Search

Series List Filter

How Not to be Agile – Daily Stand-Up/Scrum

IntroductionHello and welcome to this, the fifth article in the series ‘How Not to be Agile’‘How Not to be Agile’ may seem a strange title for blogs about how good Agile is.  What I intend to do over this series of articles is to share with you the misinterpretations, omissions, and mistakes that people make that significantly reduce the potential benefits when an organisation, or part of it, embark on an Agile Transformation.In this article, I will cover some of the misunderstandings and malpractices that I have come across to do with the daily stand-up event; all the Agile frameworks use the term ‘daily stand-up’ for the event except Scrum which calls it a ‘daily Scrum’.As I said before, it is the content and management of the daily stand-up that is important; call the event what you like.I will start with a description of the daily stand-up and then give examples of what can go wrong.Importance of Daily Stand-Up Meetings in ScrumThe concept of a daily stand-up was first introduced to the Agile community by the Scrum framework and has since been adopted by all other Agile frameworks.The idea behind a daily stand-up is to give the whole development team an opportunity to see what has been happening in the development timebox since the previous stand-up, what is planned to be done before the next stand-up and to state any problems that they may be having.The development team uses the daily Scrum stand-up to inspect progress toward meeting the development timebox goal and the likelihood that the development timebox MVP will be met.This is recommended to be done by each team member answering 3 questions:What have I been doing since the last stand-up?What do I plan to do before the next stand-up?What blocks/impediments/issues/problems am I having?Developments over time to the daily Scrum meeting process include:Carrying out the stand-up in front of the Team Board and updating it as necessaryUsing video-conferencing and a shared, electronic Team Board for distributed teamsAdding questions such as:Has anyone given me a requirement change request?Have I learned anything about this product development that I think everyone should know about?Do I have any worries about how the team is progressing?The Scrum Guide states that the daily stand-up should take no more than 15 minutes; the Agile Project Framework suggests that normally the daily Scrum stand-up should not last more than 15 minutes but also suggests that 2 minutes per participant + 2 minutes is a good guide; for a team of 9 members this would equate to 20 minutes.If there are any ‘matters arising’ from the daily stand-up, most teams will delay discussion until after the stand-up is finished and then only those that are needed for the discussion stay behind; the rest go back to work.What the Daily Scrum Meeting is Not?During early Agile transitions it is ‘tempting’ for the management to ‘watch’ the development team closely and the daily stand-up turns into a ‘reporting progress to management’ session.This is NOT what the daily stand-up is for and all attempts to turn it into one must be resisted.An Alternative to Daily Stand-Up processThe Kanban framework and other lean process practitioners realised that the ‘standard’ 3 questions above are not really relevant because people just need to take a look at the Scrum Board (kanban) to see what they did recently and what they will do the next; remember the use of a Team Board is not ‘mandatory’ in most of the Agile frameworks but it would be unusual for a team not to use one, whether a physical board or an electronic one.                                                                     Figure 1 - Physical Team Board Example                                                                                             Figure 2 - Electronic Team Board Example So, here are the questions that a Kanban user answers:What is impeding us?Assuming, that the meetings take place in front of the board, there isn't even a need to discuss what items are impeded (since this will be visible on the board).  Therefore, all there is to focus on, is the possible and the best solutions to the problematic items.What's the flow like?Because Kanban is all about the workflow, what should be discussed at this point are any possible changes that the team can make in order to make the flow even smoother and efficient.  Also, should there be any bottlenecks, the daily stand-up is the right time to work on their best resolution.What can we improve? (how to achieve Kaizen?)This is a question is the means by which the entire team is empowered to strive for constant improvement; by allowing for the change suggestions to come from anyone in the team, there is a big chance of success.Effectively, the Kanban Framework incorporates every day what other frameworks do in the Retrospective.Whatever Agile framework that you use, if you adopt a Kanban style Team Board, you may want to use the Kanban questions during your daily stand-ups.Who Should Attend the Daily Stand-Up?It is important that all of the development team, both full and part-time, and the Agile Project Manager/Scrum Master attend the daily stand-up:The whole development team needs to be there because all team members need to be aware of what is happening in the development timebox, state any problems that they may be having and potentially offer help to other team members who may have problems.The Agile Project Manager/Scrum Master needs to be there as the Risk and Issue Manager to listen to the problems that any team members may have.The daily stand-up should be run by the development team although, in some organisations, the Agile Project Manager/Scrum Master runs the event.Other people outside of the Development Team are ‘welcome’ to attend daily Scrum meeting but are not allowed to speak; they are only there to observe the process.When Should the Daily Stand-Up Take Place?One of the tenets of all Agile frameworks is to have a cadence or ‘heartbeat’; events should be scheduled on the same day, time, and place for the whole product development time.It is strongly recommended that the daily stand-up should be scheduled to take place in the same place at the same time every working day.Case Study 1:In several organisations that I have coached in, when I arrived, the daily stand-ups were taking upwards of 30 mins; this was because:There was a detailed discussion between 1 or 2 team members about some topic or otherOne or two members were overly verbose in their explanation of what they had done and what they were going to doIn all cases, the majority of other team members were not interested in the details of the conversations or another’s work; some used the ‘wasting my time’ reason to avoid attending the daily-stand-ups.In one organisation, I was teaching an Agile class and on day 2, 3 delegates turned up 1 hour late for a 9am start.  I asked, politely, if they had a problem attending on time and was told that they had to attend their team’s daily stand-up; a laudable reason.  When I asked what time their team’s daily stand-up started I was told 9am; the event had taken 50 minutes!What was worse was that one of the delegates was supposed to be the Scrum Master for the development!Lessons:Don’t start Agile product Development without the Agile PM/Scrum Master having had at least 2 days of training on the Agile framework that they should be usingWhoever is running the daily stand-up, do not allow:Detailed explanations of work done or planned to be doneDetailed discussions of points between 1 or 2 team membersMatters will arise during the daily stand-up but discussion of these must be held over until the daily stand-up has finishedIf a team member says they have an impediment and it can be solved in about 15 seconds, then that is OK; for example, a team member may say:“ I cannot get hold of person XYZ to get the information I need”Another team member may have had the same problem in the past and may say something like:“He/she never answers the phone during the morning; call him/her after 2 pm”Case Study 2:For one engagement that I was working on, the Development Team was dispersed in 5 locations in 3 different time zones.  I noticed that one team member in another location never attended the daily stand-up; the Scrum Master obtained the answer to the 3 questions later in the day over the phone.I asked the Scrum Master why this was so and he told me that the person was in a time zone 1 hour behind the main team and had travelling difficulties getting into work for the daily stand-up time.I asked when the team member could ‘guarantee’ getting into work and would there be any problem moving the daily stand-up time.  It transpired that the time of the daily stand-up could be moved to suit the team member without inconveniencing any of the other team members.LessonsThe time for the daily stand-up should be set when all development team members have a good chance of attending; this is important for geographically dispersed teams.The Scrum Master gathering daily stand-up information after the event wastes his/her time and the rest of the team miss the opportunity to have all the information that they needCase Study 3: There have been 3 occasions when time zones  played an important part in choosing when the daily stand-up should be held:The main team was in Tokyo, there was a sub-team in Beijing, the ‘customer’ was in San Diego and management was in Helsinki; this was the first Agile product development for this team although other teams in the organization had transitioned.Although it is not normal for the customer or management to attend the daily stand-up, in this case, both the customer and management wanted to attend to make sure that the team were ‘on the right track’; the fact that I had trained the main team hadn’t given the management sufficient confidence!But the time zone differences made it difficult to choose an appropriate team for all attendees.Because there were only 1 customer and 1 manager who wanted to join the stand-up, it was decided to hold the stand-up at 1pm Tokyo time to inconvenience the main and sub-teams the least; for the customer in San Diego it was 11pm and for the manager in Helsinki it was 5am.We ran like this for 1 week after which both the customer and manager decided that they were happy with the way the main team and sub-team were operating.The Development Team were in Cebu, Philippines, and the Product Owner was in Duluth, USA; the Product Owner wanted a daily update on how the requirements were being implemented.There was no overlap in the work times of the different time zones so it was decided that the Scrum Master would start work at 1pm Cebu time, the daily stand-up would be run at 2pm Cebu time and the Scrum Master would update the Product Owner at 9pm Cebu time, 8am Duluth time.The majority of the team were in Dundee, Scotland with a few team members in Hyderabad, India.In this case, there was a 3.5 hour overlap in the work times of the different time zones so it was decided to run the daily stand-up at 10am Dundee time and 3:30pm Hyderabad time.Lessons:Although this Case Study does not demonstrate anti-Agile behaviour, it is worth noting the following lessons:When deciding a time to run the daily stand-up, the time should be set to inconvenience the development team members as little as possible; other people must choose whether their attendance during ‘unsocial hours’ is worth it to themselves.The Agile PM/Scrum Master does not have to work the same hours as the rest of the development team in the same time zone; it does depend on whether the Agile PM/Scrum Master is prepared to work ‘unsocial hours’.Where work times overlap across time zones, ensure that the time to run the daily stand-up is within the work times of all time zones. Case Study 4:I was coaching a team that was in the early stages of an Agile transformation and the team members had picked up the basics well; the daily stand-ups were running well with some good banter and team member help being offered freely.During one stand-up, I noticed a marked lack of relaxation amongst the team members when speaking and their heads were down most of the time.I asked the Scrum Master if he knew the reason for the change of atmosphere and she said that she had expected something like it but not quite so marked.There had been a manager attending for the first time; this manager had a reputation for being a bit ‘old school’; “do as I say and no arguments”.After confirming with the team members that they had felt intimidated, I researched the manager and discovered that he headed a department that was just starting to try Agile; the manager had attended the stand-up just to see how it worked and had had no intention of ‘interfering’ or making any opinions about the team members.I asked if he would like me to coach ‘his’ team through their early Agile events; he accepted and I invited him to attend all the events as an observer.After each event, I mentored the manager about his opinion of what went on.  He had a few questions about ‘why this’ and ‘why that’ and I was able to answer his questions to his satisfaction.I asked ‘his’ team members what they thought of having the manager at their events and they said that they had had some trepidation at first but after they could see that he had been there to learn and had not lived up to his previous reputation, they became quite comfortable with the manager’s presence.I told the members of the original team of this apparent change to the manager’s ‘personality and asked if he could attend the next daily stand-up; they agreed and the next stand-up with the manager present went as ‘normal’.Lessons:If there is a change of demeanour of any individual or several team members, investigate the reason; it is most probably an impediment to smooth team running.The Scrum Master could have just asked the manager not to attend anymore but given the manager’s perceived reputation, that would have taxed the Scrum Master’s diplomacy skills.By engaging with the manager, it was possible to shift his ‘old school’ manner to one that understood Agile and could cooperatively support it.ConclusionThe ‘mechanics’ of the daily stand-up are relatively straightforward if the rules of the Daily Scrum are followed strictly in a daily routine. Collated below are the best practices while implementing daily Scrum:All development team members must attend, both full and part-time members.The time and place for the daily stand-up should be chosen to give the least inconvenience to the development team members.Geographically dispersed teams can run daily stand-ups using video-conferencing and shared desktop facilities.The questions to be answered by development team members should be adjusted to suit the type of Team Board being used.Non-development team members are welcome to attend daily stand-ups but are not allowed to speak.If the attendance at a daily stand-up of a non-development team member is considered to ‘intimidate’ one or more team members, this is an impediment and the resolution must be sought.
Rated 4.5/5 based on 11 customer reviews

How Not to be Agile – Daily Stand-Up/Scrum

3752
  • by Steve Ash
  • 05th Nov, 2018
  • Last updated on 06th Mar, 2019
  • 18 mins read
How Not to be Agile – Daily Stand-Up/Scrum

Introduction

Hello and welcome to this, the fifth article in the series ‘How Not to be Agile’

‘How Not to be Agile’ may seem a strange title for blogs about how good Agile is.  What I intend to do over this series of articles is to share with you the misinterpretations, omissions, and mistakes that people make that significantly reduce the potential benefits when an organisation, or part of it, embark on an Agile Transformation.

In this article, I will cover some of the misunderstandings and malpractices that I have come across to do with the daily stand-up event; all the Agile frameworks use the term ‘daily stand-up’ for the event except Scrum which calls it a ‘daily Scrum’.

As I said before, it is the content and management of the daily stand-up that is important; call the event what you like.

I will start with a description of the daily stand-up and then give examples of what can go wrong.

Importance of Daily Stand-Up Meetings in Scrum

Daily Stand-Up Meetings in Scrum

The concept of a daily stand-up was first introduced to the Agile community by the Scrum framework and has since been adopted by all other Agile frameworks.

The idea behind a daily stand-up is to give the whole development team an opportunity to see what has been happening in the development timebox since the previous stand-up, what is planned to be done before the next stand-up and to state any problems that they may be having.

The development team uses the daily Scrum stand-up to inspect progress toward meeting the development timebox goal and the likelihood that the development timebox MVP will be met.

This is recommended to be done by each team member answering 3 questions:

Daily Stand-Up Meetings in Scrum

  1. What have I been doing since the last stand-up?
  2. What do I plan to do before the next stand-up?
  3. What blocks/impediments/issues/problems am I having?

Developments over time to the daily Scrum meeting process include:

  • Carrying out the stand-up in front of the Team Board and updating it as necessary
  • Using video-conferencing and a shared, electronic Team Board for distributed teams
  • Adding questions such as:

    • Has anyone given me a requirement change request?
    • Have I learned anything about this product development that I think everyone should know about?
    • Do I have any worries about how the team is progressing?

The Scrum Guide states that the daily stand-up should take no more than 15 minutes; the Agile Project Framework suggests that normally the daily Scrum stand-up should not last more than 15 minutes but also suggests that 2 minutes per participant + 2 minutes is a good guide; for a team of 9 members this would equate to 20 minutes.

If there are any ‘matters arising’ from the daily stand-up, most teams will delay discussion until after the stand-up is finished and then only those that are needed for the discussion stay behind; the rest go back to work.

What the Daily Scrum Meeting is Not?

During early Agile transitions it is ‘tempting’ for the management to ‘watch’ the development team closely and the daily stand-up turns into a ‘reporting progress to management’ session.

This is NOT what the daily stand-up is for and all attempts to turn it into one must be resisted.

An Alternative to Daily Stand-Up process

The Kanban framework and other lean process practitioners realised that the ‘standard’ 3 questions above are not really relevant because people just need to take a look at the Scrum Board (kanban) to see what they did recently and what they will do the next; remember the use of a Team Board is not ‘mandatory’ in most of the Agile frameworks but it would be unusual for a team not to use one, whether a physical board or an electronic one.

 Physical Team Board Example                                                                      Figure 1 - Physical Team Board Example 

Electronic Team Board Example                                                                                             Figure 2 - Electronic Team Board Example 

So, here are the questions that a Kanban user answers:

  • What is impeding us?

Assuming, that the meetings take place in front of the board, there isn't even a need to discuss what items are impeded (since this will be visible on the board).  Therefore, all there is to focus on, is the possible and the best solutions to the problematic items.

  • What's the flow like?

Because Kanban is all about the workflow, what should be discussed at this point are any possible changes that the team can make in order to make the flow even smoother and efficient.  Also, should there be any bottlenecks, the daily stand-up is the right time to work on their best resolution.

  • What can we improve? (how to achieve Kaizen?)

This is a question is the means by which the entire team is empowered to strive for constant improvement; by allowing for the change suggestions to come from anyone in the team, there is a big chance of success.

Effectively, the Kanban Framework incorporates every day what other frameworks do in the Retrospective.

Whatever Agile framework that you use, if you adopt a Kanban style Team Board, you may want to use the Kanban questions during your daily stand-ups.

Who Should Attend the Daily Stand-Up?

It is important that all of the development team, both full and part-time, and the Agile Project Manager/Scrum Master attend the daily stand-up:

  • The whole development team needs to be there because all team members need to be aware of what is happening in the development timebox, state any problems that they may be having and potentially offer help to other team members who may have problems.
  • The Agile Project Manager/Scrum Master needs to be there as the Risk and Issue Manager to listen to the problems that any team members may have.

The daily stand-up should be run by the development team although, in some organisations, the Agile Project Manager/Scrum Master runs the event.

Other people outside of the Development Team are ‘welcome’ to attend daily Scrum meeting but are not allowed to speak; they are only there to observe the process.

When Should the Daily Stand-Up Take Place?

One of the tenets of all Agile frameworks is to have a cadence or ‘heartbeat’; events should be scheduled on the same day, time, and place for the whole product development time.

It is strongly recommended that the daily stand-up should be scheduled to take place in the same place at the same time every working day.

Case Study 1:

In several organisations that I have coached in, when I arrived, the daily stand-ups were taking upwards of 30 mins; this was because:

  • There was a detailed discussion between 1 or 2 team members about some topic or other
  • One or two members were overly verbose in their explanation of what they had done and what they were going to do

In all cases, the majority of other team members were not interested in the details of the conversations or another’s work; some used the ‘wasting my time’ reason to avoid attending the daily-stand-ups.

In one organisation, I was teaching an Agile class and on day 2, 3 delegates turned up 1 hour late for a 9am start.  I asked, politely, if they had a problem attending on time and was told that they had to attend their team’s daily stand-up; a laudable reason.  When I asked what time their team’s daily stand-up started I was told 9am; the event had taken 50 minutes!

What was worse was that one of the delegates was supposed to be the Scrum Master for the development!

Lessons:

  1. Don’t start Agile product Development without the Agile PM/Scrum Master having had at least 2 days of training on the Agile framework that they should be using
  2. Whoever is running the daily stand-up, do not allow:
  • Detailed explanations of work done or planned to be done
  • Detailed discussions of points between 1 or 2 team members
  1. Matters will arise during the daily stand-up but discussion of these must be held over until the daily stand-up has finished

If a team member says they have an impediment and it can be solved in about 15 seconds, then that is OK; for example, a team member may say:

“ I cannot get hold of person XYZ to get the information I need”

Another team member may have had the same problem in the past and may say something like:

“He/she never answers the phone during the morning; call him/her after 2 pm”

Case Study 2:

For one engagement that I was working on, the Development Team was dispersed in 5 locations in 3 different time zones.  I noticed that one team member in another location never attended the daily stand-up; the Scrum Master obtained the answer to the 3 questions later in the day over the phone.

I asked the Scrum Master why this was so and he told me that the person was in a time zone 1 hour behind the main team and had travelling difficulties getting into work for the daily stand-up time.

I asked when the team member could ‘guarantee’ getting into work and would there be any problem moving the daily stand-up time.  It transpired that the time of the daily stand-up could be moved to suit the team member without inconveniencing any of the other team members.

Lessons

  1. The time for the daily stand-up should be set when all development team members have a good chance of attending; this is important for geographically dispersed teams.
  2. The Scrum Master gathering daily stand-up information after the event wastes his/her time and the rest of the team miss the opportunity to have all the information that they need

Case Study 3: 

There have been 3 occasions when time zones  played an important part in choosing when the daily stand-up should be held:

  1. The main team was in Tokyo, there was a sub-team in Beijing, the ‘customer’ was in San Diego and management was in Helsinki; this was the first Agile product development for this team although other teams in the organization had transitioned.

Although it is not normal for the customer or management to attend the daily stand-up, in this case, both the customer and management wanted to attend to make sure that the team were ‘on the right track’; the fact that I had trained the main team hadn’t given the management sufficient confidence!

But the time zone differences made it difficult to choose an appropriate team for all attendees.

Because there were only 1 customer and 1 manager who wanted to join the stand-up, it was decided to hold the stand-up at 1pm Tokyo time to inconvenience the main and sub-teams the least; for the customer in San Diego it was 11pm and for the manager in Helsinki it was 5am.

We ran like this for 1 week after which both the customer and manager decided that they were happy with the way the main team and sub-team were operating.

  1. The Development Team were in Cebu, Philippines, and the Product Owner was in Duluth, USA; the Product Owner wanted a daily update on how the requirements were being implemented.

There was no overlap in the work times of the different time zones so it was decided that the Scrum Master would start work at 1pm Cebu time, the daily stand-up would be run at 2pm Cebu time and the Scrum Master would update the Product Owner at 9pm Cebu time, 8am Duluth time.

  1. The majority of the team were in Dundee, Scotland with a few team members in Hyderabad, India.

In this case, there was a 3.5 hour overlap in the work times of the different time zones so it was decided to run the daily stand-up at 10am Dundee time and 3:30pm Hyderabad time.

Lessons:

Although this Case Study does not demonstrate anti-Agile behaviour, it is worth noting the following lessons:

  1. When deciding a time to run the daily stand-up, the time should be set to inconvenience the development team members as little as possible; other people must choose whether their attendance during ‘unsocial hours’ is worth it to themselves.
  2. The Agile PM/Scrum Master does not have to work the same hours as the rest of the development team in the same time zone; it does depend on whether the Agile PM/Scrum Master is prepared to work ‘unsocial hours’.
  3. Where work times overlap across time zones, ensure that the time to run the daily stand-up is within the work times of all time zones. 

Case Study 4:

I was coaching a team that was in the early stages of an Agile transformation and the team members had picked up the basics well; the daily stand-ups were running well with some good banter and team member help being offered freely.

During one stand-up, I noticed a marked lack of relaxation amongst the team members when speaking and their heads were down most of the time.

I asked the Scrum Master if he knew the reason for the change of atmosphere and she said that she had expected something like it but not quite so marked.

There had been a manager attending for the first time; this manager had a reputation for being a bit ‘old school’; “do as I say and no arguments”.

After confirming with the team members that they had felt intimidated, I researched the manager and discovered that he headed a department that was just starting to try Agile; the manager had attended the stand-up just to see how it worked and had had no intention of ‘interfering’ or making any opinions about the team members.

I asked if he would like me to coach ‘his’ team through their early Agile events; he accepted and I invited him to attend all the events as an observer.

After each event, I mentored the manager about his opinion of what went on.  He had a few questions about ‘why this’ and ‘why that’ and I was able to answer his questions to his satisfaction.

I asked ‘his’ team members what they thought of having the manager at their events and they said that they had had some trepidation at first but after they could see that he had been there to learn and had not lived up to his previous reputation, they became quite comfortable with the manager’s presence.

I told the members of the original team of this apparent change to the manager’s ‘personality and asked if he could attend the next daily stand-up; they agreed and the next stand-up with the manager present went as ‘normal’.

Lessons:

  1. If there is a change of demeanour of any individual or several team members, investigate the reason; it is most probably an impediment to smooth team running.
  2. The Scrum Master could have just asked the manager not to attend anymore but given the manager’s perceived reputation, that would have taxed the Scrum Master’s diplomacy skills.
  3. By engaging with the manager, it was possible to shift his ‘old school’ manner to one that understood Agile and could cooperatively support it.

Conclusion

The ‘mechanics’ of the daily stand-up are relatively straightforward if the rules of the Daily Scrum are followed strictly in a daily routine. Collated below are the best practices while implementing daily Scrum:

  • All development team members must attend, both full and part-time members.
  • The time and place for the daily stand-up should be chosen to give the least inconvenience to the development team members.
  • Geographically dispersed teams can run daily stand-ups using video-conferencing and shared desktop facilities.
  • The questions to be answered by development team members should be adjusted to suit the type of Team Board being used.
  • Non-development team members are welcome to attend daily stand-ups but are not allowed to speak.
  • If the attendance at a daily stand-up of a non-development team member is considered to ‘intimidate’ one or more team members, this is an impediment and the resolution must be sought.
Steve

Steve Ash

Blog Author

Steve Ash has been working with ‘Agile’ since 1993 when it was known as ‘Managed RAD’.  He was an early adopter of the DSDM Framework in 1995 becoming a DSDM Board Member in 2002 and was a DSDM examiner.  He is a DSDM Advanced Practitioner and Accredited Trainer/Coach. Steve has since embraced Scrum, Kanban, the techniques advocated by XP, Lean Software Development and Lean Startup. He joined the Agile Alliance in 2002 and is a Certified Scrum Master (CSM), Certified Scrum Product Owner (CSPO), SAFe® Certified Consultant (SPC4) and certified by APMG International to teach Agile Project Management and Agile Business Analysis courses. Since 1996, Steve has trained, mentored and coached hundreds of people in many public and commercial organisations in 11 countries from the USA, through Europe and India to Asia/PAC.
 

Join the Discussion

Your email address will not be published. Required fields are marked *

Suggested Blogs

Agile Coach (ICP ACC): All You Need To Know

Want to shape your career as an Agile coach? ICP-ACC certification enables you to acquire the required skills to serve an Agile team in a better way. But how do these skills help you? These skills enable you to increase your focus on the objectives and business goals of an organisation as well as create a healthy environment for collaboration and problem resolution. In this article, we will see how to be an Agile Coach, roles and responsibilities, Agile Coach skills, and how the role is valuable for the organizations. But, firstly let us take a look at the definition of an Agile Coach.What is an Agile Coach?An Agile Coach is an individual who exhibits his/her years of experience in implementing Agile methodology in the projects and sharing that experience with a project team. Agile Coach trains project teams on Agile software development process and guide teams throughout the implementation process. The ultimate aim behind the Agile Coach role is to equip Agile teams with the right knowledge, tools, principles, and practices so that the teams can follow Agile in a full manner. As an Agile coach, you serve as a mentor to the Agile team while facilitating agile practices and thinking to empower the teams to reach their goals through improved team practices. Further, being an Agile coach you’ll be able to encourage a new culture of agile-lean thinking while bringing in a positive change to reflect an agile attitude by introducing some change in the organisational culture as well as redefining the work paradigm.Roles and Responsibilities of an Agile CoachWhen an organization wants to develop something new on the project, an Agile Coach is the best person to guide and to come up with some bright ideas that will enhance product development in Agile. The roles and responsibilities of an Agile coach are:Being a non-Scrum team member, Agile Coach mentors and coaches the teams on Agile methodologyAgile Coach is partly trainer and partly consultant, more specifically he/she is a Guide to the team membersBeing an individual outside the organization, Agile Coach helps the team members to implement their training knowledge into reality. Agile Coach is an Agile expert who provides objective guidance on the projectAn Agile Coach runs any kind of Agile project (of changing size and complexities) successfully    The Agile Coach is responsible for implementing the Agile techniques in varied cultures and environmentsWorking as a guide, the Agile Coach helps the team in Agile adoption and challenge the present environment How do you become an Agile Coach?To become an Agile Coach, an individual needs an expert-level of understanding of Lean-Agile practices, strong skills of team facilitation, and professional coaching and mentoring skills. The steps to becoming an Agile Coach are as follows:Get CSM® certification from any registered education provider (REP) with Scrum AllianceAfter achieving CSM®  certification, you get at least 2-3 years of working experience as a Scrum Master, which will make eligible (in terms of knowledge) to become an Agile Coach You need to get Agile Coach training- ICP-ACC certification training to become an Agile Coach What is ICP-ACC (ICAgile Certified Professional in Agile Coaching) certification?ICP-ACC certification is a knowledge-based Agile coaching certification. The main focus of this certification is to set the Agile mindset, roles, and responsibilities of an Agile coach. After achieving this certification, a candidate can easily differentiate among facilitating, mentoring, professional coaching and teaching. Also, the candidates will learn all the skills like team collaboration and conflict resolution that will lead to form a safe environment in an organization. The key focus of this certification is to develop an understanding of the professional coaching skill set as well as the value of honing these skills in order to serve individuals in an agile team.At the end of the ICP-ACC certification, you’ll be able to differentiate between and among:FacilitatingMentoringTeachingProfessional coachingWhat is ICAgile?ICAgile, established in 2010, is a globally renowned certification and accreditation body that enables organizations to configure learning experiences that develop an Agile mindset and empower to achieve sustainable agility in the organizations. It is not a training provider. The approach of ICAgile is not just limited to Agile methodology, it lets people add more flavors to make real sense out of it. ICAgile is a platform where Agile thought leaders around the world collaborate and develop learning programs that take people to achieve mastery in Agile. This accreditation body work with the course providers to certify new or existing courses against the comprehensive and demonstrated Learning Outcomes given at ICAgile. The courses provided at ICAgile meet the most elevated amount of guidelines created by overall Agile thought leaders and the learning roadmap gives a clear way to the professionals and organizations who want to begin or continue their Agile journey.    Why should an individual take up an ICP-ACC certification?Getting an ICP-ACC certification enables you to become an Agile Coach and with the rising demand for implementation of Agile methodology across various organisations, you end up having a promising career in the field. The following reasons trigger the organisations to hunt for Agile coaches to train their Agile teams:When it comes to an organisation looking to implement agile methods in their existing workflow, a high-quality Agile training program can offer a fantastic jump start to it.An Agile Coach encourages teams to adopt, scale-up, and thrive on Agile methods by communicating a vision on the need for Agile methodology. For a company transitioning to Agile, an Agile Coach plays the role of a trainer by offering rigorous training and hand-holding for the teams.Also, an Agile Coach plays the role of a mentor to speed up with Agile to accelerate adoption, identify, and plug knowledge gaps by deploying the right set of activities.The role of an Agile Coach further includes the responsibility of ensuring continual improvement through regular monitoring to gauge the organisational progress brought by Agile adoption.Who needs an Agile Coach?Agile teams need an environment to grow. Such an environment should comprise of respect, trust, and mutual interest. This brings in the requirement of an Agile Coach who can coach and mentor various Agile roles or a Scrum Master who has acquired the required coaching skills.Apart from the technical and business expertise, the Agile Coaches are expected to be equipped with certain unique behavioral skills like self-awareness, self-management, active listening, powerful questioning, etc. This has lead to a high demand for Agile Coaches in all the organisations across every industry around the globe. The learning objectives of ICP-ACC certificationThe major focus of the Learning Objectives (LOs) of Agile Coaching Track is on the competencies required for self, individuals, team, and program level impact. On taking up an ICP ACC certification training, you’ll learn the following:Learn to develop the Agile mindsetLearn about the roles and responsibilities of an Agile CoachLearn to mentor Agile roles and transitionsUnderstand the team dynamics and coach the team to get motivated and become self-awareLearn to handle the conflict and dysfunctions within the teamLearn team building and collaborationLearn to define the coaching contract and maintain neutralityLearn to identify and address issuesLearn to break down impediments for team successUnderstand the pillars of agility of an organisation while learning to identify systematic challengesLearn to create your personal coaching improvement backlog.Now coming to the prerequisites, you don’t need to meet any specific prerequisites to take up ICP-ACC training. But it is an added advantage for you to have a basic understanding of Agile and some work experience in an Agile team.Who can take up the ICP-ACC training?ICAgile is the certifying body for ICP-ACC certification and according to it, this certification is best pursued after Agile Team Facilitation (ICP-ATF). However, this certification can be taken up by:Agile coachesAspiring coaches with a passion for servant leadership and a desire to learn and practice facilitation, professional coaching, teaching, and mentoring in service of Agile teams.ScrumMastersIteration ManagersAgile Project ManagersWhat lies beyond ICP-ACC training?Equipping yourself with ICP-ACC training can help you to land upon a high salary job. Yes, you’ve heard it right! An Agile coach earns an average annual salary of $1448,698 in the US. Moreover, you get an opportunity to work with the top organisations around the globe, like, PepsiCo, Nissan Motors, Accenture, Wipro, and the list goes on. The following chart will give you a better understanding of the salary of Agile coaches across the globe: CountrySalary of Agile Coach (per annum)IndiaINR 21,70,944US$148,698CanadaC$101,142AustraliaAU$152,353On a concluding noteWith the frequently evolving industry trends, the demand for seasoned Agile Coach is on the rise. They are really looked up to as a change-maker who can really make a difference in an organisation’s Agile journey. This article comprises of all the information that you need to get ICP-ACC certified to embark on your journey to becoming an Agile Coach. All the best!
Rated 4.5/5 based on 12 customer reviews
6597
Agile Coach (ICP ACC): All You Need To Know

Want to shape your career as an Agile coach? ICP-A... Read More

Why do We Get CSM Certification 2019 | KnowledgeHut

Agile software environments are gaining huge growth in today’s world. According to the Scrum Guides website, “Scrum has been adopted by a vast amount of software development companies around the world.” Most of the companies like Ericsson, Microsoft and Spotify are employing Scrum to self-organise their teams. From the study of nearly 5,400 IT projects, it is found that budget is overspent by 45% only because of project overrun. All these deficits can be avoided by becoming professional in Scrum and the possibility of completing a project successfully on time can be improved as well. A Scrum Master Certification not only teaches Agile and Lean methodologies but also serves as a clear proof of proficiency of the employees. These certifications help explain your proficiency level and thus are in demand. Here we solve all your questions about CSM Certification with KnowledgeHut. After CSM training within how many days do I need to take the certification? This is the final step in becoming a Scrum Master. Once the course is completed successfully, Scrum Alliance will send you an e-mail that includes a link which allows you to create login credentials. From then on, you will have 90 days and 2 attempts to clear the test. You can attempt the exam third time by paying $25 and in case it is not cleared in the third attempt also, the course should be re-taken before attempting the exam fourth time. Is your 2-day training enough to clear the certification? Absolutely yes! Our 2 days of training program is often good enough to get started with Scrum for your next project. It is recommended to be well versed with the resources available on the Scrum Alliance website before joining the course. This will help you to grasp the Scrum practices and principles quickly in our 2-day classroom training and clear the exam easily. What next after CSM? Just having a CSM certificate doesn’t mean that you are a professional Scrum Master. You should experience the role of a Scrum Master for a minimum of 2-3 years before you think of reaching new heights in your Agile career. According to Scrum Alliance, a Scrum Master can increase the possibility of project’s overall success and helps organizations in achieving their goals by applying Scrum principles and techniques. Which is more valued, getting certified from Scrum Alliance (Certified Scrum Master) or Scrum.org (Professional Scrum Master)? Both the certifications are competing equally in the Scrum Master world. The CSM exam is generally easy to pass with a passing grade of approximately 69%, where PSM exam requires a minimum of 85% to pass which is difficult when compared to CSM and CSM course fee is less comparably. How much should I pay to renew CSM certification? CSM certification requires to be renewed every two years. The first 2 years will be covered in the course fee. After that, $100 needs to be paid to extend the credential for another 2 years from your current expiration date.   What are the benefits of “2-year membership with Scrum Alliance”? Scrum Alliance has introduced a new membership community that offers a strong community experience including member-only content such as trainer- and coach-led webinars, exclusive deep discounts, certification and speciality user groups both specialized and regional, and personalized messaging to communicate with community members. Also, membership allows CSMs to use logo that is designed specially to highlight their credentials. What is the eligibility to become a CSM trainer? One should hold the Certified Scrum Product Owner® designation from Scrum Alliance to become Certified Scrum Trainer, and must: Have strong knowledge on Scrum practices, principles and concepts. Have unique training, presentation and storytelling skills, which helps people understand the concepts easier. Have a proven level of communication with Scrum/Agile community. Co-trained with some of the Certified Scrum Trainers or independently. Is the CSM training a basic level under Agile management? Yes. The CSM course offers training in the fundamentals required for professional Scrum master or a Scrum team member. What is the format of the exam? You will need to pass the CSM test, after completing the course successfully. The test can be taken online. The exam consists of 35 objective type questions and lasts for an hour. You must answer a minimum of 24 questions correct out of 35. You can log out of the exam at any time and come back whenever you want. You can answer the questions in any sequence, bookmark or skip to review later. If not cleared in the 1st attempt, you can take the test 2nd time at no cost. The Scrum Alliance charges a minimum amount from the third attempt.   Who provides the certification? The CSM certification will be issued by Scrum Alliance, the largest, most established and certification organization in the Agile community. KnowledgeHut offers professional training from experienced CSTs. What is the process for applying for the certification? Step  1: Take the CSM course. Step  2: Scrum Alliance will send you a link to create login credentials after completion of course. Now, create your login credentials. Step  3: Take the online CSM test by using those credentials. Step 4: Once the test is completed with the minimum passing score, you will be requested to accept a license agreement. Step 5: After accepting it, you will receive Certified ScrumMaster® (CSM) designation from Scrum Alliance and a 2-year membership with Scrum Alliance as well. Does Scrum Alliance offer an online/virtual CSM course? No, Scrum Alliance does not offer any online/virtual certification courses. Because they believe that online training can be effective only for some subjects and understanding Scrum requires a high level of personal interaction. How many PDUs will I be eligible for? You can claim 14-16 PDUs and SEUs by participating in our 2-day training program. What do you mean by SEUs? Scrum Educational Units are credits issued by Scrum Alliance for having completed an academic training successfully that meets a set of learning objectives required to get the CSP certification. Where are SEUs and PDUs applicable? SEUs and PDUs are credits issued by Scrum Alliance and PMI. They identify your commitment to the Agile professional by giving credits for educational achievements you make throughout your career. SEUs and PDUs show your growth of continuing education in a particular field to stay relevant without depending on your own practices. These credits are essential if you want to obtain an official Agile professional certification. Can the CSM online test be taken without undergoing the training? No, it cannot be taken. Scrum Alliance believes that true learning requires in-person training and hands-on experience with a CEC or CST. The CSM exam is not provided as a substitute for formal training. Should I pay separately for the certification fee? No, the course fee paid by the trainer includes the first 2 years of certification fee. What’s the importance of a CSM certificate? Becoming a Certified Scrum Master shows that you have become proficient not only in Scrum but also in applying it within different Scrum environments. It proves your core Scrum knowledge and benefits your organization. CSMs are paid more when compared to non-CSMs. CSM certified professionals have a median pay of $87,579 per year and $78,139 for non-CSMs. What does it mean to have a Certified Scrum Master® (CSM) designation? Certified ScrumMaster® (CSM) designation is issued by Scrum Alliance after successful completion of CSM exam. Scrum Alliance believes that an individual with this designation will have in-depth knowledge of Scrum terminologies, principles and practices, enough to fulfil the role of ScrumMaster. To show their experience and deep understanding of Scrum, CSMs are supported to apply for and become CSPs. What are the eligibility criteria for this course and the certification? There are no such strict eligibility criteria for CSM course, but it is recommended to have some basic knowledge of principles and working of overall Scrum processes.To be capable enough to get certified, attend our two-day CSM course offered by our CST (Certified Scrum Trainer). Why KnowledgeHut for CSM? KnowledgeHut is a Global Registered Education Provider (REP) of Scrum Alliance and the instructions you get from this training will help you deliver controlled, high-performing projects with high-quality results. KnowledgeHut also offers: Complete CSM training by CSTs approved by Scrum Alliance. Downloadable material from Scrum Alliance. Tricks and tips from our professional Certified Scrum Master Trainers who have years of experience in using Scrum in a variety of environments. 2-year membership with Scrum Alliance included in the course fee. Hope this article was helpful and addressed all your queries pertaining to Certified Scrum Master training. Get in touch with us to know more about the CSM course.
Rated 4.5/5 based on 20 customer reviews
8891
Why do We Get CSM Certification 2019 | KnowledgeHu...

Agile software environments are gaining huge growt... Read More

Scrumban | best Kanban and Scrum

Scrumban is a blend of Scrum and Kanban. Scrumban is an Agile methodology, created to help the existing Scrum teams in exploring Lean and Kanban concepts in the organization & also Scrum and kanban is deciding new agile benchmark in organization. But, why is there a need of merging Scrum and Kanban methodologies? The discrete syllables “Scrum” and “ban”, are enough to describe the several phases of transition from Scrum to Kanban. Basically, Scrumban is an Agile management framework, that is implemented when the teams opt for Scrum as the working way and use Kanban methodology as a magnifying glass to view, understand and carry out continuous improvement in the work.   Today, many organizations are experiencing some issues with the Scrum methodology, so they steer their way of working to the Kanban methodology. But some of the enterprises have discovered an optimized means of clubbing the methodologies forming ‘Scrumban’, as a new way for the teams to follow.   Why are teams merging Scrum and Kanban?   The need of combining these two concepts is due to the cons of both the technologies. Let us see the disadvantages of Scrum and Kanban methodologies. Cons of Scrum: Scrum works according to the emphatic guide. ‘Sprints must be time-boxed to a month or less’, as mentioned in the the Scrum guide. This rule is deccelerating the working pace of the teams.  Each sprint should result in a potentially releasable product at the end of each increment. Scrum teams are asked to deliver the software- designed, coded and tested to the stakeholders, in a very short span. This causes more ‘anxiety’ among the team members. Scrum teams have to entirely commit to the customers’ requirements. In case they fail to achieve the high-priority target, they might have to decide to add some technical debts to solve the time-boxed problem. Cons of Kanban: Kanban provides a very linear technique of work. It was firstly used in the car manufacturing line, which was successful as well. So, it is believed that the Kanban can only be used in the systems which have repeatable processes.  Kanban is not very useful in complex systems like software development process as the software needs change at each and every point.  Merging Scrum and Kanban Corey Ladas was the first to coin the term “Scrumban”. According to him,  “Scrum can be a useful scaffold to hold a team together while you erect a more optimized solution in place. At some point you can slough off the cocoon and allow the pull system to spread its wings and take flight.”    In one of the article, Corey suggested that the time-box principle, mandated by the Scrum, is no longer necessary. In a recently released book, Ajay Reddy stated- “Although Scrumban has evolved as a framework over the years, it has no definitive guide or definition. In fact, as highlighted early in this book, several “authoritative” sources disagree about what Scrumban actually represents”.   There are a few changes made in the practices of ‘Scrumban over Scrum’. Let us look at those changes: Added some specialized teams and functions Self-organization concept, but with some specific boundaries Applied the policies explicitly in the working styles Queuing theory and the laws of flow are applied   Let us see that how Scrumban is distinct from a Kanban method, as follows: Organized around the teams Prescribed a proper framework for the teams to work instead of just specifying a technique as in Kanban Realized the value of time-boxed iterations Focuses on continuous improvement techniques   The team needs a proper structure and a set of practices as a starting point of any project. Comparatively, Scrum is prescribed more than the Kanban technique. Newly formed teams usually benefit from the structured framework. Those teams who like structure and continuous improvement by the Scrum but want continuous flow which is provided by Kanban can go for the Scrum/Kanban hybrid i.e. Scrumban. Large enterprise framework viz., Scaled Agile Framework (SAFe) and Disciplined Agile Delivery (DAD) make use of the both models- Scrum and Kanban.   We provide both Scrum training & Kanban Training
Rated 4.0/5 based on 20 customer reviews
Scrumban | best Kanban and Scrum

Scrumban is a blend of Scrum and Kanban. Scrumban ... Read More