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The Definitive Guide to Agile Framework

In present times, nearly all software development companies and teams tend to follow Agile in one form or another. But, before committing to Agile, it is very important to understand-What is Agile?How does Agile work?Organizations and project teams should primarily understand “why” they want to adopt Agile. If you are keen on learning more about Agile, you have landed yourself in the perfect place, where you will get to know everything that you need to know about Agile, right from the history to its usage.Here, we will not only discuss what Agile is but also talk about what Agile is not. Once you understand what Agile really means, you’ll not only be able to implement Agile practices at your organisation but also acknowledge situations which can be improved with the help of Agile.  Read along to know what it really means at its root.Understanding AgileAgile is not a methodology, neither is it a specific way of working on software development, nor a framework or process. Agile in actual, is a set of values and principles, as defined by the Agile Manifesto.It is a term which describes the different approaches to software development, highlighting team collaboration, incremental delivery, recurrent planning, and recurrent learning. It is an iterative approach that builds software incrementally, instead of delivering it all at once.Agile doesn’t make any decision for you but provides you with a platform that teams can make use of to make decisions that result in better software development.  How does Agile work?Agile breaks down a project into small scales of user functionality, known as user stories.  These can be compared to a to-do list that you make for the tasks that you have to complete. Developers work on these user stories, prioritise these user stories and group them into iterations, assigning deadlines to each iteration.  Once the iteration is over, developers might have a possible product that users can test. Hence, Agile projects help in creating user stories on which they can work iteratively, depending on the user’s feedback. This way, the software becomes better suited for users according to their needs while at the same time, it minimises complexity. Instead of a pre-set of requirements, developers work according to adapt their software as per the requirements by users’ feedback.Let’s take a step back and have a look at how Agile was discovered and where it came from.Life before AgileIn today’s world, project managers can make a choice out of multiple methodologies addressing the Software Development Life Cycle (SDLC) for a particular project. The top choice is Agile, which helps teams to work according to the changing requirements through incremental, iterative project work.Before Agile was born, the process that SDLC  followed was very inflexible. The process it followed was:Collecting the requirementsDesigning and implementing the softwareVerifying if the software is still functioningMaintaining the softwareWithout any alteration, the phases were completed in the above-mentioned order. Each phase was first completed and validated before starting the next process. Any changes in the previous phase meant starting the project from the square one until each phase was redone and approved.Though it's unbelievable, such inflexibility of this process didn’t cause any kind of hindrance in the process of software development. This was because technological innovation was very slow at that period of time. There was no problem in spending several months gathering information and requirements, while at the same time design a software program.Origin of AgileIn the early 2000s, seventeen software developers met in Snowbird, Utah to discuss the methodologies that were being used at that time. These seventeen software developers included Kent Beck, Ward Cunningham, Dave Thomas, Jeff Sutherland, Ken Schwaber, Jim Highsmith, Alistair Cockburn, and Bob Martin. They all published the ‘Manifesto to Agile Software Development’ together, which marks the start of the agile movement.According to the Agile Manifesto:The 4 core values as stated by the Agile Manifesto are:Individuals and interactions over processes and toolsWorking software over comprehensive documentationCustomer collaboration over contract negotiationRespond to change over following a planThe four values outlined in the Agile manifesto promotes focusing more on the quality of the software by creating products that meet the consumer’s needs and expectations.The four values and twelve principles of the Agile ManifestoIndividuals and interactions over processes and toolsPeople and individuals respond to the business needs in order to drive the development process, hence people should be valued more than tools or processes.Working software over comprehensive documentationAgile takes user stories as requirements, which a developer uses to begin building new functions.  The Agile Manifesto values working software more than it values documentation.Customer collaboration over contract negotiation According to the Agile Manifesto, a customer can be engaged and can collaborate throughout the process of development. This makes it easier for the team to meet the needs of the customer.Respond to change over following a planWith Agile, priorities can be changed from one iteration to another iteration while new features can be added as well. Agile believes that changes improve a project and provides additional value.The Twelve Principles are the guiding principles for the methodologies which are included in the Agile Manifesto. It describes the way by which changes are welcomed and customers are focused during the process.Highest priority is to satisfy the customer through early and continuous delivery of valuable software.The focus is to deliver what the customer wants, not what one has planned. Customers are more happy with receiving working software at regular intervals, rather than waiting for a long period for new releases.Welcome changing requirements, even late in development. Agile processes harness change for the customer’s competitive advantage.Embrace changes, even if it is requested by the customer late in the project. One can try and avoid delays when a new change has been requested.Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to a shorter timescale.Create short periods of time to run tasks and make changes. It ensures a regular delivery of the working software.Business people and developers must work together daily throughout the project.It is important to build a bridge between developers and the business side of the project so that they can make use of the same tools and work together to make better decisions.Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done.Motivate and support your team so that they work in a more dedicated manner. Motivated teams deliver the best of the results that they can.The most efficient and effective method of conveying information to and within a development team is face-to-face conversation.Communication is a key factor for teams in order to deliver information. Communication is possible in multiple ways, like documenting conversations, creating email streams, using collaboration software, keeping the development teams co-located, etc.Working software is the primary measure of progress.Progress is measured by the success of the software (or the product), not by completing the tasks and moving along the timeline.Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely.Sprints in activities help teams stay motivated and less burnout, which doesn’t affect the quality of the project.Continuous attention to technical excellence and good design enhances agility.To maintain the right pace and in order to constantly improve the product, the right skill, as well as good design, is very important.Simplicity—the art of maximizing the amount of work not being done—is essential.Cut down the unnecessary complexities and keep things as simple as possible in order to streamline your development process.The best architectures, requirements, and designs emerge from self-organizing teams.Team members take ownership, communicate more regularly and share ideas in order to deliver quality products.At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behaviour accordingly.The process of self-improvement, process improvement, working on their skills and techniques helps a team to work in a more effective manner.Why use Agile?Agile involves the process of continuous planning and feedback in order to deliver business value since the beginning of the project. The whole process encourages user involvement as well as provides visibility and transparency so that the actual progress of the project is visible. Read along to know the key benefits of agile management.Increased project control with early and predictable delivery:Due to regularised sprint meetings, features are delivered in more flexible manners with more transparency. If the demands are met before the planned or predicted date, the software can be Beta-tested or released beforehand.Client gratification:The process involves allowing the client to determine the priority list of the features. This way, the team can understand what is more important to the client and his business, and work accordingly. The client is involved in every sprint review. Moreover, the process helps in delivering the products quicker or by the predicted date, making the clients get early access to the product.Improvement in quality:Since the exercise involves breaking down the project into small units, high-quality development, testing and collaboration come into focus. Moreover, the quality is improved due to frequent builds and testing after each iteration as defects can be identified and fixed during the process.Predictability of Projects:The value of a project is calculated on the basis of cost and ROI. If the ROI outweighs the cost, then the company might carry the project further. But predicting the results of the projects where ROI is not known becomes strenuous. Hence, predictability is very crucial in projects. By using Agile techniques during the planning phase of the project, the cost of a project can be predicted and it can also be concluded if they should continue with the project.Reduced Risk: The chances of project failure are nearly eliminated by the use of Agile methodologies as a functioning product is available from the very first sprint. Since the product is developed in sprints, it is easier to know if the product or the approach will work or not.Analysis, design, coding, and testing happens continuously:For an Agile project, analysing, designing, coding and testing are never done with. As long as there are features to work on and deliveries to make, these activities are a continuous process.Not all developers advocate agile. Some of the developers follow the traditional methodology known as ‘waterfall’, which is also used widely in businesses. Let's have a look at what this traditional methodology is and how it is different from Agile.Waterfall Vs. Agile:What is Waterfall methodology?Waterfall methodology is a linear approach to software development. The Waterfall model follows the sequential order, meaning that the project development team moves to the next phase of testing or developing only if the previous step has been completed successfully.This method is also known as the Linear Sequential Life Cycle Model.What is Agile?Agile follows the process of continuous development and testing in the software development process itself. Unlike the Waterfall Model, the development and testing activities are concurrent in this model. Communication between the customers, developers, managers, and testers are possible in this methodology.Advantages of the Waterfall Model:Makes faster delivery of the project.The whole process and the results are documented properly.Works well for small sized projects where there are easy requirements.Each phase has a specific delivery date and a review processBeneficial for managing dependencies.Advantages of the Agile:This process focuses on the client, making sure that the client us involved during all the stages.The quality of the developed product is assured with the usage of this method.The risk in the development process reduces as both the team and the client know the progress of the project.Better results are obtained.Limitations of the Waterfall Model:This model is not suitable for large size projects.One cannot move back in phases to make any changes.The results will be less effective if the requirements are not clear from the starting.In this model, the testing process starts only after the development is over. In such cases, there are higher possibilities that bugs will be found in the development, making it much more expensive to fix.  Limitations of the Agile:An expert is required to make important decisions.The project can go off track if the vision and mission of the project are not clear.The cost of implementation of the agile method is a little more as compared to other methodologies.Difference between Waterfall Method and Agile Methodologies.AgileProject Trait or FactoWaterfallHas an incremental approach.ApproachThe process is divided into distinct phases.Customers are preferred throughout the project.Customer AvailabilityCustomers are involved only after the product has been developed.Small teams with good coordination and synchronization.TeamTeam coordination and synchronization are limited.It has a flexible methodology.MethodologyIt has a structured process, so most of the times it can be quite rigid.Can be considered as a collection of many projects.Final ProductOne single project is completed after the software development.It is a flexible method which allows changes to be made as per requirements, even after the completion of the initial planning.ProcessThe requirements cannot be changed once the process of project development starts.Works well when the scope is not known in advance as changes can be made in the process.ScopeWorks well when the scope is known in advance or when there are limitations to changes in the process.Test Plan is reviewed after every sprint.Test PlanTest Plan is not discussed during the test phase.Follows an iterative approach. Planning, development, prototyping and other phases may occur more than once.Software Development PhasesThe project development phases like designing, development, testing, etc take place once, only after the process is done with.During the project, requirements are prepared every day by the Product Owner along with the team.RequirementsRequirements are prepared at the beginning of the project by the business analysts.Testing is performed simultaneously with the software development process.Testing of the productThe testing phase comes only after the Build has been prepared.Agile process flowThe following is an outline of the flow of the process from creating a product to the completion of a sprint in the Agile Development application.Step 1: Create a product.A product is a set of features that are offered to users. It can either focus on a few user stories or many users, which can contain many tasks.Step2: Create an agile group.A group of Agile team can be formed, defining the number of tasks that a member can complete in a sprint to define the capacity of the group.Step 3: Create a release.Create a release which has a start date and an end date, in which the development iterations will be completed.Step 4: Create a personalised background.It can be created by defining the filter criteria. It can be a combination of stories, incidents, defects, etc.Step 5: Create a sprint.It is the time frame within which a development team delivers one or more stories. A release can have multiple sprints. A team is expected to complete all the assigned stories within a sprint.Step 6: Planning the sprint. Before starting a sprint, decide on the stories from the backlog that can be committed to complete within a sprint. Stories to be worked on in a sprint should be selected on the basis of priorities.,Step 7: Track the progress of a sprint.Team members should update their tasks and story records on a daily basis to communicate regarding their progress.Step 8: Track the progress of the release.This is done to make sure that the team is completing stories and is on track to achieve the goal.Characteristics of Agile:The process of Agile Software Development involves cross-functional teams working concurrently on various phases like planning, designing, requirement analysis, etc. A working model becomes available at the end of each iteration. The following are the salient characteristics of Agile:Small sized, co-located,  self-organized teams work together in cross-functional ways to deliver business value.Management supports redistributed decision making.Face-to-face iteration replaces temporary documentation.The process supports full transparency, inculcating trust.Makes improvement in a continuous process, making it a part of the culture of the company.Short loops of feedback help in delivering high quality of products.Functions in small, cross-functional teams, which has proven to be more productive than larger teams.The process of continuous testing measures the progress as well as prevents defects.The transition of the project from one phase to another is smoother as the team has a proper, balanced distribution of tasks.All members act as leaders in the project as they lead and take responsibility in their respective project phases. A project is not complete if one member does not do their part.Working with Agile in a distributed team environmentFor a team working together, communicating in person is more sought after than being distributed over multiple locations. It is recommended to co-locate your team, but many times teams are unable to do so for critical business reasons. There’s more to the challenges faced by the distributed software team:Coordinating across different time zones.Building a good rapport when everyone is not present in the same officeCollaborating with different development cultures.Scheduling meetings when both teams are online for a short period of time.Under such situations, teams need to learn to follow Agile principles and practices in a distributed environment. This section discusses this in detail.Additional Communication responsibilities:Each team member needs to put in extra effort when working with remote team members and communicating with them, emphasizing more on the importance of being available and open.Dedication:All team members should be committed and dedicated to making Agile work in a distributed environment. The management must support the processes and tools required to do so.Even Distribution of Work:All team members should have a good understanding of their roles and responsibilities, along with an equal distribution of work. If there is an imbalance in the workload and it is being ignored, then it might risk the schedule of the project delivery.   Pair Programming:In pair programming, two members of the team sit side by side and work on the same code. It is a challenging task for distributed teams. This can be replaced by a virtual experience, like having a video-conferencing as a solution.Understand the Time Difference:Teams face a lot of communication problems if their team members work in different time zones. You can help your team across the world by making them aware of the different time zones in which the team members are working. Using a  physical map with pushpins depicting how the team is distributed, is an example for the same.Use the right tools and training:Identify the tools that will help your team. Get consents from your team members and see if the tool will be helpful for the team or not for that project. Most importantly, train your team on the tools. Don’t expect the team members to know about the new tools and how to use them without any practice.  Train them for the same.With many organizations going global, distributed teams are becoming a common culture to work in. Agile, along with additional efforts by the team, will work well with the distributed teams.Different Agile FrameworksThere are various methods and frameworks that are used by businesses and organizations in the world of development and manufacturing. To name a few:Extreme Programming(EX)ScrumFeature Driven Development (FDD)Dynamic Systems Development Method(DSDM)Crystal MethodologyKanban Method (Lean or Agile)Pragmatic ProgrammingLean DevelopmentUnified ProcessRational Unified ProcessScrum at a glanceScrum is a framework which is used by teams to help them manage their work. It implements Agile principles as a set of artifacts, roles, and practices.Scrum Roles: Scrum has specified three important roles, namely Product Owner, Scrum Master, Scrum Team.Product Owner:A Product Owner holds the responsibility for the product that the team is building and why they are building it. Moreover, he is responsible for keeping the backlog up-to-date and in the order of the priority.Scrum Master:He holds the responsibility to ensure that the team is following the scrum process. They are in the continuous look out for the team’s improvement, while at the same time work on resolving the backlog issues that arise during the sprint.  Scrum Team: The individuals who comprise the team with the responsibility of building the product. They are the engineer of the product and its quality.Scrum Events: Scrum events are used in order to create regularity. All the events are time-boxed, that is it cannot exceed the fixed maximum duration. The elements of Scrum Events are Sprint, Sprint Planning, Daily Scrum Meetings, Sprint Review, and Sprint Retrospective.Sprint: A product incremental is developed in a Sprint. It is usually of a duration of one month or less. The main motive is to provide a pattern to work for the team and the business.Sprint Planning: The work to be performed in a Sprint is discussed and planned in a Sprint Planning meeting.Daily Scrum Meetings:It is a 15-minute meeting held for the team which is conducted on a daily basis. The main motive is to understand the work done since the previously held scrum meeting and to create a plan for the day. It is often referred to as the Daily Stand-up Meeting.Sprint Review: A Sprint Review is held at the end of every Sprint. The team sits along with the stakeholders to discuss what was done in the Sprint. The main objective of this meeting is to obtain feedback for further progress.Sprint Retrospective: It occurs after a Sprint Review and prior to the next sprint planning. The main goal is to introspect and improve in order to make the next Sprint even more effective.Scrum Artifacts: It is like a logbook which provides the Scrum team and the stakeholders with the information that they need to be aware of, like the understanding of the project under development, the activities done and being planned in the project. The Scrum Artifacts are Product Backlog, Sprint Backlog, Product Increment.Product Backlog: It is a prioritized list of values that a team can deliver made available by the Product Owner to the Scrum Team. The Product Owner adds, changes and re-prioritizes the product backlog as needed.Sprint Backlog:It is the list of items that a team plans to deliver in the sprint. The sprint starts when all the members of the team agree that the Sprint Backlog is achievable.Product Increment: This is the most important Scrum Artifact. The product of a Sprint can be known as an Incremental if the produces product is potentially shippable. It should meet all of the quality criteria that are set by the Product Owner and the team.  What is Scaled Agile Framework SAFe®?Scaled Agile Framework provides a simple, lightweight experience for the software developing team, where they can apply lean-agile practices at the enterprise level. It can handle the needs of large value streams and complex system developments, despite being simple and light in weight. Its framework is divided into three segments: Team, Program, and Portfolio.SAFe® allow teams to do the following:Implement Lean-Agile software at an enterprise levelIt is based on the principles of  Lean and AgileIt is designed to meet the needs of all stakeholders within an organization.DevOps Vs. AgileUsing Agile and DevOps are considered to be the best approach for bringing change within a team or an organisation. One of the most common questions that come across people’s mind is how are Agile and DevOps related to each other. In this regard, it must be noted that DevOps did not emerge as a response to Agile; rather these two are discrete approaches. DevOps slowly grew as a means to plug the communication gap in Agile development.Let's have a look at what this actually means and how Agile and DevOps are related.What is DevOps?DevOps is a culture which promotes collaboration between the Development and Operation Team. It helps in deploying code to production in a faster and automated way., increasing the organization’s speed to deliver applications and services.Difference between Agile and DevOps.AgileProject Trait or FactoDevOpsIt is an iterative approach that focuses on the collaboration, customer feedback and small releases of the product.DefinitionIt is an approach that brings together the practice of development and operations team.It focuses on constant changes.TaskFocuses on constant testing and delivery.Manages complex projects.PurposeManages end-to-end engineering processes.Provided by the customers.FeedbackProvided by the internal team.Agile doesn’t emphasize on automation.AutomationDevOps primary goal is Automation.Can be implemented with a range of frameworks like sprint, safe and scrum.ImplementationDoesn’t have any commonly accepted framework. Its primary goal is focusing on collaboration.Smaller the team, even a few people will work on the project, meaning they can move faster.Team SizeThey have a relatively larger team size as it involves stack-holders.Emphasizes on getting all of its members trained so that they can be familiar with the skills.Skill SetDevelopment and operation teams divide and spread the skill sets between themselves.Agile targets Software DevelopmentScopeDevOps targets end-to-end business solution and faster deliverySoftware DevelopingImportanceDeveloping, testing and implementation all are important.Application of Agile outside SoftwareThe end result after an agile application is a product or a project that will meet best with the customer needs, while at the same time deliver it with minimal cost and time, enabling organisations to attain results earlier as compared to the results obtained via the traditional approaches.The roots of Agile Software Developments are lean, agile manufacturing and organizational learning. Looking at these roots, one can realise that they did not originate in the world of software. Many practices of Agile like Stand-up meetings, prioritization, and visual management originated outside software.These techniques are applied in the development sector of non-software products as well, such as computers, medical devices, computers, food, clothing, etc. Principles of Agile Software Development have found applications in general management platforms, like finance, governance, risk, etc.Common Myths about AgileMyths and misunderstandings are common to spread over any method or framework. With time, it becomes a belief and people start to accept it as common knowledge. Read along to know some of the most common myths that have been growing around Agile.Implementation of Agile is easy:Teams should not just learn the best practices of Agile, but should also be able to judge if the selected project is the right fit for agile. They should evaluate if the organization can adopt the values and principles of agile. It is very important for the organisation to invest the time, effort and resources to institute and establish the expectations, culture, and infrastructure to hold up the implementation of Agile methodology. Practice and commitment are very much required as well.Agile Practice is New:Agile has been in practice since the greater part of the last century. The frameworks which are now collectively known as Agile mostly evolved during the late 1980s and 1990s. Hence, many people are familiar with Agile.  Reading is enough to know about Agile:Reading a book to understand Agile is not enough. It is a good idea to read a book to get a good understanding, but it cannot replace practical experience, which is very important to enable an agile mindset and to transform an organisation to become agile.Agile doesn't need any planning:Planning is very vital with any approach, that is if not carried out properly, it will diminish the effectiveness of performance. Although, Agile plans the activities more evenly throughout the project life cycle. Planning starts right from the beginning of an agile project and is continuously iterated throughout the project as new information is gained. Working in this manner makes the project team more effective and help them adapt to changes in an easier way.Agile is not the same as anarchy:Managers feel that self-organisation is identical to anarchy and hence, fear losing control over their agile team. Dues to Agile, the role of management may change but managers play an integral role in their company. They have the responsibility to define visions and goals, as well as help the team to gain full potential.Agile gives prompt results: Agile transformations always go through a learning curve, but they mostly deliver huge benefits. The delivered results might go downwards before it changes to going upwards in the process before it begins to enhance its delivery capabilities.Agile is possible only with small projects:Agile development is composed of small groups, who are cross-functional and collaborative throughout the process of development. This motion is equally effective for larger projects as multiple teams can be formed where they can focus on separate components.Agile is applicable only for software deliveries:The Agile manifesto describes agile in the context of software delivery. But Agile can be used in businesses which are not software-related as Agile is suitable for any dynamic business which experiences variability.Agile Transformation vs. Agile Adoption A strong majority of organizations are already defaulting to Agile. But there is one common barrier. The lack of understanding of the differences between Agile transformation and Agile adoption. A clear perception of these differences is necessary to realize which is the best fit for your team or organization ー Agile Adoption or Agile Transformation.Agile Adoption: The word Adoption is used to describe the action of taking up or putting something into action or effect. Similarly, Agile Adoption can be referred to as the act of “doing Agile”.Agile adoption makes the process of software development simpler, faster and better.Agile Transformation: Agile Transformation refers to the process of converting a business or an organisation from its previously followed methods to ‘Agile’ methods, which will help them in continuous delivery of software in a fluid manner. The process involves a change in the mindset of all the people working in the organisation, which might not be acceptable by all.An effective Agile transformation is usually seen to happen in three stages-Organizational transformation: This entails setting up teams, defining processes, and finally, deciding how the teams will work in close collaboration.Workflow transformation: This is intended to establish a culture of “self-organization” and empower team members to effectively carry out Agile-specific ceremonies and activities.Personal transformation: This phase aims at developing a collective “Agile mindset” which fosters continuous improvement and enables team members to deliver continuous value.  Agile AdoptionFactorAgile TransformationAgile adoptions are fast. Can be measured in days or weeks.Speed of ChangeAgile Transformations take a long time. Can be measured in years.Short TermPlanning TimeframeLong TermAgile Adoption has a very rare impact.Impact on the Structure of the organization.Directly impacts the power and controls in an organisation.The team and the stakeholders might feel that has changed to become more self-organized.Change in Culture.It has a widespread impact as the whole culture is being transformed.Agile will make all the difference The future is ripe with endless possibilities for Agile, and companies across the globe are already realizing it.Various organizations around the globe are now adopting different approaches to software development according to their needs and demands.Agile has got a promising future in particular for the teams making the best use of it.In the long haul, the same teams will help their organisations by delivering products at less cost. With AI and big data becoming a core part of decision making, data-driven Agile will soon become a major focus.On a closing note, Agile and its practice do not commit to resolving each and every problem faced by an organization. But they do guarantee to establish an environment which will help them solve problems through learning, continual planning, and collaboration.The motto remains the same: to deliver a high-quality product in a shorter period of time.
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The Definitive Guide to Agile Framework

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The Definitive Guide to Agile Framework

In present times, nearly all software development companies and teams tend to follow Agile in one form or another. But, before committing to Agile, it is very important to understand-

  • What is Agile?
  • How does Agile work?

Organizations and project teams should primarily understand “why” they want to adopt Agile. If you are keen on learning more about Agile, you have landed yourself in the perfect place, where you will get to know everything that you need to know about Agile, right from the history to its usage.

Here, we will not only discuss what Agile is but also talk about what Agile is not. Once you understand what Agile really means, you’ll not only be able to implement Agile practices at your organisation but also acknowledge situations which can be improved with the help of Agile.  

Read along to know what it really means at its root.

Understanding Agile

Agile is not a methodology, neither is it a specific way of working on software development, nor a framework or process. Agile in actual, is a set of values and principles, as defined by the Agile Manifesto.

It is a term which describes the different approaches to software development, highlighting team collaboration, incremental delivery, recurrent planning, and recurrent learning. It is an iterative approach that builds software incrementally, instead of delivering it all at once.

Agile doesn’t make any decision for you but provides you with a platform that teams can make use of to make decisions that result in better software development.  

How does Agile work?

Agile breaks down a project into small scales of user functionality, known as user stories.  These can be compared to a to-do list that you make for the tasks that you have to complete. Developers work on these user stories, prioritise these user stories and group them into iterations, assigning deadlines to each iteration.  

Once the iteration is over, developers might have a possible product that users can test. Hence, Agile projects help in creating user stories on which they can work iteratively, depending on the user’s feedback. This way, the software becomes better suited for users according to their needs while at the same time, it minimises complexity. Instead of a pre-set of requirements, developers work according to adapt their software as per the requirements by users’ feedback.

Let’s take a step back and have a look at how Agile was discovered and where it came from.

Life before Agile

In today’s world, project managers can make a choice out of multiple methodologies addressing the Software Development Life Cycle (SDLC) for a particular project. The top choice is Agile, which helps teams to work according to the changing requirements through incremental, iterative project work.

Before Agile was born, the process that SDLC  followed was very inflexible. The process it followed was:

  • Collecting the requirements
  • Designing and implementing the software
  • Verifying if the software is still functioning
  • Maintaining the software

Without any alteration, the phases were completed in the above-mentioned order. Each phase was first completed and validated before starting the next process. Any changes in the previous phase meant starting the project from the square one until each phase was redone and approved.

Though it's unbelievable, such inflexibility of this process didn’t cause any kind of hindrance in the process of software development. This was because technological innovation was very slow at that period of time. There was no problem in spending several months gathering information and requirements, while at the same time design a software program.

Origin of Agile

In the early 2000s, seventeen software developers met in Snowbird, Utah to discuss the methodologies that were being used at that time. These seventeen software developers included Kent Beck, Ward Cunningham, Dave Thomas, Jeff Sutherland, Ken Schwaber, Jim Highsmith, Alistair Cockburn, and Bob Martin. They all published the ‘Manifesto to Agile Software Development’ together, which marks the start of the agile movement.

Origin of Agile

According to the Agile Manifesto:

The 4 core values as stated by the Agile Manifesto are:

  • Individuals and interactions over processes and tools
  • Working software over comprehensive documentation
  • Customer collaboration over contract negotiation
  • Respond to change over following a plan

The four values outlined in the Agile manifesto promotes focusing more on the quality of the software by creating products that meet the consumer’s needs and expectations.

The four values and twelve principles of the Agile Manifesto

Agile Manifesto

  • Individuals and interactions over processes and tools

People and individuals respond to the business needs in order to drive the development process, hence people should be valued more than tools or processes.

  • Working software over comprehensive documentation

Agile takes user stories as requirements, which a developer uses to begin building new functions.  The Agile Manifesto values working software more than it values documentation.

  • Customer collaboration over contract negotiation 

According to the Agile Manifesto, a customer can be engaged and can collaborate throughout the process of development. This makes it easier for the team to meet the needs of the customer.

  • Respond to change over following a plan

With Agile, priorities can be changed from one iteration to another iteration while new features can be added as well. Agile believes that changes improve a project and provides additional value.

The Twelve Principles are the guiding principles for the methodologies which are included in the Agile Manifesto. It describes the way by which changes are welcomed and customers are focused during the process.

12 principles of the Agile Manifesto

  • Highest priority is to satisfy the customer through early and continuous delivery of valuable software.

The focus is to deliver what the customer wants, not what one has planned. Customers are more happy with receiving working software at regular intervals, rather than waiting for a long period for new releases.

  • Welcome changing requirements, even late in development. Agile processes harness change for the customer’s competitive advantage.

Embrace changes, even if it is requested by the customer late in the project. One can try and avoid delays when a new change has been requested.

  • Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to a shorter timescale.

Create short periods of time to run tasks and make changes. It ensures a regular delivery of the working software.

  • Business people and developers must work together daily throughout the project.

It is important to build a bridge between developers and the business side of the project so that they can make use of the same tools and work together to make better decisions.

  • Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done.

Motivate and support your team so that they work in a more dedicated manner. Motivated teams deliver the best of the results that they can.

  • The most efficient and effective method of conveying information to and within a development team is face-to-face conversation.

Communication is a key factor for teams in order to deliver information. Communication is possible in multiple ways, like documenting conversations, creating email streams, using collaboration software, keeping the development teams co-located, etc.

  • Working software is the primary measure of progress.

Progress is measured by the success of the software (or the product), not by completing the tasks and moving along the timeline.

  • Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely.

Sprints in activities help teams stay motivated and less burnout, which doesn’t affect the quality of the project.

  • Continuous attention to technical excellence and good design enhances agility.

To maintain the right pace and in order to constantly improve the product, the right skill, as well as good design, is very important.

  • Simplicity—the art of maximizing the amount of work not being done—is essential.

Cut down the unnecessary complexities and keep things as simple as possible in order to streamline your development process.

  • The best architectures, requirements, and designs emerge from self-organizing teams.

Team members take ownership, communicate more regularly and share ideas in order to deliver quality products.

  • At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behaviour accordingly.

The process of self-improvement, process improvement, working on their skills and techniques helps a team to work in a more effective manner.

Why use Agile?

6 Benefits of Agile Software Development

Agile involves the process of continuous planning and feedback in order to deliver business value since the beginning of the project. The whole process encourages user involvement as well as provides visibility and transparency so that the actual progress of the project is visible. Read along to know the key benefits of agile management.

  • Increased project control with early and predictable delivery:

Due to regularised sprint meetings, features are delivered in more flexible manners with more transparency. If the demands are met before the planned or predicted date, the software can be Beta-tested or released beforehand.

  • Client gratification:

The process involves allowing the client to determine the priority list of the features. This way, the team can understand what is more important to the client and his business, and work accordingly. The client is involved in every sprint review. Moreover, the process helps in delivering the products quicker or by the predicted date, making the clients get early access to the product.

  • Improvement in quality:

Since the exercise involves breaking down the project into small units, high-quality development, testing and collaboration come into focus. Moreover, the quality is improved due to frequent builds and testing after each iteration as defects can be identified and fixed during the process.

  • Predictability of Projects:

The value of a project is calculated on the basis of cost and ROI. If the ROI outweighs the cost, then the company might carry the project further. But predicting the results of the projects where ROI is not known becomes strenuous. Hence, predictability is very crucial in projects. By using Agile techniques during the planning phase of the project, the cost of a project can be predicted and it can also be concluded if they should continue with the project.

  • Reduced Risk: 

The chances of project failure are nearly eliminated by the use of Agile methodologies as a functioning product is available from the very first sprint. Since the product is developed in sprints, it is easier to know if the product or the approach will work or not.

  • Analysis, design, coding, and testing happens continuously:

For an Agile project, analysing, designing, coding and testing are never done with. As long as there are features to work on and deliveries to make, these activities are a continuous process.

Not all developers advocate agile. Some of the developers follow the traditional methodology known as ‘waterfall’, which is also used widely in businesses. Let's have a look at what this traditional methodology is and how it is different from Agile.

Waterfall Vs. Agile:

Waterfall Vs. Agile

What is Waterfall methodology?

Waterfall methodology is a linear approach to software development. The Waterfall model follows the sequential order, meaning that the project development team moves to the next phase of testing or developing only if the previous step has been completed successfully.

This method is also known as the Linear Sequential Life Cycle Model.

What is Agile?

Agile follows the process of continuous development and testing in the software development process itself. Unlike the Waterfall Model, the development and testing activities are concurrent in this model. Communication between the customers, developers, managers, and testers are possible in this methodology.

Advantages of the Waterfall Model:

  • Makes faster delivery of the project.
  • The whole process and the results are documented properly.
  • Works well for small sized projects where there are easy requirements.
  • Each phase has a specific delivery date and a review process
  • Beneficial for managing dependencies.

Advantages of the Agile:

  • This process focuses on the client, making sure that the client us involved during all the stages.
  • The quality of the developed product is assured with the usage of this method.
  • The risk in the development process reduces as both the team and the client know the progress of the project.
  • Better results are obtained.

Limitations of the Waterfall Model:

  • This model is not suitable for large size projects.
  • One cannot move back in phases to make any changes.
  • The results will be less effective if the requirements are not clear from the starting.
  • In this model, the testing process starts only after the development is over. In such cases, there are higher possibilities that bugs will be found in the development, making it much more expensive to fix.  

Limitations of the Agile:

  • An expert is required to make important decisions.
  • The project can go off track if the vision and mission of the project are not clear.
  • The cost of implementation of the agile method is a little more as compared to other methodologies.

Difference between Waterfall Method and Agile Methodologies.

AgileProject Trait or FactoWaterfall
Has an incremental approach.ApproachThe process is divided into distinct phases.
Customers are preferred throughout the project.Customer AvailabilityCustomers are involved only after the product has been developed.
Small teams with good coordination and synchronization.TeamTeam coordination and synchronization are limited.
It has a flexible methodology.MethodologyIt has a structured process, so most of the times it can be quite rigid.
Can be considered as a collection of many projects.Final ProductOne single project is completed after the software development.
It is a flexible method which allows changes to be made as per requirements, even after the completion of the initial planning.ProcessThe requirements cannot be changed once the process of project development starts.
Works well when the scope is not known in advance as changes can be made in the process.ScopeWorks well when the scope is known in advance or when there are limitations to changes in the process.
Test Plan is reviewed after every sprint.Test PlanTest Plan is not discussed during the test phase.
Follows an iterative approach. Planning, development, prototyping and other phases may occur more than once.Software Development PhasesThe project development phases like designing, development, testing, etc take place once, only after the process is done with.
During the project, requirements are prepared every day by the Product Owner along with the team.RequirementsRequirements are prepared at the beginning of the project by the business analysts.
Testing is performed simultaneously with the software development process.Testing of the productThe testing phase comes only after the Build has been prepared.

Agile process flow

The following is an outline of the flow of the process from creating a product to the completion of a sprint in the Agile Development application.

Agile process flow

Step 1: Create a product.

A product is a set of features that are offered to users. It can either focus on a few user stories or many users, which can contain many tasks.

Step2: Create an agile group.

A group of Agile team can be formed, defining the number of tasks that a member can complete in a sprint to define the capacity of the group.

Step 3: Create a release.

Create a release which has a start date and an end date, in which the development iterations will be completed.

Step 4: Create a personalised background.

It can be created by defining the filter criteria. It can be a combination of stories, incidents, defects, etc.

Step 5: Create a sprint.

It is the time frame within which a development team delivers one or more stories. A release can have multiple sprints. A team is expected to complete all the assigned stories within a sprint.

Step 6: Planning the sprint. 

Before starting a sprint, decide on the stories from the backlog that can be committed to complete within a sprint. Stories to be worked on in a sprint should be selected on the basis of priorities.,

Step 7: Track the progress of a sprint.

Team members should update their tasks and story records on a daily basis to communicate regarding their progress.

Step 8: Track the progress of the release.

This is done to make sure that the team is completing stories and is on track to achieve the goal.

Characteristics of Agile:

The process of Agile Software Development involves cross-functional teams working concurrently on various phases like planning, designing, requirement analysis, etc. A working model becomes available at the end of each iteration. The following are the salient characteristics of Agile:

  • Small sized, co-located,  self-organized teams work together in cross-functional ways to deliver business value.
  • Management supports redistributed decision making.
  • Face-to-face iteration replaces temporary documentation.
  • The process supports full transparency, inculcating trust.
  • Makes improvement in a continuous process, making it a part of the culture of the company.
  • Short loops of feedback help in delivering high quality of products.
  • Functions in small, cross-functional teams, which has proven to be more productive than larger teams.
  • The process of continuous testing measures the progress as well as prevents defects.
  • The transition of the project from one phase to another is smoother as the team has a proper, balanced distribution of tasks.
  • All members act as leaders in the project as they lead and take responsibility in their respective project phases. A project is not complete if one member does not do their part.

Working with Agile in a distributed team environment

Working with Agile in a distributed team environment

For a team working together, communicating in person is more sought after than being distributed over multiple locations. It is recommended to co-locate your team, but many times teams are unable to do so for critical business reasons. There’s more to the challenges faced by the distributed software team:

  • Coordinating across different time zones.
  • Building a good rapport when everyone is not present in the same office
  • Collaborating with different development cultures.
  • Scheduling meetings when both teams are online for a short period of time.

Under such situations, teams need to learn to follow Agile principles and practices in a distributed environment. This section discusses this in detail.

  • Additional Communication responsibilities:

Each team member needs to put in extra effort when working with remote team members and communicating with them, emphasizing more on the importance of being available and open.

  • Dedication:

All team members should be committed and dedicated to making Agile work in a distributed environment. The management must support the processes and tools required to do so.

  • Even Distribution of Work:

All team members should have a good understanding of their roles and responsibilities, along with an equal distribution of work. If there is an imbalance in the workload and it is being ignored, then it might risk the schedule of the project delivery.   

  • Pair Programming:

In pair programming, two members of the team sit side by side and work on the same code. It is a challenging task for distributed teams. This can be replaced by a virtual experience, like having a video-conferencing as a solution.

  • Understand the Time Difference:

Teams face a lot of communication problems if their team members work in different time zones. You can help your team across the world by making them aware of the different time zones in which the team members are working. Using a  physical map with pushpins depicting how the team is distributed, is an example for the same.

  • Use the right tools and training:

Identify the tools that will help your team. Get consents from your team members and see if the tool will be helpful for the team or not for that project. Most importantly, train your team on the tools. Don’t expect the team members to know about the new tools and how to use them without any practice.  Train them for the same.

With many organizations going global, distributed teams are becoming a common culture to work in. Agile, along with additional efforts by the team, will work well with the distributed teams.

Different Agile Frameworks Agile Frameworks

There are various methods and frameworks that are used by businesses and organizations in the world of development and manufacturing. To name a few:

  • Extreme Programming(EX)
  • Scrum
  • Feature Driven Development (FDD)
  • Dynamic Systems Development Method(DSDM)
  • Crystal Methodology
  • Kanban Method (Lean or Agile)
  • Pragmatic Programming
  • Lean Development
  • Unified Process
  • Rational Unified Process

Scrum at a glance

Scrum is a framework which is used by teams to help them manage their work. It implements Agile principles as a set of artifacts, roles, and practices.

Scrum at a glance

  • Scrum Roles:

 Scrum has specified three important roles, namely Product Owner, Scrum Master, Scrum Team.

  • Product Owner:

A Product Owner holds the responsibility for the product that the team is building and why they are building it. Moreover, he is responsible for keeping the backlog up-to-date and in the order of the priority.

  • Scrum Master:

He holds the responsibility to ensure that the team is following the scrum process. They are in the continuous look out for the team’s improvement, while at the same time work on resolving the backlog issues that arise during the sprint.  

  • Scrum Team: 

The individuals who comprise the team with the responsibility of building the product. They are the engineer of the product and its quality.

  • Scrum Events: 

Scrum events are used in order to create regularity. All the events are time-boxed, that is it cannot exceed the fixed maximum duration. The elements of Scrum Events are Sprint, Sprint Planning, Daily Scrum Meetings, Sprint Review, and Sprint Retrospective.

  • Sprint: 

A product incremental is developed in a Sprint. It is usually of a duration of one month or less. The main motive is to provide a pattern to work for the team and the business.

  • Sprint Planning: 

The work to be performed in a Sprint is discussed and planned in a Sprint Planning meeting.

  • Daily Scrum Meetings:

It is a 15-minute meeting held for the team which is conducted on a daily basis. The main motive is to understand the work done since the previously held scrum meeting and to create a plan for the day. It is often referred to as the Daily Stand-up Meeting.

  • Sprint Review

A Sprint Review is held at the end of every Sprint. The team sits along with the stakeholders to discuss what was done in the Sprint. The main objective of this meeting is to obtain feedback for further progress.

  • Sprint Retrospective: 

It occurs after a Sprint Review and prior to the next sprint planning. The main goal is to introspect and improve in order to make the next Sprint even more effective.

  • Scrum Artifacts

It is like a logbook which provides the Scrum team and the stakeholders with the information that they need to be aware of, like the understanding of the project under development, the activities done and being planned in the project. The Scrum Artifacts are Product Backlog, Sprint Backlog, Product Increment.

  • Product Backlog

It is a prioritized list of values that a team can deliver made available by the Product Owner to the Scrum Team. The Product Owner adds, changes and re-prioritizes the product backlog as needed.

  • Sprint Backlog:

It is the list of items that a team plans to deliver in the sprint. The sprint starts when all the members of the team agree that the Sprint Backlog is achievable.

  • Product Increment: 

This is the most important Scrum Artifact. The product of a Sprint can be known as an Incremental if the produces product is potentially shippable. It should meet all of the quality criteria that are set by the Product Owner and the team.  

What is Scaled Agile Framework SAFe®?

Scaled Agile Framework provides a simple, lightweight experience for the software developing team, where they can apply lean-agile practices at the enterprise level. It can handle the needs of large value streams and complex system developments, despite being simple and light in weight. Its framework is divided into three segments: Team, Program, and Portfolio.

SAFe® allow teams to do the following:

  • Implement Lean-Agile software at an enterprise level
  • It is based on the principles of  Lean and Agile
  • It is designed to meet the needs of all stakeholders within an organization.

DevOps Vs. AgileDevOps Vs. Agile

Using Agile and DevOps are considered to be the best approach for bringing change within a team or an organisation. One of the most common questions that come across people’s mind is how are Agile and DevOps related to each other. In this regard, it must be noted that DevOps did not emerge as a response to Agile; rather these two are discrete approaches. DevOps slowly grew as a means to plug the communication gap in Agile development.

Let's have a look at what this actually means and how Agile and DevOps are related.

What is DevOps?

DevOps is a culture which promotes collaboration between the Development and Operation Team. It helps in deploying code to production in a faster and automated way., increasing the organization’s speed to deliver applications and services.

Difference between Agile and DevOps.

AgileProject Trait or FactoDevOps
It is an iterative approach that focuses on the collaboration, customer feedback and small releases of the product.DefinitionIt is an approach that brings together the practice of development and operations team.
It focuses on constant changes.TaskFocuses on constant testing and delivery.
Manages complex projects.PurposeManages end-to-end engineering processes.
Provided by the customers.FeedbackProvided by the internal team.
Agile doesn’t emphasize on automation.AutomationDevOps primary goal is Automation.
Can be implemented with a range of frameworks like sprint, safe and scrum.ImplementationDoesn’t have any commonly accepted framework. Its primary goal is focusing on collaboration.
Smaller the team, even a few people will work on the project, meaning they can move faster.Team SizeThey have a relatively larger team size as it involves stack-holders.
Emphasizes on getting all of its members trained so that they can be familiar with the skills.Skill SetDevelopment and operation teams divide and spread the skill sets between themselves.
Agile targets Software DevelopmentScopeDevOps targets end-to-end business solution and faster delivery
Software DevelopingImportanceDeveloping, testing and implementation all are important.

Application of Agile outside Software

The end result after an agile application is a product or a project that will meet best with the customer needs, while at the same time deliver it with minimal cost and time, enabling organisations to attain results earlier as compared to the results obtained via the traditional approaches.

The roots of Agile Software Developments are lean, agile manufacturing and organizational learning. Looking at these roots, one can realise that they did not originate in the world of software. Many practices of Agile like Stand-up meetings, prioritization, and visual management originated outside software.

These techniques are applied in the development sector of non-software products as well, such as computers, medical devices, computers, food, clothing, etc. Principles of Agile Software Development have found applications in general management platforms, like finance, governance, risk, etc.

Common Myths about Agile

Common Myths about Agile

Myths and misunderstandings are common to spread over any method or framework. With time, it becomes a belief and people start to accept it as common knowledge. Read along to know some of the most common myths that have been growing around Agile.

  • Implementation of Agile is easy:

Teams should not just learn the best practices of Agile, but should also be able to judge if the selected project is the right fit for agile. They should evaluate if the organization can adopt the values and principles of agile. It is very important for the organisation to invest the time, effort and resources to institute and establish the expectations, culture, and infrastructure to hold up the implementation of Agile methodology. Practice and commitment are very much required as well.

  • Agile Practice is New:

Agile has been in practice since the greater part of the last century. The frameworks which are now collectively known as Agile mostly evolved during the late 1980s and 1990s. Hence, many people are familiar with Agile.  

  • Reading is enough to know about Agile:

Reading a book to understand Agile is not enough. It is a good idea to read a book to get a good understanding, but it cannot replace practical experience, which is very important to enable an agile mindset and to transform an organisation to become agile.

  • Agile doesn't need any planning:

Planning is very vital with any approach, that is if not carried out properly, it will diminish the effectiveness of performance. Although, Agile plans the activities more evenly throughout the project life cycle. Planning starts right from the beginning of an agile project and is continuously iterated throughout the project as new information is gained. Working in this manner makes the project team more effective and help them adapt to changes in an easier way.

  • Agile is not the same as anarchy:

Managers feel that self-organisation is identical to anarchy and hence, fear losing control over their agile team. Dues to Agile, the role of management may change but managers play an integral role in their company. They have the responsibility to define visions and goals, as well as help the team to gain full potential.

  • Agile gives prompt results: 

Agile transformations always go through a learning curve, but they mostly deliver huge benefits. The delivered results might go downwards before it changes to going upwards in the process before it begins to enhance its delivery capabilities.

  • Agile is possible only with small projects:

Agile development is composed of small groups, who are cross-functional and collaborative throughout the process of development. This motion is equally effective for larger projects as multiple teams can be formed where they can focus on separate components.

  • Agile is applicable only for software deliveries:

The Agile manifesto describes agile in the context of software delivery. But Agile can be used in businesses which are not software-related as Agile is suitable for any dynamic business which experiences variability.

Agile Transformation vs. Agile Adoption 

A strong majority of organizations are already defaulting to Agile. But there is one common barrier. The lack of understanding of the differences between Agile transformation and Agile adoption. A clear perception of these differences is necessary to realize which is the best fit for your team or organization ー Agile Adoption or Agile Transformation.

  • Agile Adoption: 

The word Adoption is used to describe the action of taking up or putting something into action or effect. Similarly, Agile Adoption can be referred to as the act of “doing Agile”.

Agile adoption makes the process of software development simpler, faster and better.

  • Agile Transformation: 

Agile Transformation refers to the process of converting a business or an organisation from its previously followed methods to ‘Agile’ methods, which will help them in continuous delivery of software in a fluid manner. The process involves a change in the mindset of all the people working in the organisation, which might not be acceptable by all.

An effective Agile transformation is usually seen to happen in three stages-

  • Organizational transformation: This entails setting up teams, defining processes, and finally, deciding how the teams will work in close collaboration.
  • Workflow transformation: This is intended to establish a culture of “self-organization” and empower team members to effectively carry out Agile-specific ceremonies and activities.
  • Personal transformation: This phase aims at developing a collective “Agile mindset” which fosters continuous improvement and enables team members to deliver continuous value.  
Agile AdoptionFactorAgile Transformation
Agile adoptions are fast. Can be measured in days or weeks.Speed of ChangeAgile Transformations take a long time. Can be measured in years.
Short TermPlanning TimeframeLong Term
Agile Adoption has a very rare impact.Impact on the Structure of the organization.Directly impacts the power and controls in an organisation.
The team and the stakeholders might feel that has changed to become more self-organized.Change in Culture.It has a widespread impact as the whole culture is being transformed.

Agile will make all the difference 

The future is ripe with endless possibilities for Agile, and companies across the globe are already realizing it.

Various organizations around the globe are now adopting different approaches to software development according to their needs and demands.

Agile has got a promising future in particular for the teams making the best use of it.

In the long haul, the same teams will help their organisations by delivering products at less cost. With AI and big data becoming a core part of decision making, data-driven Agile will soon become a major focus.

On a closing note, Agile and its practice do not commit to resolving each and every problem faced by an organization. But they do guarantee to establish an environment which will help them solve problems through learning, continual planning, and collaboration.

The motto remains the same: to deliver a high-quality product in a shorter period of time.

KnowledgeHut

KnowledgeHut

Author

KnowledgeHut is a fast growing Management Consulting and Training firm that is a source of Intelligent Information support for businesses and professionals across the globe.


Website : http://www.knowledgehut.com/

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1 comments

Kliff Technologies 06 Jun 2019

Thanks for sharing this helpful Article.

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But it isn’t. It is an enabler role.As a Project Manager, you might hold accountability for creating a plan and for publishing progress reports against that plan to the Stakeholders.  As a Scrum Master, you are accountable for enabling the team to produce a plan and publish progress reports.You may end up being the person who grabs progress data and publishes it, but you are doing it in service to the team rather than to service your own delivery accountabilities. You may have very little to do with publishing progress reports. Anybody on the team or the team collectively can perform that task.Your job is to help the team understand the need for progress reports, to help them find useful methods to get the job done, and to find the discipline to consistently do the job well.The Scrum Master is advised to use the Scrum framework as a tool to inspect and adapt to both the product demands and the capabilities of the team. As your team learns new things, they will prioritize the opportunities and make changes according to the way they operate.  You can help them identify the opportunities and implement them. There are several easy ways to access methods and tools to solve a variety of problems out there, both inside and beyond the Agile toolkits, but the team should not settle for any obvious best practice. Good practices should be used, not to be settled. Always seek better.We have already looked at how your accountabilities change, but a Scrum Master won’t succeed unless they approach the work with the right attitude.  Each team is different, so you should always assess the expectations of the team and the role you play. Also, you will be able to bridge any gaps by using some fair core values based behaviors that people expect from a Scrum Master.Servant leadership — the watchwordThe Scrum Master role is a Servant Leader role. The Servant leaders seemingly face a conundrum that ‘how do I serve and lead at the same time’.  The answer is that you lead some things with authority based on the expertise and knowledge. You also step aside and let others manage their things based on authority, experience, and roles.For example the Product Owner in Scrum has positional authority on the backlog (that is supposed to be based on knowledge, but is also deeply positional.)You are expected to bring an authority, based on knowledge and experience around the  Scrum, team and system dynamics, and it should be valued by the team. To do this effectively you need to follow some tips for transitioning to the Agile Project Manager.Know your stuffKnowing only what to do leads to cargo cult practices and doesn’t engender a learning organization that continually evolves.  How and why Scrum worksWhy does each of the attributes of Scrum bring value?What problems do they solve and why does that part of Scrum work the way it does?You also need to know why Scrum parts work more effectively when it is executed integratively.New Scrum teams: Start with a Big Bang?If you are working with a team which is new to Scrum or Agile practices, as an effective Scrum Master you should also have some expertise in the way you roll in or implement the new Agile ways of working. Should you do a big bang implementation of Scrum, or roll in one practice at a time? Which one should you start with? Which next?The answer will depend on the circumstances of the team and the Scrum Master should have enough experience and wisdom to have an opinion that the team value because ideally, the teams should be deciding how to roll in the practices.Ask outcome-focused questionsAn important operating method for Scrum Masters is to highlight issues and ask questions.  When and if people express interest in the topic being raised, the Scrum Master may then offer advice and suggestion options. Collectively, the team should engage in the issue and decide what to do.  If the Scrum Master feel that the teams are going to make a mistake, you think about whether the mistake will be small enough to be safe and whether the team will take lessons from the failure. If you see risks, raise them and try to influence the down team with the different paths.As you interact with the team, your experience and advice should become more valued by the team over time.  You should build a consistent track record of helping them become a more successful team. You should not have to try to force change, although sometimes you will feel like you do, and some even rarer times you may feel you have to invoke authority from the management to force something.The importance of feedbackScrum and Agile methodology rely very heavily on fast and transparent feedback. As a Scrum Master, you have an initial feedback system laid out from you in the form of the Scrum ceremonies. These are just the beginning though. You and the team should continuously look to tune and improve your feedback systems so that the team can continually find better ways of delivering better business outcomes.Part of the Scrum Master’s role might be to look at the feedback system, to help the team assess whether they are the right ones and to find better ones.  Sometimes, a Scrum Master finds new ideas about feedback that a team might miss. The team members are all heads down building products and solutions and often prioritize ‘the work’ over ‘the system’.But a Scrum Master can bring an outsider’s perspective, or might be more able to observe the wider system the team operates in. Don’t be afraid of expressing your observations and ideas to the team where you have an insight that they don’t have. That perspective can be very valuable.  You will often be the first to see when a change needs to be made and can let the team know it’s time to start thinking differently.Getting feedback on your own performanceHave a plan for how you are going to grow and become great at the role.  Pursue continuous incremental improvement by setting up regular short cycle feedback systems on yourself.  Pause and reflect on how you are going and what you should do to improve. Do it regularly, and no less frequently than the sprint cycle.  Keep checking with the team whether they need help and what they would like you to help them with, and when you are done, check what they thought of your efforts.Get experience, get training, get a coach or mentor and find a community of practitioners that you can connect with and learn from. Leverage the experience from others, as the people who do this work love to help others and make themselves generously available.Traps in transitioning from Project Manager to a Scrum MasterHere are some of the traps in transition that can be avoided by a Project Manager who has recently assumed the role of a Scrum Master.Responsibility to organize meetingsAgile Manifesto principles believe in building projects collaboratively. Scrum Master arranges meetings for the teams whenever necessary. This is unlike a traditional Project Manager who used to be an administrative assistant to schedule meetings for everyone. Scrum and Agile give an importance to the individuals and interactions over processes and tools.Mistaking the ‘Daily Scrum’ as a ‘Status Update’ taskScrum Master arranges the ‘Stand-ups’ to communicate with the team members. The traditional Project Manager keeps track of everyone’s work to update the project plans and finding out the finishing dates. In Scrum, teams act as self-directing and accountable. So, after their transition to the Scrum Master’s role, the earlier Project Managers should be mindful about their perception of “daily scrum”. The point should be sledgehammered to the minds of these new Scrum Masters that daily scrum is only for the purpose of discussion and is not a status update task.Being a ‘Scrum Master’ is the only jobScrum Master’s role should be multifaceted as an SM has to play the ideal servant-leader role. Also, his role keeps changing in some Agile teams. If any task is incomplete and the Scrum Master is capable of doing it, they should pick up and implement the task. Scrum guide states that “helping the development team to create high-value products”, is one of the services of the Scrum Master. Therefore while transitioning from Project Manager to the Scrum Master, it is important to keep in mind that Scrum Master is not a unidimensional role. It entails multiple aspects.Improper Stakeholder Communication ManagementIn Scrum, the progress is measured as a ‘working software per Agile Manifesto’. The issues are raised, analysed and solved by the team with an external help if necessary. The Scrum Master may not be able to manage the objective the team uses to collaborate. The required deliverables may be set already if there is a governing body such as a portfolio management group or a project management office. In such cases, Scrum Masters should spot the reality that issues are flexible and alter depending on the work committed by the team. Detailing out risks can be ignored, as they will be outdated within a few days or even minutes.ConclusionTransitioning from Project Manager to Scrum Master can be a challenging yet fun. You just need to be very careful. It is important to help with reflection and coaching so that the new Scrum Masters leave some habits behind. When it comes to transitioning to the Scrum Master role, you definitely cannot achieve everything overnight. The first vital step is to get laser-focused. Certifications, as we discussed earlier can be the best if not the only way to do it. All the best for your transition.
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How to Transition From Project Manager to a Scrum ...

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Scrum Master vs. Project Manager: Differences & Similarities

For an entrant in the IT industry, the roles Project Manager and Scrum Master look like two similar ones. But this is not an absolute fact. Both roles are very separate and distinct from each other. Both can be molded into different approaches in a project. While noting down the differences between the Project Manager and the Scrum Master, you will find out that the Project Manager plays the leadership role by leading a planning for the execution of the project. Scrum Master plays a support role for the team members, by working closely with the team and ensuring that they are following Agile principles properly. Relationship between the Scrum Master and the Project Manager Next, you might be wondering, what is the role of a Project Manager in Scrum? If you know the transition from Waterfall to Agile, you might think that the title ‘Project Manager’ is just shifted to the title ‘Scrum Master’. However, the Project Manager’s responsibilities cannot be directly converted to a Scrum Master role. When you transit from traditional approach (Waterfall model) to Agile, the responsibilities of a Project Manager are distributed among the variety of team members. Some responsibilities go to the Program Manager, some to the Product Owner, some to the Scrum Master and some to the remaining team. On the other hand, switching from Waterfall to Agile is not an easy process Unlike Scrum Master, we can say a Product Owner’s role is closely aligned to the Project Manager’s role. The highly responsible entity in a project can be identified as Product Owner. They have to maintain the product backlog and ensure that the product fits with the business requirements. In case of any changes in the product, the Product Owner has to adjust and re-prioritize the current product backlog to fit these changes and maneuver the project. This is a tedious task for the Product Owner. So, the Scrum Master is there to play a consultant role and take care of the project from all perspectives. The Scrum Master guides the Product Owner on how to manage the teamwork with the use of product backlog, sprint planning and meetings. The Scrum Master supports the Product Owner in managing the teamwork, coaches the team and ensures that the team is properly aligned to the Scrum process. The Scrum Master manages the Scrum process, ensures its correct implementation and increasing the scope of its benefits throughout the project. The differences between Scrum Master and Project Manager It is important to know the differences between the Scrum Master and the Project Manager, to find how they complement each other in large-scale projects. The Scrum Master is a coach and facilitator. The Project Manager is a leader, decision-maker and is responsible for managing the project, resources, and scope of business requirements. Sometimes, the Project Manager has to make sure whether the project is lined up with the necessary business requirements or not, whereas the Scrum Master has to look after one project team. Also, Scrum Master has to be a mediator between the project and the customer. Let’s look at how the Project Manager and the Scrum Master roles differ from each other in discrete terms. Parameter   Project Manager   Scrum Master   Goals Has defined goals like completing the project on time, planned budget, and scope Makes sure that the team members are well trained to follow Agile practices appropriately. Also, SM coaches the Scrum teams and mentions the timeline to finish the project Quality Assurance PM also knows the importance of quality, but doesn’t know how to achieve this. Usually, a consultant is hired to fix the errors Scrum Master assures the quality and very well knows the importance of it. Team Size Project Managers like to make things large. Project Manager works with more people and a huge budget. In this way, they improve to Program Manager. Scrum Master always tries to keep things smaller. They like to work in small teams irrespective of budget. Average salary in the United States (2019) $77,000 per year $97,500 per year Job Description Planning, creating budget and the related documents PM has to work with upper management to ensure a scope and direction of a project PM has to work with another department also, in case of emergency sometimes have to work themselves or instruct the team to finish a goal.   Resolves barriers and controls the Scrum processes. Making a team aware of Agile and Scrum to deliver successfully Facilitates the Scrum ceremonies Ensures that a project is running smoothly with the help of the tools Executes the Product Backlog as per the Product Owner prioritization Solves team conflicts with good communication skills Motivates the team Monitors the Scrum processes to increase efficiency                                                                     Differences: Scrum Master vs. Project Manager. Organizations that are new to Agile and Scrum commit some deadly blunders. The most common and overlooked one is the lack of clarity of the roles of the Scrum Master and the Project Manager. This is more often seen in smaller Scrum teams, where these two discrete roles overlap. There are of course similarities between Scrum Master and Project Manager roles. But that does not give way to ignoring the distinct differences between an Agile Project Manager and Scrum Master. Similarities between the Scrum Master and the Project Manager: Project Manager and Scrum Master both are humans and they both make mistakes. But they both debug and learn from the mistakes. They both can communicate, receive feedback, mitigate the risks, and enable a great bonding within a team. Actually, neither the Project Manager nor the Scrum Master is the supreme authority. The Project Manager has to report to the client and the stakeholders, whereas the Scrum Master has to report to the Product Owner alongside the stakeholders and clients. Both Project Manager and the Scrum Master fail when they ignore the basic principles that are supposed to be adhered to. They fail when they not only neglect being professionals, but also when they are any less than skilled professionals. Sometimes, they may also fail when they disrespect the team members’ opinions. Let’s find out the roles and responsibilities of a Scrum Master and Project Manager. The roles and responsibilities of a Scrum Master Scrum Master is referred as a facilitator, who manages the teams that are implementing the Agile methodology. Scrum framework is the best framework for smaller teams of developers, who can break their work into a Sprint in order to get your project done at the end of every sprint. Great teams rely on the Scrum Masters to get their work done within a time limit. You might as well say that being a Scrum Master is a kind of art. All depends on the sprint planning and release planning processes which give scientific clarity to SM in ensuring that the team is able to execute the amount of assigned work in the right way. Sprint planning Scheduling the daily Scrum meeting Managing Scrum process responsibly Helping the Scrum teams to follow Scrum practices Removing barriers so the team can focus on their work Assisting with the Product Backlog Co-operating with Product Owner in designing Product Backlog items for the next Sprint Protecting the team from external distractions Recording and assisting to improve team dynamics Guides the Product Owner on the project Helps teams to speed up the processes Monitors the sprint progress Promotes team discussions Motivates the team Scrum Master acts as a cement to bind the team together The roles and responsibilities of a Project Manager Project Manager’s role is to manage the projects and ensure that the project meets the requirements. There is a time or place for a Project Manager in the large projects. The Project Manager can cover multiple teams and can work with other dependent teams as well. PM can coordinate with multiple teams, help them to meet project timelines and collaborate when resources are required. The roles and responsibilities of the Project Manager are as follows. Defining project scope to the team Planning project target Preparing the work schedule for the team members Gathering requirements Defining the resource requirements for the project Preparing the budget for a project Assuring quality Mitigating the risks Monitoring the plans Getting user feedback Managing relationships with the client and the stakeholders Ending the project Managing the finance related issues budget Reporting to business leaders on the project progress Task allocation Risk management Focusing on processes Prioritizing the project related features Coordinating with other teams if required Conclusion The Project Manager and the Scrum Master both have varied roles. Deciding between the Scrum Master certification and Project Management certification is indeed a tough choice and entails a careful consideration of the prospects of each. Eventually, the role of a Scrum Master is proved as a ‘deciding factor’ of the successful projects. The Scrum Master and the Project Manager both have distinct roles. Both need particular skill-sets and a right person to make the work happen.
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Scrum Master vs. Project Manager: Differences & Si...

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Everything You Need to Know About Scrum Master

What is a Scrum Master?A deep understanding of Scrum roles is critical to implementing Scrum.Many times, this gets widely overlooked when organizations adopt Scrum for the first time. Even before Scrum can be useful for any team, a clear perception of “what is a Scrum Master” is important.Simply put, a Scrum Master is the coach and facilitator of a Scrum team. The Scrum guide describes Scrum Master as a person chiefly responsible for promoting and supporting Scrum. As rightly stated in the guide, a Scrum Master helps everyone understand the Scrum theory, practices, rules, and values. A converter of “doing Agile” to “being Agile” is what defines a Scrum Master. Essentially, a Scrum Master is a servant leader responsible for facilitating Scrum processes.That being said, a Scrum Master also helps people outside the Scrum team understand which of their interactions with the Scrum team are useful. This, in turn, helps the Scrum teams maximize the value created by them.According to Wikipedia, Scrum Master is a facilitator of the team responsible for removing the impediments to deliver the project target. The Scrum Master is not a traditional project manager and acts as a buffer between the team and any distracting influences.  What a Scrum master is “NOT”A better perception of “what is a Scrum Master” demands an understanding of “what a Scrum Master is not”. If you are in it for the long haul, this will help you become aware of the generic misconceptions around who a scrum master actually is.Well, a Scrum Master is not a:Project managerProduct OwnerA position (it is a role)Role above the teamIn this regard, it is also important to note that a Scrum Master is not an active participant in the daily scrum activities but only a moderator.So what is it that a scrum master does for real? Let us try to understand.What exactly does a Scrum Master do?Being a Scrum Master entails a lot more than the list of priority activities of a Scrum Master you come across nearly everywhere. In addition to moderating the team activities, a Scrum Master has to help teams live by Scrum values.A typical day in the life of a Scrum Master looks somewhat like below-Moderates team activitiesHelps organize meetingsKeeps scrum processes movingKeeps the team focused on current sprintEnsures a power balance among management, Product Owner, and the teamActively works with the PORemoves impedimentsHelps the team achieve sprint goalsMaintains transparency in processesHelps improve performanceEnsures quick delivery of the final productPromotes a constructive feedback cultureIdentifies hidden issues and helps prioritize and address themHelps build self-organizing teamsEncourages teams to learn from experienceWe shall discuss the roles and responsibilities of a Scrum Master in further details in the upcoming sections.What are the top qualities of the successful Scrum Masters?To be an effective Scrum Master, one has to be a Scrum enabler first. If you have had the chance to work with highly successful Scrum Masters, there a few patterns you must have observed. These are nothing but the key attributes seen in Scrum Masters of high-performing teams.Scrum Masters with these top qualities are found to lead their teams to success-Communication:Effective communication is one of the top skills for any role. A Scrum Master, however, should be adept in two-way communication. (S)he should be a good speaker and listener. An efficient Scrum Master should be able to listen, comprehend, repeat, summarize, energize, observe, write, simplify, critique, suggest, assert, chat, and present with equal ease.Responsibility and Ownership: Scrum Master is a representative of the Scrum team. As a Scrum Master, if you are capable of building and gaining trust among the team members, you should be able to represent them in their success or failure.Acknowledgment and appreciation: Genuine leadership entails valuing your colleague's efforts and enabling them to advance their performance. This is one of the top qualities of a Scrum Master, who happens to be a servant leader as well.Good leader, not a ruler A Scrum Master should not follow a command-and-control leadership. Instead, he should adhere to the principles of servant leadership, wherein decisions are made only after discussion with the team members instead of being directly imposed.Multitasker: As a Scrum Master, you should be able to juggle parallel tasks and manage important scrum events within defined timeframes. Assuming an ideal Scrum team of 6-9 members, you are responsible for managing today’s tasks and planning for tomorrow’s tasks along with arranging the Scrum events for the team members to resolve their queries, planning for the next Sprint, and release. Multitasking, in fact, is one of the top qualities of a Scrum Master.Resolve the obstacles and keep the team on track: The Scrum Master always focuses on keeping the team on track and resolving the obstacles that are blocking their way to deliver a quality product. These obstacles may include unwanted meetings, unwanted procedural complexity, work environment or any other challenge. He/She ensures that the team is away from the distractions that are hindering the project success.Encourage collaboration: A Scrum Master has to look into the daily activities of the team members. Also, the Scrum Master can share his/her experiences through seminars. conferences, and meetings with the team members. A good Scrum Master should encourage collaboration with the help of planning sessions, daily stand-ups, sprint planning, and sprint review meeting sessions.  Initiating latest technologies: A Scrum Master can use automated builds, simple designs, multi-level testing, automated development, and pair programming to reduce time and efforts while developing the project. He/she can also make use of the latest technologies and best practices that can help you in the early completion of the project.   Good coach for the team: A successful Scrum Master should understand the different phases that his/her team is undergoing and the importance of team building. The Scrum Master coaches the team members by building self-organizing teams, tracking the project, implementing simple methodology rules, and by creating project vision. Other than being a coach to the team to explain Scrum processes clearly and enforcing the practice for Agile, the Scrum Master should have basic technical and project management knowledge.Effective collaboration with the Product Owner: This is regarded as one of the key qualities of a Scrum Master. An effective Scrum Master should be able to collaborate with the Product Owner. While the role of a PO is to convey the user requirement to the Scrum team and push the team towards it, a Scrum Master facilitates a seamless execution of the processes. Together, the Scrum Master and Product Owner build a strong relationship with the team to provide the best results.Empathy: A Scrum Master develops many skills while working with team members. He/She builds his/her skills to develop emotions and to learn what the team members feel. This way, (s)he builds a strong connection with the team and understands their problems while also suggesting effective solutions.  A strong understanding of servant leadership and facilitation:The role of the Scrum Master is not to assign the tasks to the team, it is all about supporting the team members in achieving the project goals. Servant leadership, which is one of the fundamental qualities of a Scrum Master plays a key role here. By serving and encouraging the team in every way possible, a good scrum master always helps the team members attain their full potential. Needless to say, this has a direct positive impact on the business value they create as a team.A relentless approach to continuous delivery:A successful Scrum Master always tries to improve the way a team works. The best way to do this is to arrange the retrospective, where each team member identifies what went well and what went wrong in the initial Sprint. The team members learn from the mistakes and this leads to continuous improvement.A good relationship with the team:A Scrum Master may act as a team leader, but he/she doesn’t have the authority of a true manager. Eventually, a Scrum Master has to be cordial with the team members, if he/she wants to influence specific actions.Product, market, and domain knowledge:A Scrum Master need not have end-to-end technical knowledge and domain skills. However, a fundamental understanding of the product, markets, and software development processes, makes it easier for them to address challenges in project delivery.Encourage a self-organizing team:A scrum master should know when to express his views and should mostly allow the team to be self-organizing. That said, he should be actively listening to the team members’ inputs and learning points and guide the team to perform better in subsequent sprints.What are the essential skills of a Scrum Master?Though the Scrum Master role is complex and challenging, a diverse skill set allows them to become a great Scrum Master. Here are the Scrum Master competencies that help him/her succeed in the project:1. Organizing the teamKnowing the rules of the ScrumCommunicating internally and externallyReporting the status of the team membersCollecting the team members in the Sprint PlanningGuiding clearlyResolving the impedimentsEfficient facilitationImplementing collaborative engagement tools and techniques2. Improving the teamForming a good teamManaging the technical debtImproving team members’ activities by providing feedback and motivationImplemented continuous validated learningResponsible for making a change3. Establishing a self-organising teamDisplaying a servant leadershipExecuting the Scrum valuesDecide according to Agile methodologyOwing to the team members’ responsibilitiesInvolving every team member in planning4. Planning bigDiscussing with the team membersFinding and fixing the cross-team problemsImproving the cross-team technical practicesRoles and Responsibilities of a Scrum MasterThe Scrum Master’s role is pivotal to the success of a team. He/she is a process leader who helps the team understand Scrum values, principles, and practices. Some organizations practice rotation of Scrum Master roles among the team members; this is, once again, up to each Scrum Team.However, the roles of the Scrum Master include:The Agile framework custodian and process owner for the team.A facilitator and Servant Leader who never discourages but encourages and expects self-organization from the Agile development team.Build close collaboration across roles and functions in the organization, works on matters collectively and is not individualistic.Protect the team from distractions which include both external and internal.Remove impediments, so the team can focus on the development of work and tasks.Scrum Master is not typically a manager or lead, but he/she is an influential leader who does not do direct command and control.Scrum Master is a coach and advisor to the team and discussed issues encountered.Scrum Master should be equipped with basic technical and project management know-how, this is so that he/she understands the problems and is able to provide proper guidance and advice to the team.With Scrum gaining widespread attention in just about every sector, top industry majors like Microsoft, Honeywell, Ericsson, Bank of America, Cox Automotive, KPMG, etc. are focusing on the integration of Scrum into their existing frameworks. This trend has prompted more industries to invest in Agile and Scrum training.  Let’s see some more benefits of having a certified Scrum Master on a project.Why should you be interested in getting a Scrum Master Certification?Scrum has become the finest choice of organizations to deliver more value to the customers. In State of Scrum 2018 survey, 85 percent of the respondents say Scrum continues to improve the quality of work life. At the same time, 81% of Scrum Masters who received certification agreed that it has significantly helped improve their practice.Listed below are the reasons and benefits of having a Scrum Master certification (CSM).1. In-depth knowledge of Scrum:If you have not implemented Scrum before, earning the certification will help you to learn the Scrum skills effectively. With this certification, you can level-up your knowledge with the basics of Scrum and you will be able to:Make customers happy and satisfiedDeliver better quality product in less timeMaintain team collaborationLesser defectsFlexible working strategyTake a quick decision on an issue2. A number of companies moving to Agile:Nowadays, organizations are required to speed up their product development process to deliver fast according to the changing needs of the customers. This helps organizations to stay viable. Scrum produces in iterations and its self-organizing teams deliver products of maximum value. Due to this reason, a number of companies are shifting to Agile.      3. New career opportunities on the go:A CSM certification will bring more new career opportunities as more companies are migrating to the Agile approach and they need a professional who will guide a team to follow the Scrum approach. Being a certified Scrum Master, your chances of getting hired by the top employers with fair salary are more.    4. Increases collaboration:When it comes to working on a complex project, it needs collaboration among the team members. As a certified professional on a team, you can build and reinforce the basic understanding of Scrum to produce a value.  5. Switch to the Agile mindset:You need to develop an Agile mindset if you have to work with Agile methodologies. As a certified person on a team, you need to start thinking in an Agile way that will avoid differences in opinions and lead to successful projects with better team collaboration.    7. Organizations yield more:It is tough for any organization to accept new processes easily as it affects the complete structure of the organization. It affects processes, management, people, and clients. In this regard, you need a knowledgeable person in your team who will make the adoption a smooth process. Being a certified Scrum Master, you will be facilitating the tasks for the team members.  8. Enter the Scrum experts community:After taking a Certified ScrumMaster certification, an individual will get a chance to be a part of the Scrum experts community of Scrum Alliance. This community offers knowledge in a way to stay updated, find the events, and provide instructions to the certified members.Scrum Master vs. Project ManagerOnce we enter the industries, we often come across the term Project Manager along with the Scrum Master. These two roles are distinct from each other though they contribute to the projects. This creates confusion between the Scrum Master and Project Manager roles when an organization is undergoing an Agile transformation.A Scrum Master works on the Agile project associated with Scrum project management principles whereas a Project Manager’s work is based on the traditional disciplined project management principles. Let’s see the differences between a Scrum Master and Project Manager. Also, if you are serving as a Project Manager and willing to become a Scrum Master or vice versa, this information will help you to take a stand on this. Before going further, let's see the roles of the Scrum Master and Project Manager in brief.1. Scrum Master duties:Scrum Master responsibilities to the Product Owner (PO)-Helps the PO in managing the product backlogHelps the PO to convey the product requirement clearly to the team members  Facilitate Scrum events to the POScrum Master responsibilities towards the development team-Guiding and coaching the teams to follow Scrum rulesRemoves roadblocks that are inhibiting the project’s progressHelps to maintain team dynamics and high-value resultFacilitate the Scrum events and arrange Scrum meetingsDirecting the team in Scrum implementationMentor the team members who are new to Scrum adoption2. Project Manager roles:The Project Manager is responsible for:Delivering the product according to the project’s requirementsDefining the project scope and planning the project activities accordinglyEnsuring that the responsibilities assigned to team members are according to their skills and expertiseReporting the progress of the project to the stakeholdersTracking the project performance against the timelines and ensuring an effective project qualityMaking sure that the project documentation is properPlanning the tasks for the team members and ensuring that the team understands their roles in the projectPreparing a project budget and getting it approved from the senior managementManaging the StakeholdersMonitoring and controlling the risks in the projectDelivering the project on time with the project constraints like scope, the budget, time, and efficient resourcesLet’s figure out the major differences between a Scrum Master and Project ManagerScrum MasterAttributesProject ManagerMakes sure that the team members are well trained to follow Agile practices appropriately. Also, SM coaches the Scrum teams and mentions the timeline to finish the projectGoalsHas defined goals like-Completing the project on time, planned a budget, and scopeSM assures the quality and knows the importance of quality.Quality AssurancePM also knows the importance of quality, but doesn’t know how to achieve it. A consultant is usually hired to fix the errorsScrum Master always tries to keep things smaller. They like to work in small teams irrespective of budget.Team SizeProject Managers like to make things large. PM works with more people and a huge budget. In this way, they improve to Program ManagerThe average salary of a Certified ScrumMaster® is $116,659 per year.Average SalaryThe average salary of a Project Manager is $75,474 per yearCertified Scrum Master (CSM)®Advanced-Certified Scrum Master (A-CSM)®Certified Scrum Professional- Scrum Master (CSP-SM)®Professional Scrum Master (PSM I, PSM II, PSM III)Agile Scrum Master (ASM)Scrum Master Certified (SMC)SAFe® Scrum Master (SSM)SAFe® Advanced Scrum Master (SASM)CertificationsAgile Certified Practitioner (PMI-ACP)®Project Management Professional (PMP)®Certified Associate in Project Management (CAPM)®Certified Project Manager (IAPM)CompTIA Project+Certified Scrum Master (CSM)- Scrum AllianceAdvanced-Certified Scrum Master (A-CSM)- Scrum AllianceCertified Scrum Professional- Scrum Master (CSP-SM)- Scrum AllianceProfessional Scrum Master (PSM I, PSM II, PSM III)- Scrum.orgAgile Scrum Master (ASM)- EXINScrum Master Certified (SMC)- SCRUMstudySAFe® Scrum Master (SSM)- Scaled Agile Inc (SAI)SAFe® Advanced Scrum Master (SASM)- Scaled Agile Inc (SAI)Accreditation bodiesAgile Certified Practitioner (PMI-ACP)®- PMIProject Management Professional (PMP)®- PMICertified Associate in Project Management (CAPM)®- PMICertified Project Manager (IAPM)- International Association of Project ManagersCompTIA Project+- CompTIAEfficient Scrum Master = Great OrganizationThe role of a Scrum Master may vary from one project to another or one organization to another but the importance of Scrum Master in a team will always be the same. The role of the Scrum Master in general is very challenging. It goes without saying that hiring a Scrum Master is the wisest decision for an organization undergoing a real transition to Agile!  
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Everything You Need to Know About Scrum Master

What is a Scrum Master?A deep understanding of Scr... Read More