Why the idea of a scrum team is so powerful..

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The idea of a team has evolved over the last decade. What started off with a group of people working together to achieve a vague goal under the control of a manager/leader, has in some cases matured where teams are gradually getting more engaged and are aware of the business objectives and are being trusted to get to the finish line.

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The idea of a scrum team presented a new twist to the definition of a team, obviously with its share of discomforts. The thought of a team without a manager, attributes of self organization and self management and emphasis to build trust sounded great but had many heads shaking.

While some organizations have introduced structural changes to embrace 3 scrum roles (Scrum Master, Product Owner, Development team), most organizations are trying to fit the new roles in the context of their current organizational structure or are making a effort to somehow align existing roles to the new ones.

The thought that some existing roles may become redundant can be discomforting and lead to resistance. Some common questions/opinions are highlighted:

  • What about the “other” roles like business analysts, architects, project managers etc..?
  • These people have been with the organization for ever. We can’t let them go.
  • Our product owners are customer facing and have other responsibilities. They cannot be available to the team.
  • A Scrum Master? Who is going to manage the team?
  • Our teams are not mature enough to self organize.

The above questions are clearly indicative of the lack of understanding of the roles and the fact that the organization is focussed on individual roles and not the overarching impact of the roles.

The intent behind the idea of a scrum team was to bring all aspects of product development (business/product, engineering and process) together in order to realize the end goal. While the simplicity of the framework makes it acceptable, the roles continue to operate in isolation and be looked as “speciality driven”. To simplify, Product Managers assume that the responsibility of development team is to implement their ideas only.

As I went around coaching many organizations, I have always made a focussed effort to communicate the attributes of a successful and high performing scrum team, and the attributes that make the idea of a scrum team so powerful. Here are some key attributes that distinguish the great scrum teams from the good ones:

Screen Shot 2017-08-31 at 3.01.06 PMInclusiveness – Scrum teams works best in a inclusive environment. This means that while every individual might have a set of responsibilities that come with his/her role, what creates a big impact is how these roles come together and contribute to the overall success of the product. The idea that only Product Managers are responsible for product strategy, analysis and business decisions and development team implements the decisions made the manager defeats the purpose of a scrum team. In my experience, teams that have been able to achieve the highest level of productivity and created seriously innovative and disruptive products are the ones where these roles collaborate and engage on a day to day basis.

No culture can live if it attempts to be exclusive

Mahatma Gandhi

 For example; the complexity and the time taken to implement a functionality can negate the value of the feature. This information from the development team can impact the priority of the items in the backlog and help the Product Manager make better decisions. So, the idea of a collaborative team that embraces the scrum practices as intended can have a positive impact on the business value produced and accelerate the time take to do so.

For a patient at a hospital going through a surgical procedure involving doctors from a variety of specializations, each doctor constantly provides inputs to others to make sure that every aspect of the patient’s health is known to reduce risks and keep focus on patient’s recovery. Each one is included to achieve the end goal.

Alignment – can go a long way in defining the interest of scrum team members. Often, team members have a very narrow focus on the immediate tasks at hand and lack clarity of the business goals and objectives. Creating alignment is a critical aspect for a scrum team.

Alignment is a practice, not a state.

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Alignment is critical both at the business and process level and the scrum framework provides practices to help create the alignment through the empirical process control. The scrum team exists so that product, engineering and process can tweak things to stay on course to achieve desired outcome.

Talking about alignment, US and India launched their respective missions to Mars about a year ago. A very big part of the journey to Mars that lasts about a year to complete is to adjust the trajectory of the space vehicle to aligned with the ultimate goal (red planet). This requires various teams handling a multitude of functions to work in complete collaboration and constantly align the vehicle to ensure that the vehicle does not go off course. Any kind of misalignment can have catastrophic results.

Passion  – Alignment creates passion. Once every member of the team is aligned with the end goal of the product with clarity about what defines product success, they contribute in their unique way using their skills to make it big and successful.

Unfortunately, team members work in silos either unaware of the end goal to be achieved or are just not allowed to create impact outside their territory.  There is no focused intent to leverage the team’s creativity, skills or knowledge to drive decisions.

A great leader’s courage to fulfill his vision comes from passion, not position.”

John Maxwell

Time and again companies like Amazon and Google have shared instances where teams were able to come up with innovative solutions just by understanding a problem, doing some experimentation and adapting to feedback and these are the people who feel passionate about what they do. The intent of a scrum team is to create this combined passion for what is expected to be achieved.

Delight – The term delight is often associated with customers but it holds equal importance when it comes to the team we work with. The question one may ask “so how do we delight the team?”. As humans we get a sense of delight from small gestures from people around us. These can include writing a note of gratitude for all they do for the team and the project, engaging in activities to familiarize with the ups and downs of their lives or by just acknowledging what they do as a member of the team.

There is no delight in owning anything unshared

Seneca the younger

When a team comes together to achieve a common purpose and hold each other accountable for the collective success, delight happens. Acts of support, trust, belief, respect, openness result in a overall delightful environment and experience.

Click here to read about an experiment conducted by Thalia Wheatley called impact design to evaluate a delightful experience.

Celebrate – A unique attribute of scrum teams is their ability to celebrate success and failure. The cause of a success or failure is never attributed an individual but the whole team.

“Each day offers a reason to celebrate. Find it and experience true bliss.”

Amy Leigh Mercree

The important aspect of celebration in this case is that the celebration should become part of the team culture. Celebrations should happen frequently, for the whole team and in a way such that it leaves a lasting impact of the team members.

Conclusion: As organizations embrace the scrum team idea, the thought process needs to go beyond the need, skills and title of a role. Instead the focus needs to be towards creating an environment where unique skills are coming together to achieve a common goal in a inclusive environment where there is passion, alignment and celebrations and delight is not just for customer but for every member of the team.

 

My recent podcast on the future of Scrum Master role

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In this recent podcast, you can watch me in conversation with Samir Penkar on the topic of “The future of Scrum Master role”. This is part of Samir’s recent research study.

Add your voice to this research study:
https://futureofprojectmanagement.com/2017/01/26/future-of-scrum-master-research-study/

 

When a plumber gave a crash course in consulting

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Source: rlmconsulting.be

 

The idea of consulting is typically associated with an individual with certain specialized skills that makes him an expert in an area. While the term “consultant” is generally associated with high profile areas of specialization, other kind of areas fit rather well into the definition of a consultant.

A close friend was recently sharing his experience where he needed to call in a plumber to a fix a leak behind a wall, however; he also went about researching the internet about how to solve the problem. Not to mention he used certain keywords while searching like “cheap ways”, “quick ways” and some more. He also searched for specific information about how plumbers have a tendency to exaggerate the problem towards generating a high margin. As it was time for the plumber to arrive, he was ready with how the problem should be fixed, what tools would be needed, how he would ensure that the fix was successful and steps he would take to shield himself from getting ripped.

screen-shot-2017-02-28-at-11-19-47-amThe plumber who seemed like a master in his trade had other thoughts. He was quick to diagnose the problem and suggest the fix which obviously was different from what my friend was expecting. During this period, the plumber was patiently listening to all the research that was done. There was some back and forth and the plumber left without fixing the problem.

Human mind is constantly engaged in the activity of forming opinions about people, society, profession etc. We try to appear smart, knowledgeable and experienced in the most unknown territories. This isn’t necessarily because every human knows everything but because we feel uncomfortable with how the person in front of us will perceive us if we said “I don’t know”. At the same time, this behavior does change in situations when the outcome has a higher degree of risk involved. For example, talking to a doctor about a possible fix to an ailment, we tend to trust the doctor to make the right decision with the end objective of a successful and full recovery. We do not even want to confront the doctor if what our research suggests is otherwise.

While organizations like to have control over what and how consultants solve problems, consultants needs to exhibit certain characteristics and ethics to justify the value for the price paid. Below are some characteristics that identify great consultants from the rest:

  • Listen – A consultant’s first strategy to build confidence is by listening and paying close attention. The 5 stages of listening (receiving, understanding, evaluating, remembering, and responding) supported by active listening (a technique that required the listener to provide feedback of what he or she hears to the speaker) help in empathizing with the situation and subsequently providing solutions or asking relevant questions.
  • Comfortable saying “No” – The fact that consultants are experts in their field gives them a upper hand in making recommendations that are based on skills, knowledge and experience. This also implies that addressing the problem in hand using the right means takes precedence over other measurements including doing things a certain way to keep the client happy. As an expert, a consultant should feel comfortable to disagree with the customer and provide evidence to support it.
  • Align strategic goals and measurements of success – Engagement of a consultant suggests that a certain expertise is needed in order to address a problem which the organization is unable to address by itself. In such a scenario, it becomes vital to understand the strategic goal behind engaging a consultant and the measurements of success both long term and short term. Often these discussions never take place and consultants are asked to follow orders and paint a picture that is expected.
  • Challenge and persist – Great consultants don’t give up. They accept frictions, unforeseen circumstances and negative feedback, they learn from them and they move on. They will analyze and learn from every setback in order to prevent it from happening again.
  • Do not get ahead of yourself – Being a consultant in a specific area does not mean that one works on the same set of problems. For example; the symptoms for the doctor to diagnose a problem can vary from patient to patient. A doctor cannot afford to assume that the second patient has the same problem as the first one given that the symptoms are same. Think and assess before giving a reference to how you faced similar challenges in the past and how they were addressed. Assessment of the problem along with creative thinking should happen before influencing the solution approach.
  • Expose problems and facilitate solutions – Consulting done by providing immediate solutions to problems is done with an intention of creating dependency. A great consultant refrains from providing solutions and instead helps in exposing problems so the organization can solve the problem itself. It is impractical for a consultant to get into a problem solving mode having been with the organization for a short period of time. Instead, a great consultant will use enquiry and facilitate conversations to expose problems so organizations can find the best possible solution(s).
  • Have a exit strategy – A consultant needs to have a well defined exit strategy which should be looked at all along the duration of the engagement. Exit can be a result of a successful solution of a problem or completion of the engagement or a realization where the consultant cannot fathom the value to be added. Either way, exit at the right time goes a long way in building trust with the customer and ensuring a long term relationship. As it a said, the greatest measurement is success if by how soon a consultant can work him/herself out of a job leaving behind a organization that is self sufficient.
  • Maintain transparency – Consultants need to feel comfortable sharing both the good and bad news. Consultants are bought in for a reason that things are not working in the first place. Given the high rates consultants get paid, some consultants refrain from or delay sharing bad news with the client assuming they will address the problem without bringing it to the notice of the customer. The fact is that most issues exposed sooner than later. Consultants should establish transparency as the key criteria of their relationship with the customer right at the start of the engagement. If this is done, a bad news will not come as a surprise for the customer and will only help in building trust and ensure ongoing collaboration in addressing issues and risks.
  • Accept you don’t know it all – Not knowing everything is normal, however; accepting that I do not know everything is difficult. No matter how experienced or qualified a consultant is, s/he will run into situations where the consultant might not have a opinion or an answer. This isn’t necessarily bad news. Acknowledging that I do not know something and then making an effort to research the solution elevates the relationship and provides opportunity to learn something new.

Consulting in the area of business, technology and other recent areas of innovation has forced other business like staffing to get into the consulting fold. Individuals and so called consulting organizations have started using the term rather loosely. While this has resulted in smoke around who consultants are what they do, it is important that consultants practice the above characteristics to bring some credibility back to the professional of consulting and help organization realize the benefits of value consultants offer.

If you are a consultant who exhibits a characteristic not captured here, I would love to hear from you. Please leave a comment below. Happy Consulting..