. if the goal of Epic1 is to limit the traffic through the component A, than individual User Stories may propose different solutions how to filter that traffic out. In traditional management we finish most of them if not completely all. In this stage of this model, we try first to measure the impact by identifying of the percentage of possibly filtered traffic by each solution proposed. And then implement just the ones which have real impact with respect of our goal to limit the traffic. We may identify many great ideas, but we stop implementing as soon as the goal is achieved. At that time we don’t need any other functionality and we can move on to the next important area.

This final Product Owner Development model stage is about business value and impact. The less is more. Product Owner is feeling strong ownership and responsibility over the Product Backlog and individual User Stories. There might be people to help him as Product Owners rarely works alone, nevertheless he understands the importance of his role in defining even the small functional slices as User Stories are. Finally, in this stage the Product Owner is here to shrink possible functionality to the minimum which brings just enough business value. Product Owner must negotiate the functionality and focus more on understanding the customer real needs than all their wishes to come true.

Summary

To summarize it, Product Owner Development model is useful tool which helps you to understand where you are with your Agile Product management and product ownership. It also shows you the way where you shall continue and which areas you shall focus. Theoretically you don’t have to go through this model one by one, but it is very likely you will pass all next layers from the one where you are now even if you stay at that one just a very short time.

Agile Prague Conference 2014

It’s time to invite you to the 4th year of Agile Prague Conference. . It is in September and we have wonderful speakers this year. You can have a look at the full program, but if it’s too long to read it through, here is my personal recommendation:

Linda Rising is the person I like; no matter what the topic is it’s always one of the best talks. This time she starts a conference with a keynote The Power of the Agile Mindset.
Are you bored or struggling with estimates? Then Vasco Duarte will share with you his thoughts about #NoEstimates.

This year we have several speakers talking about scaling Agile and Scrum. One of the keynotes are from Dean Leffingwell and Scaled Agile Framework (SAFe).

We have speakers talking about Agile Architecture, Kevlin Henney is having a pre-conference tutorial on that topic. We have several speakers sharing their experiences about development, testing and practical case-studies.

And last but not least, we have several short workshops in the afternoons, for example my workshop – Coaching starter for Scrum Masters, a networking party where you can discuss and meet other people and an open jam session where you can share ideas.

See more details about speakers and talks.

Agile at Saigon, Vietnam

I had an opportunity to spend some time with teams in Vietnam. Explain them Agile and implement Scrum process, bring in the understanding of it, and help them to apply it. It’s always good to travel for your work to some nice places, and Saigon is indeed very nice city. Very friendly people. How was it? Quite different. The way of explaining things needed many detail examples, however there were fewer problems with having people accept the whole idea.  The most difficult part was I guess to explain the agile mindset, implement agile culture. They always used to be organized by strict hierarchy. Who reports to whom. And now we had a cross functional teams consist of both developers and testers, so who do I report now? Who is going to assign me new tasks? And all those questions. If you for some reason put one person out of the teams as a shared resource, he immediately stop working and did just management decisions from that time. When we asked why, it’s because only the team members are here to do the work. And I’m now more important. So I don’t do any usual daily job. On the other hand, once they understood the process, they follow it. They don’t discuss if they should or not, no complains that they are corporation with specific habits so why they should change them.  Once you explain it so they understood they do their best to make it working.

Agile community

I’ve always tried to meet with local community while I’m traveling. It’s fun. They sometimes reply and you organize something together, sometimes there is no response at all. Agile Vietnam was a surprise; they have extremely active Facebook community. I’ve sent an introduction and in a few seconds I’ve got several replies. So already the first night at Saigon I’ve met with a group of people to talk about startups. Small group, not really from IT environment, but trying to learn new thinks, improve English, it was nice evening.

The next day I arrived on Barcamp. Huge event with 3500 people registered, kind of unconference where attendees are voting for presentation to be presented. I was talking about agile implementations, some British lady about bringing Broadway Theater to Saigon. You can talk about anything. Audience is deciding whether it is interesting or not.

The last event I had there for the community was free Starting Scrum workshop. One afternoon the organizers of Agile Vietnam invited everyone to Saigon Hub. And we had two hours to try basic Scrum principles. I introduced a game where the teams were building a high tower from marshmallow and spaghetti. It was fun. The very good think is the game was working well even in this different culture. They did a great job, and learned a lot about how Scrum process works with respect of the delivery of PSP at the end of every Sprint, communication to the customer, team development.

Back home

So to summarize my experiences, I would love to come back to Vietnam or another interesting country for work. It’s different, it’s fun, and it’s working. The training itself will not make any big difference to them. To change their way of working and mindset you have to be there, you have to spent time and help them understand and apply the theory. This is something which I as an agile coach can help them.

Agile Adoption Story – Common Mistakes (part 3)

To continue with my agile adoption story… The company started to realize that Scrum is not any silver bullet. It’s much more complex than that. But John is really upset. He did all what he could to make it better. But maybe the people inside his company are not good enough to make it. And it’s so simple, just follow the process and keep the practices. What’s the point? But even John must admit he doesn’t know answers to all the problems his Scrum Master is putting on the table, so he finally agreed to give it a next try – let the Scrum Master to get a certification.

Let’s make a certification

So next week the Scrum Master is sent to the Certified Scrum Master Course, CSM, to become an expert. With high expectation from the training he supposed to understand all the difficulties of Scrum from that time and he should be able to adopt the Scrum methods in a way the company needs. Nonetheless in nine out of ten cases the Scrum Master understand the theoretical ideal case of Scrum implementation, get some idea of how is should be, however, when he try to apply it in the company or even change outside company environment he must admit that “Agile is not for us”. We are different, we have too complex product, we are too big/small to implement agile. Our customers are like this and that, and you know, agile is great, just for a different company.

Agile Adoption Story – Common Mistakes (part 2)

To continue with the agile adoption story…  John is sitting in his office, waiting for the measurements and results and looking forward to the great results of the new process called Scrum.

We can use just a few practices

But what happen in the team meanwhile. They started to read all the books and blogs, get known some theory. And get a few practices to follow: Standup meeting, Product Backlog, Sprint Backlog, Customer Demo, Retrospective, User Stories,… but what actually happen. The retrospective didn’t seem useful enough to be made part of their process as they know each other well and even if they have some problem they feel they are solving it right away. And, more than that, they have the lessons learnt. No one is learning from those, but they still believe they are useful. So why should they do any retrospective, right?

Making a Product Backlog is a strange thing as well, as the business people don’t have any time they can ever spent on such activity, their only concern is to get all they want to as fast as possible without the necessity to described it well in front. They are quite happy to hear the team is making a commitment and deliver all they promised on time. As a result of that, team is not willing to take any responsibility and prefer the technical tasks instead of user stories.

So finally Standup is the only one practice which preserved in the team. They meet every day, talking about what they had been doing, who they had been talking, but usually missing any day commitment and description of any finished work.  As they don’t understand the reason of the followed Scrum practices, they don’t like them and felt the time is spent completely pointless. “The Scrum is just about meetings, we should better work than follow those useless practices“.

As the time goes, they abandoned most of the practices, but still they have those huge expectations of high efficiency, flexibility, improved customer satisfaction and team health. But apparently, no one of those can be seen within a team.

Finally, when John asked how the Scrum goes, he is surprised to hear that “Agile is not for us”. We are different, we have too complex product, we are too big/small to implement agile. Our customers are like this and that, and you know, agile is great, just for a different company.