Is there hope for a certified Project Manager in an agile world? Inspecting behavioural competences of Project Managers and Scrum Masters
|
|
- Dina Quinn
- 6 years ago
- Views:
Transcription
1 Abstract Is there hope for a certified Project Manager in an agile world? Inspecting behavioural competences of Project Managers and Scrum Masters Karin Kroneder (Certified Projects Director, Certified Scrum Master, Certified PMP) Project Manager, Siemens AG Austria, Vienna, Austria karin.kroneder@siemens.com Dr. Ralph Miarka (Certified Project Manager, Certified Scrum Professional) Scrum Consultant, Vienna, Austria ralph@miarka.de At Siemens Austria we are determined to improve our project management across all business units. As part of this initiative we train and certify our key project managers according to the IPMA Standard. However, the increased rate of change in our markets - and the fast-changing requirements that result - demand that we look also to agile principles and values for faster delivery of valuable products. We see that some line-managers appoint trained project managers to the new role called "Scrum Master". In this paper we investigate whether this instinctive procedure can be backed up by the qualification of the project manager. The objective of this paper is to provide you with a stone in the bridge that connects the classical project management and agile worlds by discussing some aspects of the compatibility of IPMA and agile values, exemplified by Scrum as the dominant agile framework at the moment. Based on the ICB3, we select some core behavioural competences of project managers and inspect how they relate to those needed by a Scrum Master. We find that many behavioural competences support the proposed skill-set of a Scrum Master, e.g. Engagement & Motivation as well as Values appreciation. Others, like Leadership and Efficiency, need to be scrutinized by the project manager turned Scrum Master, up to the point of apparently going against some of the behavioural patterns as described in the ICB3. A project manager that turns Scrum Master without adapting the skill-set would potentially fail in an agile environment. Keywords ICB 3.0, Scrum, Behavioural competences, Scrum Master, IPMA 1. Introduction Susan is an experienced Project Manager, certified with IPMA Level B. Unfortunately her colleague Sven left the company and Susan s boss decided that she should take over his project. To handle the risk around uncertain requirements the company decided to manage the project according to Scrum. Motivated and full of energy Susan started to plan the project and initiated her first Scrum meeting. She prepared the project plans, informed herself about the status, took a look at the documents and spoke with the relevant stakeholders. After the meeting she told me what happened: I started the meeting with a clear agenda, collected the status and asked for current open issues. Then I told the participants that I have now a clear overview about the project and that I will come back with a structured plan and a defined delegation of the open tasks. After the meeting Gaby, a team member, came to me and told me that the project will definitely fail if I continue in this way. What is the problem? Susan is acting like an experienced project manager. She has a concrete vision and can bring it to life by taking over the responsibility, planning the implementation in a structured way and delegating tasks very clearly. She is definitely showing leadership, a particular type that fits less easily in an agile framework. Leadership is a worthwhile competency a project manager shall have. In the ICB3, IPMA (2006), it is the first competency described among the behavioural ones. Although there are many articles and blog-posts on the work of project managers and Scrum Masters, e.g. Loeser (2006), Strickler (2008), Aguanno (2009), Grant (2010), and Deemer (2010), we found no comparison of the 1
2 behavioural competences of a Scrum Master and project manager. Most articles focus only on the differences in tasks. Deemer (2010), for example, provides a guideline on redefining the role of a project manager and converting it to the role of a Scrum Master for a team by listing all the tasks of a project manager and identifying the ones in conflict with Scrum. Thus, we will address the similarities and differences of behavioural competences of the roles of an IPMA project manager and a Scrum Master. 2. Behavioural competences of a Project Manager Several literatures on project management, like Barry (2009) and Sommer (2008) are referring to top skills for project manager. They identify that areas like communication, team building, problem solving are key success factors, even more than the technical ones. This has also been addressed by the IPMA (2006). The eye of competence as described in the ICB3, IPMA (2006), covers those areas in 15 behavioural competences. The identification, definition and documented description of these competences are factors, which differentiate the ICB3 from other project management standards. According to GAPPS (2010) the ICB3 is, for instance, the only standard, which has a full mapping in all components of the element Promote effective individual and team performance. The 15 behavioural competences directly support performance for both, the project manager s and the team s performance. The relevance of those competences in everyday practise at Siemens Austria and the fact that they are part of the IPMA standard was for instance an important influencing factor of the decision of implementing a combined certification together with the IPMA (Raschka (2009)), where behavioural competences are a major part of the assessment. 3. The Role of the Scrum Master Scrum is a simple empirical framework to work on complex projects, where requirements, implementations and interactions emerge during the project. It is based on an iterative and incremental approach by demanding a potentially deliverable outcome every constant time-box, which is called a sprint (Schwaber (2004)). Basically, Scrum consists of three roles (Scrum Master, Product Owner, and Scrum Team), three ceremonies (sprint planning, daily standup, and sprint review and retrospective) and three artefacts (product backlog, sprint backlog and burndown chart). It is particularly popular in the Information Technology industry. Scrum is based on self-organizing teams. The teams decide on the amount of work to commit for a sprint and the means of achieving the given commitment, including on how to distribute that work amongst each other. This gives the teams more responsibility and leads to increased focus, motivation and drive. The teams are composed of people such that all capabilities are present to turn the product requirements into a potentially deliverable increment. Additionally to the roles of Scrum Team and Product Owner, in Scrum there is the role of the Scrum Master. The Scrum Master is responsible to coach and empower the Scrum Team to focus on the product increment within the agreed framework. Schwaber and Sutherland (2010) state that the Scrum Master is responsible for ensuring that the Scrum Team adheres to Scrum values (commitment, focus, openness, respect, courage), practices, and rules. teaches the Scrum Team by coaching and by leading it to be more productive and produce higher quality products. helps the Scrum Team understand and use self-organization and cross-functionality. helps the Scrum Team do its best in an organizational environment. is one of a servant-leader for the Scrum Team. 4. Competences needed by a Scrum Master Scrum relies on the competences of the Scrum Team to focus on regularly delivering valuable software increments. The Scrum Master is there to empower the team to work in a self-organizing and responsible way to achieve the development goal. To fulfil this task according to the Scrum values, the following behaviours are advantageous: Collaboration with the Scrum Team, the Product Owner and all other stakeholders. For example, the Scrum Master spends a lot of time with the Product Owner helping to understand the real requirements, and helping to express those in a way that's useful for planning. Uses communication skills, including active listening, facilitation, and presentation to manage the Scrum meetings, to address the Scrum values, practices and rules. Applies coaching and empathy as the main means to support the Scrum Team. The Scrum Master is aware of 2
3 the personal and professional dynamics between the members of the team, and between the team and the organisation, and works to help the team maximise its effectiveness within these constraints. Is supportative and helpful to the members of the Scrum Team as (s)he assumes that everyone tries their best «given what they knew at the time, their skills and abilities, the resources available, and the situation at hand.» (Kerth (2001)). Supports a learning culture and sees failure as learning opportunities and helps the team to design improvement experiments for each sprint. Able to reflect on own behaviour and helps the team to reflect on theirs to encourage change. The metaphor of the Scrum Master as a mirror of the team applies. Assertiveness and negotiations w.r.t to the product owner when (s)he demands more work than the team is capable of doing and w.r.t. the organization to remove impediments, however not w.r.t. the team. There the Scrum Master should use coaching and teaching techniques to gather support from the team for changes. Does not make decisions, instead guides the team, though identifies when decisions need to be made, if the team is avoiding commitment. Is disciplined and goal oriented. Addresses conflicts and helps the parties to resolve the conflict. As Scrum Master, Susan talks to the Product Owner to initiate the working relationship. Together they inspect the Product Backlog, consider the team's velocity and identify - on the basis of estimations in which the whole team participates - what might be delivered at the release date. Then Susan would talk to the team to prepare for a retrospective. Facilitating the retrospective, Susan would learn very much about the interaction of the team and the current issues the team has and the next experiments to improve the current process framework. Then she would facilitate a planning session, where the team commits to a certain amount of the highest priority work for the next sprint. On a daily basis, Susan would help the team to fulfil their commitment by removing obstacles, encouraging communication and facilitating the relationship with the Product Owner. 5. Adapting competences rightfully At first sight all of the competences of the ICB3, IPMA (2006), could fit to Scrum Master competences - and most of them obviously do. Going deeper in the definition and in daily practise we find some competences not needed or to be adapted on the way to Scrum. Figure 2: Supporting competences for Scrum Masters Here, we extract four behavioural competences and their definitions according to the ICB3, IPMA (2006) and explain the reason for not perfectly fitting to the Scrum approach Leadership According to the ICB3, IPMA (2006) leadership involves providing direction and motivating others in their role or task to fulfil the project s objectives. Displaying leadership with the project team and other interested parties is seen as a vital competence for a project manager. This indicates a person-centric approach of managing a project and is shown in delegation 3
4 of tasks, natural authority and performing award and recognition. Deemer (2010) refers to the project managers job responsibility of Assign the work to team members not needed in Scrum or even in conflict with Scrum Assertiveness According to the ICB3, IPMA (2006) assertiveness is the ability to state your views persuasively and authoritatively.... What has to be avoided in Scrum in combination with this competence is the approach of using this competence to strengthen the Project Managers own authority in the sense of being the one who makes all the decisions. One the other hand the concretion of assertiveness defined as the project manager avoids being led or manipulated by others into taking or recommending decisions not in the interest of the project (IPMA (2006)) is also what Deemer (2010) refers to be fine in Scrum as Help remove blocks that the team is not able to resolve by themselves. The personal interpretation and use of this competence in everyday s life has a major impact on the fact if this competence supports or conflicts with Scrum Efficiency According to the ICB3, IPMA (2006) efficiency is the ability to use time and resources cost-effectively to produce the agreed deliverables and fulfil interested parties expectations. Efficiency in the sense of extent to which time is well used for the intended task is definitely a needed competence for a Scrum Master. But in the adequate behaviours defined in the ICB3, IPMA (2006) the project manager is responsible for managing the efficiency in the way that the tasks are planned, delegated, monitored and resource-optimized. The Scrum Master is not responsible for planning the project and delegating the tasks. In Scrum organized projects the team is an integrative part of the planning and is self-optimizing using their own resources it is not the Scrum Masters task to manage the team or to decide which works needs to be done (Deemer (2010)) Reliability According to the ICB3, IPMA (2006) reliability means delivering what you have said you will to the time and quality agreed within the project specification. Reliability is a key competence in project management covering responsibility and consistency. According to the adequate behaviours to this competence there is one important sentence, which indicates a difference to Scrum. According to the ICB3, IPMA (2006) the project manager feels responsible for project success on behalf of all the interested parties. This could be interpreted in the way the project manager is the project (- >ICB) vs the project team is the project (->Scrum). The ICB often refers to the project team and the team is clearly a key party in the ICB approach but more in the sense of to be managed than in the sense of being self-organized. Leadership (2.01) is the competence, which contradicts Scrum values the most. The competences 2.04, 2.09 and 2.13 are not per definition incompatible with Scrum but in combination and close connection to Leadership it is necessary to adapt them. Nevertheless, as stated by Aguanno (2009) -the PM role (when done properly) pretty much covers the job of a Scrum Master. The vast majority of the IPMA behavioural competences fairly support the Scrum idea. Figure 3: Closeness of IPMA behavioural competences according to ICB3 with respect to Scrum 4
5 6. Conclusions The 15 behavioural competences are an excellent and valuable basis for bridging IPMA and Scrum. The main difference between Project Managers and Scrum Masters seems to be in managing a process by one person versus managing a process in a team-centric way. Managing a project via a central person-approach needs competences like leadership and assertiveness in a much stronger sense than in a team-centric approach. Competences of the ICB3, IPMA (2006) that are forcing leadership and connected skills are therefore to be reflected upon and adapted before acting as a Scrum Master. Values are key. Applying most of the behavioural competences of the ICB3, IPMA (2006), with Scrum values in mind and the awareness of subtle difference would enable a project manager to become a successful Scrum Master. Additionally, the Product Owner also performs many tasks of a project manager. Thus the role of a Product Owner could also be a good fit for a project manager. In the ICB3, the IPMA has shown that behavioural competences are as valuable as technical and contextual competences. The guideline that is provided for project managers is very valuable. During our research for this work, we have not found an equivalent for the Scrum roles. By investigating this topic further, the IPMA could further engage with the agile and Scrum community and offer complementary insights and practices. 7. References Aguanno, Kevin, (2009), Project Managers vs. Scrum Masters; Agile Project Management Matures, Online: Barry, Timothy, (2009), Top 10 Qualities of a Project Manager, Online: Deemer, Pete, (2010), Manager 2.0: The Role of the Manager in Scrum, InfoQ, July 23rd, Online: Gfrörer, Stefan G., (2009), PMP & CSM: Was ein Scrum Master vom Projectmanagement Professional lernen kann!? (und vice versa!?), Online: GAPPS - Global Alliance for Project Performance Standards, (2010), Mapping ICB3.0 to GAPPS standards, Online: Grant, Lisa A., (2010), How Does a Scrum Master Compare to a Project Manager?, PMI Community Post, March 26, Online: Master-Compare-To-PM.html IPMA, (2006), ICB IPMA Compentence Baseline Version 3.0, International Project Management Association, Online: Kerth, Norman, (2001), Project Retrospectives: A Handbook for Team Reviews, Dorset House Publishing Company, Incorporated, February Loeser, Anne, (2006), Project Management and Scrum A Side by Side Comparison, October Online: Raschka, Wolfgang, (2009), Combined certification IPMA PM@Siemens. Online: Schwaber, Ken, (2004), Agile Project Management with Scrum, Microsoft Press. Redmond, Washington, Schwaber, Ken and Sutherland, Jeff, (2010), The Scrum Guide, scrum.org, February Online: Sommer, Dennis, (2008), The next Generation Project Manager, Online: Strickler, Jon, (2008), Project Manager to Scrum Master, April 17, Online: Watson, Jeff, (2010), Project Manager, Scrum Master, or are they one in the same?, Discussion on LinkedIn, Online: 5
6 8. Appendix A Relating Leadership Behavioural Patterns The ICB3, IPMA (2006), contains for each competence also behavioural patterns for a project manager. Table 1 lists the recommended behavioural patterns for the competence 2.01 Leadership of a project manager and relates those to the required behaviour of a Scrum Master. Adequate Behaviours for a Project Manager Can delegate tasks, has confidence in others and coaches them to develop and live up to others expectations Has a vision, expresses it very clearly, supports it well and brings it to life Has natural authority, people listen to him and have confidence in him Delegates SMART (Specific, measurable, achievable, realistic, time-bound) work packages appropriate to a team member s capabilities and gives them the freedom to do it their way Is a skilled moderator Combines power and charisma Is inspiring, makes people proud to work with him Knows how to reward and take corrective action in ways acceptable to the team members Takes total responsibility, delegates responsibilities and tasks accordingly Secures the project s objectives and protects team members in negotiating changes Controls team members behaviour in a conscious and constructive way, has discipline and allows time for communication Engages the team members in decisions or has valid reasons for making decisions alone Adopts a leadership style appropriate to the specific team and work situation, is open to feedback Acts as an example and is acknowledged as a leader in the team and by other interested parties Acts and speaks calmly, formulates responses well and with authority Keeps calm during a crisis, avoids visible panic Relation to a Scrum Master Does not delegate, however, has confidence in others and coaches them Product Owner w.r.t. the product, Scrum Team w.r.t. the way of doing the work It depends, what authority means here. people listen to him and have confidence in him Does not delegate work packages, however, gives them the freedom to do it their way Needs to be a skilled moderator and facilitator Does not have power though charisma is helpful. Is inspiring, makes people proud to work with him is helpful. Does not reward nor takes corrective action. Helps the team to find corrective actions. Not applicable. Supports the team and Product Owner in fulfilling their responsibilities Partly applicable. Protects the team members when negotiating changes demanded by the Product Owner Does not control behaviour. Acts like a mirror to enable the team members to control their behaviour. Facilitates communication. Does not make decisions alone but engages the team members to make decisions Is open to feedback and provides feedback to the team members. Acts as an example is a good behaviour for a Scrum Master. Behaviour helps a Scrum Master Behaviour supports a Scrum Master Table 1: Relating behavioural patterns of leadership of a project manager and Scrum Master 6
Scrum Master <TBA> Sydney, Australia Scrum Team. <TBA- Delivery Manager/PMO> Nil Full Time
JOB DESCRIPTION Position Title: Marketed Title: Business Unit: Location: Accountable for Value Delivery to: Reports To Role: Direct Reports: Status: Scrum Master Scrum Master Sydney, Australia Scrum
More information1. Lean, Agile, and Scrum Values and Principles 1.1. describe Scrum s relationship to the Agile Manifesto.
Scrum Master Exam Prep Course (2 Days) Detailed Learning Objectives 1. Lean, Agile, and Scrum Values and Principles 1.1. describe Scrum s relationship to the Agile Manifesto. Scrum Theory 1.2. define empirical
More informationGlobal Certifying Authority for Scrum and Agile Professionals
Global Certifying Authority for Scrum and Agile Professionals SCRUM is an iterative and incremental agile framework for managing complex projects. A scrum (short for scrummage) is a method of restarting
More informationGlobal Certifying Authority for Scrum and Agile Professionals. Authorized Training Partner
Global Certifying Authority for Scrum and Agile Professionals Authorized Training Partner SCRUM is an iterative and incremental agile framework for managing complex projects. A scrum (short for scrummage)
More informationThe Scrum Guide. The Definitive Guide to Scrum: The Rules of the Game. October Developed and sustained by Ken Schwaber and Jeff Sutherland
The Scrum Guide The Definitive Guide to Scrum: The Rules of the Game October 2011 Developed and sustained by Ken Schwaber and Jeff Sutherland Table of Contents Purpose of the Scrum Guide... 3 Scrum Overview...
More informationSLIDES LINK -> PROJEKTOWANIE OPROGRAMOWANIA SYSTEMÓW
SLIDES LINK HTTPS://SOUND.ETI.PG.GDA.PL/STUDENT/MATERIALY.HTML -> PROJEKTOWANIE OPROGRAMOWANIA SYSTEMÓW ON THE PREVIOUS LECTURE SPECIFICATION TYPES UNIFIED MODELING LANGUAGE WATERFALL MODEL AGENDA HISTORY
More informationYour Essential Guide to Scrum Project Management
Your Essential Guide to Scrum Project Management Contents What is Scrum? 3 7 Benefits of Using Scrum 5 Agile & Scrum 6 How does Scrum Work? The Scrum Cycle 7 How Does Scrum Work? Elements 8 How Does Scrum
More informationAgile Roles and Responsibilities
Agile Roles and Responsibilities Leah Burman SPC4, CSM, CSPO, CSP-SM, CSP-PO leah.burman@collabraspace.com 21 September 2018 Leah Burman SPC4, CSM, CSPO, CSP-SM, CSP-PO 9+ years agile experience Java software
More informationThe Scrum Guide. The Definitive Guide to Scrum: The Rules of the Game. July Developed and sustained by Ken Schwaber and Jeff Sutherland
The Scrum Guide The Definitive Guide to Scrum: The Rules of the Game July 2013 Developed and sustained by Ken Schwaber and Jeff Sutherland Table of Contents Purpose of the Scrum Guide... 3 Definition of
More informationPSM I PROFESSIONAL SCRUM MASTER
PSM I PROFESSIONAL SCRUM MASTER 1 Upon What kind of process control is SCRUM based? a) IDEAL b) SCRUM enterprise c) Empirical d) Agile 2 If burndown charts are used to visualize progress, what do they
More informationAgile I m a Scrum Master, How Do I Facilitate Team Engagement for Success? AGILE WEBINAR
Agile I m a Scrum Master, How Do I Facilitate Team Engagement for Success? AGILE WEBINAR Things to know All participants will be on mute Questions are welcome Use the question box to ask questions PM and
More informationAgile project management with scrum
Agile project management with scrum CS 236503 Dr. Oren Mishali Based on the book Agile Project Management with Scrum Overview of the Scrum process The following slides give an overview of the Scrum process,
More informationScrum Portfolio jumshat.com
Scrum Portfolio jumshat.com SCRUM is an iterative and incremental agile framework for managing complex projects. A scrum (short for scrummage) is a method of restarting play in rugby football. SCRUM Scrum
More informationEXIN Agile Scrum Master
EXIN Agile Scrum Master Preparation Guide Edition 201708 Copyright EXIN Holding B.V. 2017. All rights reserved. EXIN is a registered trademark. No part of this publication may be published, reproduced,
More informationCreative Commons License Attribution
Creative Commons License Attribution This is a derivative work by Kate Terlecka based on the Scrum Guide 2015 by Scrum.Org and ScrumInc, available at http://scrumguides.org. Offered for license under the
More informationCSM Pre-Test. 3) Who is responsible for achieving a Sprint Goal? A) ScrumMaster B) Product Owner C) Project Manager D) Scrum Development Team
CSM Pre-Test 1) According to Agile development principles, the primary measure of progress is... A) largely subjective. B) working software. C) lines of code. D) a comparison of estimates to actuals. 2)
More informationAgile Methodology (Scrum Approach)
Agile Methodology (Scrum Approach) Scrum is a team of eight individuals in Rugby. Everyone in the pack acts as one with everyone else, to move the ball down the field in small incremental steps. Teams
More informationSoftware Engineering. M Umair.
Software Engineering M Umair www.m-umair.com Advantages of Agile Change is embraced With shorter planning cycles, it s easy to accommodate and accept changes at any time during the project. There is always
More informationKick me. Kicking ScrumBut. Rowan Bunning. Certified Scrum Trainer Software WithStyle
Kick me Kicking ScrumBut Rowan Bunning Certified Scrum Trainer Software WithStyle There are pitfalls on the journey How can we help each other to avoid them? ScrumBut ScrumButs are reasons why you can
More informationFlock Theory, Applied (To Scrum)
Flock Theory, Applied (To Scrum) James Brett James.brett@ScrumMaster.com.au www.scrummaster.com.au February 2009 Contents CONTENTS... 2 INTRODUCTION... 3 WHAT IS FLOCK THEORY?... 4 DISTANCE OPTIMIZATION...
More informationScrum Guide Revision
November 2017 Scrum Guide Revision Jeff Sutherland Ken Schwaber Introduction Agenda How we have gotten here What has changed in the Scrum Guide Addressing common misconceptions A Little About Scrum Scrum
More informationScrum Cheat Sheet. 1. Definition. 2. Pillars of Scrum. 3. Scum Values. Scrum is a framework within which people can address complex adaptive problems.
Scrum Cheat Sheet 1. Definition Scrum is a framework within which people can address complex adaptive problems. Scrum is not a methodology, a process or a technique. It s a framework. Scrum is founded
More informationHas no formal authority but Coaches the Development Team in self-organization and crossfunctionality
Scrum Master is a servant-leader for the Scrum Team. The Scrum Master helps those outside the Scrum Team understand which of their interactions with the Scrum Team are helpful and which aren t. The Scrum
More informationSCRUM FOUNDATIONS ELEARNING TRANSCRIPT
SCRUM FOUNDATIONS ELEARNING TRANSCRIPT Scrum Theory and Values... 2 Scrum Theory (05:47)...2 Scrum Values...4 Scrum Roles... 5 Cross Functional and Self-Organizing Teams (1:42)...5 Scrum Roles (2:39)...6
More informationA Guide to SCRUMstudy Certifications and Courses SDC SMC SPOC AEC ESM.
A Guide to SCRUMstudy Certifications and Courses SDC SMC SPOC AEC ESM www.com Table of Contents Introduction 3 About SCRUMstudy 3 Why should I pursue SCRUMstudy Certification? 3 SCRUMstudy Certifications
More informationWhat Scrum Is, What Is It Not?
What Scrum Is, What Is It Not? Turku Agile Day 19.3.2009 Petri Heiramo Process Development Manager, Agile Trainer (CST) Two Levels of What / What Not Scrum at an overall level Scrum within Agile project
More informationAre you Agile or Traditional? What Scrum can do for your organisation
Are you Agile or Traditional? What Scrum can do for your organisation Marion Rosner, Scrum Master Pertronic Industries Ltd Friday 6 th March, 2015 Marion.Rosner@Pertronic.co.nz Introduction to the presentation
More informationA Guide to SCRUMstudy Certifications and Courses SDC SMC SPOC AEC ESM.
A Guide to SCRUMstudy Certifications and Courses SDC SMC SPOC AEC ESM www.com Table of Contents Introduction 3 About SCRUMstudy 3 Why should I pursue SCRUMstudy Certification? 3 SCRUMstudy Certifications
More informationAgile Development with Scrum V 2.1ITC
Agile Development with Scrum Copyright 2008-2009 Evanetics, Inc. All Rights Reserved Copyright 2006-2008 2007-2009 Agile Development Evanetics, with Inc. All Scrum Rights Reserved Page - 1 Student Manual:
More informationAn Agile PM Isn t What You Think Where Does Traditional Project Management Fit in an Agile Project Using Scrum? By Jimi Fosdick
This article originally appeared on Agile Journal on Tuesday, November 17, 2009. To access it online, visit: http://www.agilejournal.com /articles/columns/columnarticles/2507-an-agile-pmisnt-what-you-think-subhead-where-doestraditional-projectmanagement-fit-in-an-agileproject-using-scrum
More informationSCRUM TRAINING WITH CLINTON KEITH
SCRUM TRAINING WITH CLINTON KEITH Congratulations on registering for the upcoming course! This guide, less than 3000 words long, contains a portion of my book Agile Game Development with Scrum, and provides
More informationScrum Master Lessons from My 4 Year Old Son
Scrum Master Lessons from My 4 Year Old Son @ryanripley #Path15 Regardless of what we discover, we understand and truly believe that everyone did the best job they could, given what they knew at the
More informationisqi Scrum Master Pro SCRUM MASTER PRO Syllabus isqi GmbH 2018 Syllabus Page 1 SMP V1.5 Syllabus
SCRUM MASTER PRO isqi GmbH 2018 Page 1 SMP V1.5 The International Software Quality Institute (isqi GmbH), headquartered in Potsdam (DE) with branch offices in Amstelveen (NL), London (UK) and Boston (USA)
More informationAssessment & Certification Overview. About Scrum.org
v 2.0 Assessment & Certification Overview At Scrum.org, we help ensure that individuals understand how to deliver high value software with higher levels of agility using Scrum. To help meet that goal and
More informationBreakout Session Scrum
Breakout Session 4 3-2-1 Scrum 3-2-1 Scrum Felipe Engineer-Manriquez Certified ScrumMaster January 2018 Pulling from the customer We are [owners / designers / other value creators] I m here to learn about
More informationWebinar on Introduction to Scrum and Agile and Training for Scrum Fundamentals Certified (SFC ) Certification
Webinar on Introduction to Scrum and Agile and Training for Scrum Fundamentals Certified (SFC ) Certification Language English support@scrumstudy.com 1. Introduction to Scrum (1 hour) Agenda Benefits for
More informationWhat is Scrum? Scrum is a framework that allows you to create your own lightweight process for developing new products.
Scrum The Essence What is Scrum? Scrum is a framework that allows you to create your own lightweight process for developing new products. Scrum is simple. It can be understood and implemented in a few
More informationIMPLEMENTING SCRUM. PART 1 of 5: KEYS TO SUCCESSFUL CHANGE. Designed by Axosoft, creators of the #1 selling Scrum software.
IMPLEMENTING SCRUM GUIDE PART 1 of 5: KEYS TO SUCCESSFUL CHANGE Designed by Axosoft, creators of the #1 selling Scrum software. A STORY ABOUT NIC AND SKIP I don t understand why Scrum isn t sticking. We
More informationScrum Basics. Prof. Casper Lassenius Aalto University
Scrum Basics Prof. Casper Lassenius Aalto University Goals of This Lecture Teach you Why you need a process for working in your projects Basics of the Scrum process Roles Process steps Terminology After
More informationActionable Tips to Improve Sprint Planning in Scrum
6 Actionable Tips to Improve Sprint Planning in Scrum An ISO 9001:2008 certified company Scrum, as an agile approach to manage software projects, has gained huge importance among software organizations.
More informationInternational Scrum Master Certified (SMC TM )
International Scrum Master Certified (SMC TM ) In-Company 2 Days Classroom Training 2-Hour Online SMC TM Exam A Complete Solution What s Included? Training tailored for 2 days classroom Classroom Access
More informationScrum in a Nutshell Part 2. Nick Shyamani, Norbert Kołakowski, Krzysztof Kosacki, Tomasz Kaczmarek v3.0, last update: September,
Scrum in a Nutshell Part 2 Nick Shyamani, Norbert Kołakowski, Krzysztof Kosacki, Tomasz Kaczmarek v3.0, last update: September, 23 2013 Agenda Scrum pillars & values Roles, Events, Artifacts in details
More informationScrum Master (CM-SMC)
Our goal in CertMind is to certify the skills of professionals who work in the context of Technology. To achieve this, we look for to ensure that professionals demonstrate their skills and knowledge through
More informationBecome a Certified. ScrumMaster. (CSM ) from our 2 full day s intensive. conducted by authorized faculties from Scrum Alliance.
Certified Become a Certified (CSM ) from our 2 full day s intensive training Certified program conducted by authorized faculties from Scrum Alliance. Exclusive Classroom Training by Industry Experts Authorized
More informationEvaluating Scrum in complex organizations (questions per Index)
Evaluating Scrum in complex organizations (questions per Index) 1. Scrum Values and Principles in action (Maximum score 11) When was the last time you used the Scrum Values and Principles in your team?
More informationAgile Software Development. Stefan Balbo
Agile Software Development Stefan Balbo Content Why go Agile? Introduction to Scrum - Process - Roles Agile Estimating and Planning Scaling Scrum Benefits Pitfalls Resources Why go Agile? Development projects
More informationInternational Scrum Master Certified (SMC TM )
International Scrum Master Certified (SMC TM ) 2 Days Classroom Training 2-hour Online SMC TM Exam A Complete Solution What s Included? 2 days classroom Classroom Access to our Examination and based training
More informationActualtests ASF 45q. Number: ASF Passing Score: 800 Time Limit: 120 min File Version: 15.5 ASF. Agile Scrum Foundation
Actualtests ASF 45q Number: ASF Passing Score: 800 Time Limit: 120 min File Version: 15.5 http://www.gratisexam.com/ ASF Agile Scrum Foundation Excellent Questions, I pass with 90% with these questions.
More informationWednesday, April 29, Scrum
Scrum Manifesto for Agile Software Development We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value: Individuals and interactions
More informationWHITE PAPER. Agile / Scrum
WHITE PAPER Agile / Scrum Main character of Scrum is the development via a series of -shortiterations. In Scrum terminology we call these sprints. Introduction In short Scrum is an Agile process that,
More informationCourse Title: Agile Scrum Team Simulation Workshop
Course Title: Agile Scrum Team Simulation Workshop AGL-22B Agile Scrum Simulation Workshop Course ID: AGL-22B Credits: 14 PDUs Course Duration: 2 days (Live in person only) Course Description Agile has
More informationTHE SCRUM GUIDE. illustrated
THE SCRUM GUIDE illustrated Creative Commons License Attribution This is a derivative work by Kate Terlecka based on the Scrum Guide 2016 by Scrum.Org and ScrumInc, available at http://scrumguides.org.
More informationLCI Arizona Community of Practice
LCI Arizona Community of Practice January presentation: Scrum in Design & Construction LEAN CONSTRUCTION INSTITUTE Agenda: Welcome Food Housekeeping Presentation: Scrum in Design & Construction Future
More informationSCRUM artifacts, metrics and their application
SCRUM artifacts, metrics and their application Presenter: Alexandra Ursea, PMP, CSM, CAL1, LeSS Practitioner, BMATH, MEng Facilitator: John Kaldor, PMP, ITIL, BMATH Date: September 14 th, 2017 AGENDA Scrum
More informationSCRUM Agile Project Management
SCRUM Agile Project Management Joint Advanced Student School Maria Belkina Jennifer Schiller Maxim Masunov Vycheslav Filippov April 2006 Agenda Introduction Agile Project Management What is Scrum? History
More informationCopyright , Scrum.org, All Rights Reserved v1.1
State of Scrum 3 12 4 100 Waterfall % 75 50 Agile % 25 0 2001 2003 2005 2007 2009 5 Based on degree of complexity, planning horizon is reduced to one Sprint. This increases predictability and reduces risk.
More informationWorld Wrestling Plan. Our strategy for a stronger future. Round 1:
World Wrestling Plan Our strategy for a stronger future Round 1: 2013-2016 Table of Contents Why a World Wrestling Plan? Page 04 How does the Plan work? Page 07 Phase 1: The International Level Page 08
More informationModule: Scrum Basics. Pete Deemer CPO, Yahoo! India R&D
Module: Scrum Basics Pete Deemer CPO, Yahoo! India R&D Scrum Roles Brief Introduction Product Owner The Team ScrumMaster Determines what should be produced, to maximize ROI for the business Cross-functional
More informationReferences: Hi, License: Feel free to share these questions with anyone, but please do not modify them or remove this message. Enjoy the questions!
Hi, To assist people that we work with in Scrum/Agile courses and coaching assignments, I have developed some Scrum study-questions. The questions can be used to further improve your understanding of what
More informationSteven Spearman. ScrumMaster: Servant or Leader A Guide for New ScrumMasters
1 Steven Spearman ScrumMaster: Servant or Leader A Guide for New ScrumMasters 2 ScrumMaster: Servant or Leader A Guide for New ScrumMasters Steve Spearman Certified Scrum Trainer and Agile Coach PMP, PMI-ACP,
More informationScrumBut. Michael Hall Three Beacons
ScrumBut Michael Hall Three Beacons mike@threebeacons.com 214.783.3936 Fundamental Tenets Of Scrum 2 Scrum Tenet 1: Empiricism Empiricism Make decisions based on observation and experimentation not theory,
More informationThe 2015 State of Scrum Report. How the world is successfully applying the most popular Agile approach to projects
The 2015 State of Scrum Report How the world is successfully applying the most popular Agile approach to projects RELEASED: JULY 2015 EXECUTIVE SUMMARY In February 2015, Scrum Alliance surveyed almost
More informationEX0-008 exin. Number: EX0-008 Passing Score: 800 Time Limit: 120 min.
EX0-008 exin Number: EX0-008 Passing Score: 800 Time Limit: 120 min Exam A QUESTION 1 Which statement describes Release Planning? A. After looking at all the stories in the backlog, the team estimates
More informationChapter 3 - Research Methodology. 3.3 Conceptual framework (Research design)
Chapter 3 - Research Methodology 3.1 Introduction This chapter describes the approach taken for data gathering and analysis. The findings discussed in the Literature Review are used as the basis for developing
More informationA living laboratory on the cutting edge of Enterprise Scrum
Who We Are Sc rumlab A living laboratory on the cutting edge of Enterprise Scrum 2 Angela Johnson Certified Scrum Trainer Chief Change Officer Collaborative Leadership Team Scrum Inc Midwest Partner 22+
More informationThings that can be done to optimize team performance
Chapter 8 The Team In Scrum the job of planning and executing the work belongs solely to the team. The ScrumMaster can guide, advise and inform the Team, but it is the Team s responsibility to manage itself.
More informationThe Kanban Guide for Scrum Teams
The Kanban Guide for Scrum Teams February 2018 Developed and sustained by Scrum.org and Daniel Vacaniti Table of Contents Purpose... 3 Relation to the Scrum Guide... 3 Definition of Kanban... 3 Kanban
More informationPOSITION DESCRIPTION. Park, Pipe and Freeride Manager (Freeski and Snowboard)
Snow Sports NZ is the national organization for all competitive snow sports in New Zealand Our Vision: To be NZ s most inspirational, innovative, exciting and fun sport Our Mission: To lead and support
More information2017 SCRUM GUIDE CHANGES USES OF SCRUM (NEW SECTION) 2017 CONTENT CHANGES AND ADDITIONS
2017 SCRUM GUIDE CHANGES In November 2017, Ken Schwaber and Jeff Sutherland, creators and authors of the Scrum Guide, made updates to the document. The changes, which include the addition of a new section
More informationTotal Cost of Ownership. and Return on Investment
Total Cost of Ownership 1 and Return on Investment Ken.schwaber@scrum.org ROI of Software Products 2 Traditional software accounting only takes the cost of development into account. A more balanced method
More informationMore on Scrum roles. Source: Mike Cohn - Succeeding with Agile Software Development Using Scrum (Addison Wesley, 2010)
More on Scrum roles Source: Mike Cohn - Succeeding with Agile Software Development Using Scrum (Addison Wesley, 2010) 4 Scrum Master Responsible Humble Collaborative Committed Influential Knowledgeable
More informationpsm scrum F2BC6D6728A3DC383C47B4D284BF1755 Psm Scrum 1 / 7
Psm Scrum 1 / 7 2 / 7 3 / 7 Psm Scrum PSM III Assessment. People who have passed PSM III, achieving certification, demonstrate a distinguished level of Scrum mastery. PSM III certificate holders have a
More informationScrum The First Agile Methodology For Managing Product Development Step By Step Agile Scrum Scrum Marketing Scrum Development
Scrum The First Agile Methodology For Managing Product Development Step By Step Agile Scrum Scrum Marketing Scrum Development We have made it easy for you to find a PDF Ebooks without any digging. And
More informationScrum #CPBR5. Feb 11, 2012 Sao Paulo, Brasil.
Scrum Feb 11, 2012 Sao Paulo, Brasil #CPBR5 Carlos.Crosetti@gmail.com 1 Agenda Scope Whai is Scrum Artifacts Scrum Flow Roles Ceremonies Metrics Tips Summary Resources Real life project example (no slide,
More informationAgile & Lean Education Associates. The Daily Scrum. by Richard Dick Carlson. Copyright 2014, Richard Carlson; All Rights Reserved 1
The Daily Scrum by Richard Dick Carlson Copyright 2014, Richard Carlson; All Rights Reserved 1 Introduction Scrum is the most widely-applied Agile approach because it uses simple practices to manage software
More informationEXIN Agile Scrum Foundation
EXIN Agile Scrum Foundation Preparation Guide Edition 201610 Copyright 2016 EXIN All rights reserved. No part of this publication may be published, reproduced, copied or stored in a data processing system
More informationScrum Methodology COSMOS LECTURE SERIES ( ) (ODD) Presentation by: Dr. Amisha Shingala Asst. Professor, Department of MCA SVIT, VASAD.
Sardar Vallabhbhai Patel Institute of Technology (SVIT), Vasad M.C.A. Department COSMOS LECTURE SERIES (2018-19) (ODD) Scrum Methodology Presentation by: Dr. Amisha Shingala Asst. Professor, Department
More informationSoftware Product Development an Approach Using Scrum
www.ijecs.in International Journal Of Engineering And Computer Science ISSN:2319-7242 Volume 2 Issue 9 September 2013 Page No. 2783-2789 Software Product Development an Approach Using Scrum Keywords Vakalanka
More informationHow music streaming giant Spotify stays successful
How music streaming giant Spotify stays successful CASE STUDY - How Spotify developed an alternative management system based on servant leadership, interaction-based learning and adaptability changing
More informationAn Introduction to the Framework for Scaling Scrum A Webcast by Scrum.org
What is Nexus? An Introduction to the Framework for Scaling Scrum A Webcast by Scrum.org Patricia Kong Moderated by Eric Naiburg The Home of Scrum 90% Agile Teams Use Scrum 1,900,000+ Open Assessments
More informationDRAFT FOR DISCUSSION Water Forum Terms of reference: September 2016
Severn Trent Water Forum DRAFT FOR DISCUSSION Water Forum Terms of reference: September 2016 The Water Forum is a multi-stakeholder panel created in 2012 to challenge Severn Trent as it developed its business
More informationRCM CHIEF EXECUTIVE OFFICER & GENERAL SECRETARY Job Description and Person Specification
RCM CHIEF EXECUTIVE OFFICER & GENERAL SECRETARY Job Description and Person Specification PURPOSE AND CONTEXT OF THE ROLE The key purpose of the Chief Executive will be to enhance the RCM s unique position
More informationIntroduction to Scrum
Introduction to Scrum Recorded by Michael James [Existing slide with MJ] Welcome to Module 1 of CollabNet s Scrum Training Series: Introduction to Scrum. This is a brief introduction to topics that are
More informationScrum Dos and Don ts
Scrum Dos and Don ts Dr. Bernd Ulmann 13-NOV-2009 Raven Information Technologies GmbH 1/17 Scrum Dos and Don ts Dr. Bernd Ulmann 13-NOV-2009 It s about common sense! 1. Introduction In 1986 Hirotaka Takeuchi
More informationScrum Master Certification
Scrum Master Certification Professional Scrum Master Training & PSM 1 Exam Preparation Introduction Thank you and congratulations on taking this class, Professional Scrum Master Training & PSM 1 Exam Preparation.
More informationCopyright protected. Use is for Single Users only via a VHP Approved License. For information and printed versions please see
Scrum A Pocket Guide Other publications by Van Haren Publishing Van Haren Publishing (VHP) specializes in titles on Best Practices, methods and standards within four domains: - IT and IT Management - Architecture
More informationThe Agile NBA TM Framework
The Agile NBA TM Framework A Blueprint for Measuring Value, Improving Player IQ and Creating Team Synergy @ Victor Holman 2017. Offered for license under the Attribution Share- Alike license of Creative
More informationGame Production: agile development with Scrum
Game Production: agile development with Scrum Fabiano Dalpiaz f.dalpiaz@uu.nl 1 Copyright and acknowledgement These slides are based upon and extend Mike Cohn s Introduction to Scrum http://www.mountaingoatsoftware.com/presentations/anintroduction-to-scrum
More informationEFFECTIVE DAILY SCRUM PATTERNS. Charles Bradley
EFFECTIVE DAILY SCRUM PATTERNS Charles Bradley Charles Bradley Professional Scrum Trainer, Scrum.org Courses I personally teach: Professional Scrum Foundations(2 days) Professional Scrum Master (2 days)
More informationInternational Scrum Developer Certified (SDC TM )
International Scrum Developer Certified (SDC TM ) In-Company 2 Days Classroom Training 90-minute Online SDC TM Exam A Complete Solution What s Included? Training tailored for 2 days classroom Classroom
More informationCOACHING BLUEPRINT COACHING
COACHING BLUEPRINT COACHING CONTENTS Introduction 05 Netball Australia Coaching Blueprint 06 Coach Development Objectives 10 Implementation Drivers 12 The Netball Coaching Community 13 Coaching Community
More informationScrum Master Guide READ ONLINE
Scrum Master Guide READ ONLINE Scrum Master Certification Training: Participant - This manual contains the slides and exercise for a twoday course which covers the key components of Scrum and addresses
More informationWhy Managers Need Scrum Capturing the Competitive Advantage
Why Managers Need Scrum Capturing the Competitive Advantage Host: Alex Brown Presenter: Jeff Sutherland 2011 Scrum Inc. Agenda Management problems Why are projects late? Get your change for free Make money
More informationLet me take you back 21 years Scrum.org, All Rights Reserved
Let me take you back 21 years 1 The Software Crisis In the 80 s The non linear nature of software development was driving teams mad! By Source, Fair use, https://en.wikipedia.org/w/index.php?curid=1403039
More informationBSAC Strategic Plan. January 2016 December National Governing Body for scuba diving and snorkelling
BSAC Strategic Plan January 2016 December 2020 National Governing Body for scuba diving and snorkelling BSAC Strategic Plan 2016-2020 Purpose: To grow the nation s love of diving Organisational goals:
More informationChapter 2.7 Bylaw sport governance and management
Chapter 2.7 Bylaw sport governance and management 2010 International Paralympic Committee Adenauerallee 212-214 Tel. +49 228 2097-200 www.paralympic.org 53113 Bonn, Germany Fax +49 228 2097-209 info@paralympic.org
More informationA Developmental Approach. To The Soccer Learning Process
A Developmental Approach To The Soccer Learning Process Soccer by definition Soccer is a game played between 2 teams and each team is trying to score more goals than the other team. Soccer games are decided
More informationTHE STATE OF MIND MODEL
2 THE STATE OF MIND MODEL The ScrumMaster should adjust her approach according to the state of the team and the status of the company s Agile adoption. There is a useful model that can help the ScrumMaster
More informationNational Standard for Cycle Training - NSI
National Standard for Cycle Training - NSI The National Standard for cycle training was reviewed and updated in 2012. This introduction sets the revised National Standard into context and presents the
More informationSCRUM ALLIANCE SCRUM FOUNDATIONS LEARNING OBJECTIVES December 2018 by the Scrum Alliance CSP Learning Objectives Committee
SCRUM ALLIANCE SCRUM FOUNDATIONS LEARNING OBJECTIVES December 2018 by the Scrum Alliance CSP Learning Objectives Committee Introduction P U R PO S E This document describes the Learning Objectives (LOs)
More information