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Top Tools And Techniques For A Better Product Vision and Discovery

Understanding the customer needs and developing a product which helps fulfill those needs, defines the usability of the product. With varied perceptions of the underlying problems, assumptions over customer behavior and cognitive bias for a solution, it may get cumbersome to determine the right product that delivers value.To develop a usable product, it is important for all involved in product discovery to collaborate and develop a common vision, strategic goals and shared understanding. A meaningful product discovery helps to map problems to potential solutions, and potential solutions to expected results.In this article, we will discover ways that can help teams with determining the key objectives and developing a common vision for the product. Opportunity canvasCreated by Jeff Patton; author of book “User Story Mapping” and inspired by Marty Cagan’s work on Opportunity Assessment template, the Opportunity Canvas is an exploration and collaboration tool that brings all related information in a single canvas view. Be it a product idea, a new feature in your existing product or a problem with an unexplored solution, the opportunity canvas enables you to collaborate, discuss and assess the opportunity at hand.When to use it?Opportunity canvas is a useful at the time of product discovery. In your quest to explore and develop an understanding of certain business processes and customer needs, opportunity canvas can be a great starting point. As a product discovery tool, the opportunity canvas could be drawn on a whiteboard or printed on a sheet, as convenient. The ideas could be filled in with sticky notes, pictures, workflow, and text.Who should be involved?Anyone who can contribute to the opportunity and product discovery. In case you are following the Scrum framework, this could be represented as an interaction between the Product owner, development team and any other invited Stakeholders.How to use?Decide a place, a few markers, sticky-notes, papers, whiteboard, and all that you need to express your thoughts. Bring in the people who could contribute or hold a stake in your solution and begin from the first section till the end as indicated in the canvas template. If you have drawn the opportunity canvas on a bigger board, you can paste your sticky-notes.The below infographic shows the product roadmap to deliver a high-quality product successfully.Section 1: Start with a problem or the ideaYou have a problem to solve, that may be impeding your business; manual work, product issues, inefficient processes, customer retention & growth challenges or disruptive competition. Start with it. OR You have an idea that offers something new to your customers, which they haven’t experienced as yet. You believe your solution idea is disruptive and may change how the things are structured. Start with that.Section 2: Users and CustomersIdentify users and customers; describe their challenges that you are trying to address through this opportunity. The user and customers can either be the same group of people or different depending on the product. In general, customers are users who pay a cost for certain desired services e.g. premium accounts; unlike users who may be interested in basic or free offerings.Identify the type of users and their distinct goals. Section 3: What solutions exist today?Discover what happens today. How users are working around the given problem. This will highlight the limitations of the current solution and as you discover this, you may come across more problems that may be hampering your customersSection 4: Business ChallengesThe challenges faced by users and customers are likely to impact your business. Persistent issues may disengage the users from your product and services. They may open opportunities for competition; which is a risk of losing business.In the case of manual and time consuming repeatable efforts to serve customer needs, your staff may be constantly engaged in firefighting and have little opportunity to innovate and improve; it’s a growth risk. Discover how different challenges faced by customers are hurting your business?Section 5. How will users use your solution?As you discuss the problems and challenges or ponder upon an idea, you will discover potential solutions. In this section, think about how the user will interact with this potential solution? How will this solution impact the user behavior? And how do you expect users to benefit from it?Section 6. User MetricsHow do you know if a given solution works well or not? Defining user metrics will help set objectives to measure the usability of the product. Based on the user behavior as gathered in the Section 5 above, think about the indicators that will help measure the degree of acceptance of your solution. How will you know that users find value in your solution?For example:You may want to know if your product is engaging the customers i.e. indicated by how much time they spend on your product and if they revisit or;If the lead time of a customer request will significantly reduce by using your product i.e. time spent to complete a task vs expected time in a future state with your solutionSection 7. Adoption StrategyThink about how customers will discover your solution. What channels may draw customers to your product. For instance, it could be either referral from existing customers or marketing through media. If your solution is for internal usage of the organization, think about how you will help users to migrate from their existing methods to a new solution.Section 8. Business benefits and metricsOnce the users have adopted your solution; what impact is it likely to make to your business? And what are the parameters to measure that? The solution may be expected to generate outcomes like direct revenue growth through an increase in customer base; or remedy a loss-making business process.Section 9: BudgetThis section helps you evaluate and compare the proposed solution to any alternatives, based on economic feasibility. What are the implications of not addressing the problem? If the proposed solution is applied, what benefit it may bring to business in monetary terms? What budget may an organization allocate to experiment, learn and validate any assumptions about the proposed solution?At the end of this exercise, you may expect some of the following outcomesA high-level roadmap for your productA Shared understanding of the problem and solutionStrategic goals for the businessIdentified users and customersAlternative approachesA vision of a solutionOnce you have gathered your thoughts and have developed a shared understanding, it’s useful to summarize it and form a vision that group can stick and look up to in the course of building the solution.Vision statementA concise, compelling and unambiguous vision helps the team to remain focused on its product goals. A vision should define the product objectives, its intended customers, value proposition and differentiating factor from competitor’s product, or a predecessor product or workflow that you intend to replace.The elevator pitch mentioned in Geoffrey Moore’s book “Crossing the Chasm”, is a popular template to define a product vision.TemplateConstituentsTarget customerDefine the target customer for your product. If you have used an opportunity canvas to explore your users and customers, those will go here.ProblemSummarize the core challenges faced by the customer.Product nameWrite the name of the product. You don’t need to spend too much time on choosing a name at the beginning. Just put an identifier codename.Product categoryDefine the type of the product. A website or a mobile application or service, as applicable.Key benefitsMention the key features of your product that align with the value desired by the target customers.AlternativeName and comparable feature of a product that you are competing against. In case your product is meant for internal consumption and replaces either a manual process or a legacy application, describe that here.Key differenceExpress how your product is different from the competition and highlight the benefits.ExampleSummaryIn summary, the tools like Opportunity canvas and Vision statement help all involved in product discovery to identify customers, define key objectives and measurable outcomes through collaboration and shared understanding. The opportunity canvas takes you through a journey to explore and discover the challenges and solutions, and helps you define a product roadmap. The vision statements, on the other hand, lets you summarize your key objectives in a concise, unambiguous way to keep you focused.Hope you enjoyed reading the article. Please share your views and feedback.
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Top Tools And Techniques For A Better Product Vision and Discovery

661
Top Tools And Techniques For A Better Product Vision and Discovery

Understanding the customer needs and developing a product which helps fulfill those needs, defines the usability of the product. With varied perceptions of the underlying problems, assumptions over customer behavior and cognitive bias for a solution, it may get cumbersome to determine the right product that delivers value.

To develop a usable product, it is important for all involved in product discovery to collaborate and develop a common vision, strategic goals and shared understanding. A meaningful product discovery helps to map problems to potential solutions, and potential solutions to expected results.

In this article, we will discover ways that can help teams with determining the key objectives and developing a common vision for the product.
 
Opportunity canvas
Opportunity canvasCreated by Jeff Patton; author of book “User Story Mapping” and inspired by Marty Cagan’s work on Opportunity Assessment template, the Opportunity Canvas is an exploration and collaboration tool that brings all related information in a single canvas view. Be it a product idea, a new feature in your existing product or a problem with an unexplored solution, the opportunity canvas enables you to collaborate, discuss and assess the opportunity at hand.

OpportunityWhen to use it?

Opportunity canvas is a useful at the time of product discovery. In your quest to explore and develop an understanding of certain business processes and customer needs, opportunity canvas can be a great starting point. As a product discovery tool, the opportunity canvas could be drawn on a whiteboard or printed on a sheet, as convenient. The ideas could be filled in with sticky notes, pictures, workflow, and text.

Who should be involved?

Anyone who can contribute to the opportunity and product discovery. In case you are following the Scrum framework, this could be represented as an interaction between the Product owner, development team and any other invited Stakeholders.

How to use?

Decide a place, a few markers, sticky-notes, papers, whiteboard, and all that you need to express your thoughts. Bring in the people who could contribute or hold a stake in your solution and begin from the first section till the end as indicated in the canvas template. If you have drawn the opportunity canvas on a bigger board, you can paste your sticky-notes.

The below infographic shows the product roadmap to deliver a high-quality product successfully.
canvas templateSection 1: Start with a problem or the idea

You have a problem to solve, that may be impeding your business; manual work, product issues, inefficient processes, customer retention & growth challenges or disruptive competition. Start with it.
 
OR
 
You have an idea that offers something new to your customers, which they haven’t experienced as yet. You believe your solution idea is disruptive and may change how the things are structured. Start with that.

Section 2: Users and Customers

Identify users and customers; describe their challenges that you are trying to address through this opportunity. The user and customers can either be the same group of people or different depending on the product. In general, customers are users who pay a cost for certain desired services e.g. premium accounts; unlike users who may be interested in basic or free offerings.

Identify the type of users and their distinct goals.
 
Section 3: What solutions exist today?

Discover what happens today. How users are working around the given problem. This will highlight the limitations of the current solution and as you discover this, you may come across more problems that may be hampering your customers

Section 4: Business Challenges

The challenges faced by users and customers are likely to impact your business. Persistent issues may disengage the users from your product and services. They may open opportunities for competition; which is a risk of losing business.

In the case of manual and time consuming repeatable efforts to serve customer needs, your staff may be constantly engaged in firefighting and have little opportunity to innovate and improve; it’s a growth risk. Discover how different challenges faced by customers are hurting your business?

Section 5. How will users use your solution?

As you discuss the problems and challenges or ponder upon an idea, you will discover potential solutions. In this section, think about how the user will interact with this potential solution? How will this solution impact the user behavior? And how do you expect users to benefit from it?

Section 6. User Metrics

How do you know if a given solution works well or not? Defining user metrics will help set objectives to measure the usability of the product. Based on the user behavior as gathered in the Section 5 above, think about the indicators that will help measure the degree of acceptance of your solution. How will you know that users find value in your solution?

For example:

  • You may want to know if your product is engaging the customers i.e. indicated by how much time they spend on your product and if they revisit or;
  • If the lead time of a customer request will significantly reduce by using your product i.e. time spent to complete a task vs expected time in a future state with your solution

Section 7. Adoption Strategy

Think about how customers will discover your solution. What channels may draw customers to your product. For instance, it could be either referral from existing customers or marketing through media. If your solution is for internal usage of the organization, think about how you will help users to migrate from their existing methods to a new solution.

Section 8. Business benefits and metrics

Once the users have adopted your solution; what impact is it likely to make to your business? And what are the parameters to measure that? The solution may be expected to generate outcomes like direct revenue growth through an increase in customer base; or remedy a loss-making business process.

Section 9: Budget

This section helps you evaluate and compare the proposed solution to any alternatives, based on economic feasibility. What are the implications of not addressing the problem? If the proposed solution is applied, what benefit it may bring to business in monetary terms? What budget may an organization allocate to experiment, learn and validate any assumptions about the proposed solution?
At the end of this exercise, you may expect some of the following outcomes

  • A high-level roadmap for your product
  • A Shared understanding of the problem and solution
  • Strategic goals for the business
  • Identified users and customers
  • Alternative approaches
  • A vision of a solution

Once you have gathered your thoughts and have developed a shared understanding, it’s useful to summarize it and form a vision that group can stick and look up to in the course of building the solution.

Vision statement
A concise, compelling and unambiguous vision helps the team to remain focused on its product goals. A vision should define the product objectives, its intended customers, value proposition and differentiating factor from competitor’s product, or a predecessor product or workflow that you intend to replace.

The elevator pitch mentioned in Geoffrey Moore’s book “Crossing the Chasm”, is a popular template to define a product vision.

Template
formatConstituents

Target customer

Define the target customer for your product. If you have used an opportunity canvas to explore your users and customers, those will go here.

Problem

Summarize the core challenges faced by the customer.

Product name

Write the name of the product. You don’t need to spend too much time on choosing a name at the beginning. Just put an identifier codename.

Product category
Define the type of the product. A website or a mobile application or service, as applicable.

Key benefits

Mention the key features of your product that align with the value desired by the target customers.

Alternative

Name and comparable feature of a product that you are competing against. In case your product is meant for internal consumption and replaces either a manual process or a legacy application, describe that here.

Key difference
Express how your product is different from the competition and highlight the benefits.

Example
exampleSummary

In summary, the tools like Opportunity canvas and Vision statement help all involved in product discovery to identify customers, define key objectives and measurable outcomes through collaboration and shared understanding. The opportunity canvas takes you through a journey to explore and discover the challenges and solutions, and helps you define a product roadmap. The vision statements, on the other hand, lets you summarize your key objectives in a concise, unambiguous way to keep you focused.


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Failures in Agile Transformation

With the increase in Agile adoption across the organization, the stories are piling up too. Now the question is, are these success stories or the failure stances. Usually, in the conferences or meetups, you get to meet people from various establishments, this is just another way of getting to hear what worked or what not. Even in your own organization, you can feel the pulse of the transformation. There are many reasons why we end up with messy transformation, I have tried elaborating few in the discussion today but there’s more to it. As you read, you might connect with some of the points, let’s start the digging:1. AIMING ON PROCESSES AND NOT PEOPLEThe inclination of Agile is more towards people or individuals, we talk about empowering team, making them self-organized. We even talk about creating high performing teams which can deliver maximum value by the end of every increment. With the adoption of Scrum, where the core values involve Focus, Openness, Respect, Commitment and Courage at the root level, the ‘people’ factor becomes important. Ultimately, it the ‘people’ who work at the ground level for client satisfaction, to achieve this, they adopt processes for smoother workflow. That’s it! Organizations, during their transformation, tend to overlook this critical piece. Their approach becomes more inclined towards processes and they start considering Agile as a process but in fact, Agile is more of a mindset change. Process starts getting priority over people or individuals, always remember, process is just for supporting or helping the individuals with their work. People are not for the processes, even one of the four principles in the agile manifesto says: “Individuals and Interactions over Processes and tools”. I was surprised to hear in one of the trainings’ that people in the same team are using mail to communicate around the stories/deliverables. Can we not give preference to face to face interactions?2. MICROMANAGING THROUGH CEREMONIESSelf-organization is one of entities in Agile, the core says, trust your teams. Micromanagement not only hinders creativity, but it also impacts the morale of agile teams. Management or the scrum master should refrain from getting into the minute details during the scrum ceremonies. Most of the times, it is observed that the daily scrum gets converted into a status meeting either for the scrum master or for the technical lead. As a Scrum Master, you should help the team getting self-organized rather than being directive. One of the principles from Agile talks about giving the space and trust: “The best architectures, requirements, and designs emerge from self-organizing teams.” This enables the team to find their own solutions, helps them with innovation and most of all, teaches them the value of being a team. Every ceremony has its own schema and none of the ceremony is to track individual chores. You must trust your teams, remember, trust can do wonders, believe me, if you trust your people, they will never let you down. Here comes another principles’ focusing on the same. “Build projects around motivated individuals. Give them the environment and support they need and trust them to get the job done.”3. Hastening the TransformationAny change, whether it is for the system or for an individual, takes time. When was the last time you promised yourself to change one of your habits, was that easy? Almost every individual at the start of the year takes so many resolutions, how many do you think gets accomplished! Same goes with the transformation, it takes time and you will have to give because it is not just about the individual, it is about the organization. When the transformation journey starts, the delivery teams take the maximum heat. They are the ones who are expected to be Agile BUT the management usually lags, they are still in need of mindset to support the change. Just by doing the agile ceremonies is not being Agile, it comes with a wide variety of shift, be it - culture, technical, management or team. You have to accept that it is going to be a challenging journey which will have its own milestones and you cannot skip those. Also, it is long journey with hiccups, be ready to accept the challenges, learn from the mistakes and come up with the action items to improve.4. Scrum Roles Getting a Back SeatWhen teams in agile are formed, some of the roles are asked to play dual. In such scenarios, scrum master roles can be played either by the team lead or by someone who is ready for that extra piece. Though the role gets played, but the essence of this position goes for a toss. The focus just stays on delivery without instilling the purpose.  The organisation needs to acknowledge that scrum master'sis a fulltime job that helps teams in staying on track, motivated and helps them see their own progress through information radiators. Anyone else playing a dual role might not do justice and end up walking on two different tracks - not able to reach the goal in both the positions. The team needs someone who can teach, mentor, train and be with them. Just forming the team is not enough if the organization doesn't follow the best practices, such cases tend to get trapped.5. Lack of support from Middle managementIn my past experiences with the organizations in transformation mode, usually the middle layer is where the problem brews. Transformations get a go ahead from the top layer, but it gets difficult for the middle management to adopt. It is important to ensure alignment among the leaders of the organization on the aspiration and value of the transformation is done before moving ahead with the approach. In another example we can see a project manager being insecure as most of the juggling is being handled by the scrum master. In such cases, to prove their existence, the middle layer starts getting into the little details, this impacts the team as half the time they are functioning as per the project manager. Due to this, we hear a lot about the role of scrum master being questioned on their responsibilities. They are assumed to be just sitting and watching, in other words, doing nothing! According to the research led by AgileTurkey.org in Turkey in 2018, the two major hindrances to agile transformation were found out to be the resistance to transformation and culture transformation. Existing managers have a lot to do in order to manage with these two major challenges, they should be part of the transformation beginning from themselves, their day-to-day actions, and should guide the whole company by being supportive of the process.6. Tools over mindsetWith the transformation comes the need to use fancy tools and abide by ‘laws of the tools. Some feel proud in using the costliest tool, some make it a point to introduce the tool being used by the competitor. But is it worth it? Transformation can be done using ‘MS Excel’, there is no set protocol for focusing on the tool. Though the tools play an important part, but teams should focus on Agility and Scrum framework first and then on tools. You certainly need to track metrics like velocity, burn-down, estimates. But with the right mindset, the goal can be achieved with no trouble. This doesn't mean tools are bad, but it means mindset should be given priority over the extensive use of tools.7. Transformation as a Destination (Thinking Your Transformation Is Done)Many a time, we hear ‘We are now agile, we transformed in so and so year’ and what not. But is agile a destination, NO, it a journey, a never-ending journey. Some teams think just by implementing a bunch of backlogs, doing the ceremonies and tracking metrics, they are Agile. No, they are not!Whatever way out we have today are based on our experience, knowledge and the situation we are in. If any of the factors change, our solutioning will be different. Both the values and principles of the Agile Manifesto point to the continuity of the process. Responding to change over following a plan relates appropriately as much to the processes as to our sprint outputs. We have to understand that process is never whole. You just have to continue reflecting what worked and how to fine tune the process whenever required.8. Misunderstood cross-functional teamEvery time I speak about the delivery teams, at least one of the participants from the audience ask this question “We say it's a cross functional team, but my tester is not ready to code!” Have we understood it correct? None of the processes are bad, it is about how we adopt them that makes a difference. “Cross Functional Doesn’t Mean Everyone Can Do Everything, a cross-functional team has members with a variety of skills, but that does not mean each member has all of the skills.”  – Mike Cohn. This interpretation of cross-functional imposes a pressure on the delivery team which breaks the team apart and is sometimes the cause of conflicts among the members. As per scrum guide – “Cross functional teams are groups consisting of people from different functional areas of the company. – it should be formed not only with technical specialists (Back-end, Front-end developers, QA engineers, etc.), but also consists of member like Business Analysts, Marketing and UX specialists or anyone else taking an active part in the project.”9. Scrum for AllJust because everyone is going that way doesn’t mean that way is for you too! It is necessary to understand the current and what exactly you want it to be once the journey starts.  Scrum is one of the frameworks to help with complex adaptive projects, but it is not for all the products or projects. If you are transforming your IT helpdesk department, scrum might come out as a failure, the support team cannot say that they will be delivering 10 high priority tickets after the end of sprint, where sprint duration ranges from two week to a month. Second scenario can be the team handling production defects. But this does not mean that Scrum is bad, no it is not. It is just that these scenarios are not meant for Scrum.Every story is different and so are the reasons, as said earlier as well, this is not just a complete list, there can numerous other details depending on the situation. I will be happy to hear your viewpoints on the misalignment and disorientation. Lastly, it is significant to focus more on the people, the mindset and the collaboration to get better results.
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Scrum Master Salary

How much does a Scrum Master earn? How prolific being a Scrum Master is? These are quite relatively simple and common questions but answering them is not that simple. Scrum Master was created around 1992 by Jeff Sutherland and his teams and is quite a new term. Nevertheless, it has not taken long to establish its importance to companies across the world. Scrum Master is currently one of the most promising jobs in the world.In this article, we will cover various aspects of a Scrum Master salary, such as how much a Scrum Master earns, what affects it and how, what the future prospects of a Scrum Master are in terms of salary structure and growth, and why Scrum Masters earn so much.How much does a Scrum Master Earn?According to Payscale, on an entry-level, Scrum Masters in India earn an average of Rs 723,565 per year, going up as high as Rs 1,486,991. In the USA, the average entry-level scrum master salary is $79,309 per year, the highest reaching a six-figure mark of $107,957. However, with more experience, the figures become interestingly better and here is how. Once again, Payscale search results indicate that an experienced Scrum Master in India earns an average of Rs 1,441,276 per annum with the maximum earnings going as high as Rs 2,078,905. Similar reports show that an experienced Scrum Master in the USA earns $103,566 per year on an average, earning as high as $134,203.Below mentioned are statistics from Payscale:Scrum Master Experience/CountryIndiaUSAEntry-Level Scrum MasterRs 723,565 p.a.(Rs 1,486,991 highest)$79,309 p.a.($107,957 highest)Experienced Scrum MasterRs 1,441,276 p.a.(Rs 2,078,905 highest)$103,566 p.a.($134,203 highest)The 2018 research by Glassdoor state that the Scrum Masters are one of the highest paid professionals in the USA, with the average salary being $98,239 and vacancies as high as 1,876. Cities such as New York, Atlanta, Charlotte, Columbus, and Richmond are considered to be the best and most prolific places for the Scrum Masters to work in.Evidently, the figures above are quite staggering and impressive, showing us how fruitful and career aspiring being a Scrum Master is.Here is a table of content for Average Scrum Master salary based on regions:Scrum Master Salary/RegionUSAINDIACANADAGBRAUSTRALIAAverage Scrum Master Salary/yearUS$93,2851,411,000CA$87,000£51,124A$110,000And here is the average salary based on various Scrum certifications:Scrum Master CertificationsSalary in US$/YearCertified Scrum Master (CSM)89,150Professional Scrum Master (PSM )91,000Agile Certified Practitioner (PMI-ACP)108,000Agile Scrum Master (ASM)115,000Scrum Master Certified (SMC)115,000SAFe Scrum Master114,546Salaries that Top Companies pay the Scrum MastersScrum has become so popular down the years that an incredible number of the major software companies adopt its methodology and ways of solving issues.According to the Scrum Guide, Scrum has been adopted by a vast number of software development companies around the world.Apart from being religiously used in manufacturing, operations, education, marketing and other fields, Scrum has been an important problem-solving tool for all the major software companies.Provided that you have the skills to deal with conflicts and are a proven facilitator, you have a great chance to join any of the top companies who are hiring skilled Scrum Masters like you.Glassdoor job search results in India reveal that the major companies hiring Scrum Masters are:Companies Hiring Scrum MastersAverage Salary in INR/yearCisco Systems2,200,000Capgemini1,487,461Amdocs1,279,001Tata Consultancy Services1,243,340Cognizant Technology Solutions1,242,530Wipro1,019,654Accenture1,000,975And in the USA, Scrum Masters are highly sought after by these major brands:Companies Hiring Scrum MastersAverage Salary in US$/yearTransUnion104,728Thomson Reuters104,130UnitedHealth Group97,904Ciber97,156IBM93,403J.P. Morgan91,786Capital One87,732AT&T85,977In the past few years, the pay structure for Scrum Masters has increased at a relatively quick pace. Although Scrum’s popularity status continues to get better, being a Scrum Master is undoubtedly a tough task because what a Scrum Master needs is more like servant leadership skills, and that is the primary asset a Scrum Master needs to possess. After all, it is all about following the Agile-Scrum tactics to finish projects on time along with keeping the quality of the end product intact.Factors affecting a Scrum Master’s salaryThere are many factors that determine how much a Scrum Master earns. Some of the key ones are:1. ExperienceThis is one of the most important criteria, if not the most important one. Like discussed in the previous section of this article, not only the salary of a Scrum Master increases with experience, the job role and position in an organisation gets better as well. Here are a few of the required skills/experience:In terms of landing a better Scrum master job with high pay package, it is recommended for a professional to have worked as a Scrum Master for a minimum of one year with a software development team, one that was diligently applying Scrum principles, practices, and theoryAdequate skills in and understanding of servant leadership, facilitation, situational awareness, conflict resolution, continual improvement, empowerment, and increasing transparency.2. The skills required by the job roleAnother important one. A Scrum Master’s role is not restricted to particular job designation. The more you know about the other Agile approaches in problem-solving, the better your job role and salary will be. By Agile approaches, we are talking about XP, Kanban, Crystal, FDD, etc3. Awareness of multiple Agile techniquesTo get better job opportunities, it is preferred to have knowledge of widely successful Agile techniques such as:User StoriesATDDTDDContinuous IntegrationContinuous testingPairingAutomated TestingAgile Games4. Applicable knowledge of the technologiesA particular organisation will pay you a better package for a Scrum Master if you have a sound grip over the type of technology they use to run their business. Why? It is simple. If you are aware of the system they work in, then they do not have to work on much in getting you in sync with the way they work in their organisation5. Knowledge of appropriate patterns and techniquesA progressive Scrum Master always thinks of using a variety of relevant well-documented patterns and techniques for filling in the intentional gaps left in the Scrum approach, such as Burndown technologies, various Retrospective formats, handling bugs and many more6. Location of the jobThe salary of a Scrum Master depends massively on where the job posting is. If the living standard of a particular city is high, so are the chances of getting a higher pay package. On the other hand, a city having a comparatively lower standard of living renders the Scrum Masters with a lesser salary range.Reason for Scrum Masters being so valuedWhy are the Scrum Masters paid so much? What do the Scrum Masters have to offer that makes them so vital to organisations? After all, in the past few years, Scrum methods have swiftly brought in a revolutionary change in project handling and problem-solving matters.We are living in times when software needs to be delivered on time after much feedback, changes, supervision. Collaboration with frequent updates and patches. To meet the delivery deadline, it is essential to keep the team members connected and in sync, preferably face-to-face. This is critical as the team working on the project should be well informed, collaborated and kept up to date throughout the project. Failure to execute any one of these steps would lead to a breakdown in software, the end result being loss of business, not to forget the reputation of the relevant organisation being tarnished.Nowadays, companies prefer the Agile workflow and are aware of the importance of a Scrum Master in an organisation. Converting a team into a productive one and self-organised by following the Agile practices without any fail, that’s what Scrum Masters do and that is what makes them special.
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How much does a Scrum Master earn? How prolific be... Read More

Differences Between Agile Coach and Scrum Master

There is an exponential increase in the demand for Agile Coaches in the market. But at the same time, there is a lot of confusion regarding the differences and commonalities between an Agile Coach and Scrum Master. When the teams are already being coached by Scrum Masters, what is the need for an Agile Coach?It is really important to understand that there are many similarities between the two roles. Both Agile Coach and Scrum Masters are responsible to help develop an Agile mindset in their organisations. Even the techniques that they use to support and facilitate their teams are very similar. The difference lies in their scope.In this article, we are going to discuss the key differences between and see how a Scrum Master and Agile Coach complement each other and play important roles.Agile Coach vs. Scrum MasterScrum MasterAgile CoachFocus AreasWorks with one Scrum teamApply the basic Scrum practicesWorks with multiple Agile teamsDefines what has to be done, how, who does it, etc.KnowledgebaseScrum practicesScrum and other frameworks like Kanban, Scaling Methods, etc.ExperienceLess than 5 years in ScrumGreater than 5 years in multiple frameworksSalary$115,766$149,867Now, let us take a deeper and clearer look at the differences between the two roles.The Scrum MasterAs a facilitator of an agile development team, a Scrum Master is responsible for managing the process of how information flows. The Scrum Master is like a leader for his Scrum team and focuses on a single team or at the most, a couple of teams. He is up-to-date with everything that is taking place inside the workplace, and knows the whole team inside out.The Roles and Responsibilities of a Scrum MasterMake sure the team is well trained and is working in accordance with the Scrum framework and Agile practices.Impediment solving, that is, anticipate, identify, track, and remove any impediments that the Scrum team faces or might face.Manage and drive the Agile process, that is, scope and timeline of the entire project.The Agile CoachThe Agile Coach is expected to have a deep understanding of multiple Agile methodologies which are beyond the Scrum Framework.The main focus of an Agile Coach is not to support individual team members but rather implement an Agile working method in an organisation. Unlike Scrum Master, an Agile Coach is not a part of a specific Scrum team. The role of being an Agile Coach is independent and has the responsibility to coach various teams or management.An Agile Coach works directly with teams or works via a team’s management. Moreover, they work with Scrum Masters and managers to help increase a team’s agility.The Roles and Responsibilities of an Agile CoachOffer new tools and techniques to promote a healthy group dynamic.Make sure that teams work together effectively. For example, implementation of Scaled Agile Framework (SAFe) that requires active coordination at a team and enterprise level.Make the individual employees as well as the various teams aware of their strengths and weaknesses in order to develop a collective Agile mindset.In summaryThe roles of an Agile Coach and Scrum Master are used interchangeably, which is counted as a risky move. Though the roles of Agile Coach and Scrum Master have a lot in common, there are a lot of differences as well. Agile Coaches deal with the process and not the content, and are most in-demand when an organization is transitioning to Agile.You can gain distinct benefits out of both roles, all you need to know is how to leverage their skillsets and make the most out of the same to reap the benefits of Agile adoption.
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Differences Between Agile Coach and Scrum Master

There is an exponential increase in the demand for... Read More

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