Helen was a Project Manager before changing to the Scrum Master role. That transition was not an easy one, and she shares her struggles and lessons learned.
The story we explore in this episode is about how sometimes we fail to take into account that our team members may be at a different step of the journey than we are. We talk about what that means in practice, how it affects our performance, and discuss some tips to make sure that we always meet our team members where they are, in their own learning journey.
About Helen Garcia
Helen’s been in projects for over 10 years, everything from construction to pharma to more recently gaming. Not only does she want to bring an Agile mindset to organizations that are ready for change but she also strongly believes that Agile can be just as effective at home. Bringing value sooner, safer and happier thanks to Jon Smart it’s a quote Helen take most places!
When organizations start their journey towards agility, it is normal, and predictable that not all participants in the journey will have the same level of understanding. In this story, Chris shares the common misunderstanding around the estimation conversation, and how it may generate conflict between teams and stakeholders. What’s a Scrum Master to do in those situations? First, we need to start by recognizing what step of the journey we are in, and what is still ahead of us! But there’s a lot more that Chris shares about the start of the Agile adoption journey.
About Chris Foley
Chris is a Principal Systems Design Engineer at Red Hat working in the area of Engineering Improvement. He has over 20 years of experience in software and has filled PO and ScrumMaster roles. The team, to Chris, is the essence of the whole process and the Scrum Masters role is to help optimize that. He uses his experience from the sporting world to draw parallels around how successful teams function.
As a developer, starting your first Scrum Master assignment is not easy. In this story, we hear about how easy it is to stay in the developer mindset in our first Scrum Master job, and what that means for the team and yourself. We discuss how Scrum Masters can learn to step back, even if they “know” what to say.
About Joe Auslander
Joe is into game/experience design and enjoys working with teams to solve unique problems. In the past this has been in areas of ship repair, crew coordination, television production and software delivery. Joe enjoys learning and sharing what he has learned and he particularly loves seeing people succeed.
As Jakub took on the challenging role of being a Scrum Master for 7 teams, he started facing the problems that come with over-committing (as a Scrum Master). The typical running around just to be present at the teams’ meetings started to take its toll. Jakub did not know how to handle that many teams, and that led to a reflection and learning that stayed with him forever: he had turned Scrum into the outcome that he was pushing teams towards, instead of the tool that helps them succeed.
About Jakub Jurkiewicz
Jakub is a kaizen practice lead who participated in his first standup in 2005 and facilitated his first retrospective in 2007. Previously a software developer, team leader, Scrum Master and Agile consultant, Jakub is also, a podcaster and trainer at Agile Coaching Lab. Loves wine, bicycles and his wife (in the reverse order).
The story that John shares with us, starts when Project Management transformations were a thing. He went through a PRINCE2 adoption process, which led to the emergence of the inevitable silos. John started searching for better alternatives and found Extreme Programming, Scrum and Kanban. As he tried to play the servant leader role that comes with Scrum, however, he discovered that there’s a good and a bad way to be a servant leader. Listen in to learn when to stop serving, and when to be a true leader!
About John Albrecht
Agile Person, for the team by the team, used to be a developer. Got into Agile via Extreme Programming (XP), then Kanban, then Scrum. Some of his key ideas are Principles over Practices, #noestimates, love working with teams and organizations, the softer side, finding what they and customers need and what works for them.
Customer collaboration over contract negotiation is one of the Agile values. Even if that value has been there since the start of the Agile adoption process, its application isn’t easy. We have quite a few episodes on how difficult this value is to apply in practice, and this episode isn’t an exception. All of these stories have insights that are critical to learning how to apply this value. In this episode, we talk about how fulfilling a contract is never enough, and how the customer must be brought on board, and be part of the decision making all the way.
Laurens helps leaders create high-performance organizations by guiding them to embrace who they are. As Laurens puts it: “when leaders ignite their inner strength and capability—and lead from love—they soar beyond their expectations. That is how we create a world of work that we would want our kids to live in.”
An Agile transformation is not an easy target state to achieve. In this episode with Nikoletta, we discuss what are some of the “must-have” conditions for the Agile transformation to have a chance to succeed. We also talk about how Scrum Masters can help organizations find the right reason for change while working with both leadership and the “doers”.
About Nikoletta Tatár
Nikoletta is an Agile Coach who is passionate about creating an environment where teams and individuals have the space to grow, deliver awesome products to customers, and have fun doing so. She is also a Collaboration Superpowers facilitator holding workshops online about remote working and collaboration.
Lakshmi tells us a story that is very unusual. In this story, the team and the client were communicating well, and effectively. They had agreed to change the content of the deliverable through collaboration. However, the leadership of the company where the team worked, was not happy with that. They still had the Waterfall, fixed price / fixed schedule mindset. In this story, Lakshmi shares how important it is to work with all stakeholders, and never ignore the fact that when a contract exists, we must make sure that contract is respected.
About Lakshmi Ramaseshan
Lakshmi considers Agile Coaching her true calling! With 20+ years in the software industry, her journey started as a developer on an agile team. After which she quickly realized good product development is all about having the right conversations, building happy teams, and being aligned with your customer.
Lakshmi is passionate about growing people, fostering trust amongst the team members, and building high-performance teams. She also believes in giving back to the community & paying it forward to help inspire others on their Journey!
When emotions run high, it’s difficult to be the one that helps everybody calm down. As Scrum Masters, we need to be ready and know what to do when our colleagues get into a heated discussion. In this episode, we talk about what not to do, and then Daniel shares an important lesson about how to handle those situations.
About Daniel Lenhart
Daniel never knew what his dream job would be, but now that he is a Scrum Master, he loves it. I studied Biology in university and switched fields to software development. This really showed me the importance of cross-disciplinary learning and looking into new areas of interest.
As Steve worked with this particular team, they got to the point that they wanted to move to 1-week Sprints. However, the move to 1-week Sprints presented a significantly different problem than they were used to in their previous 2-week Sprints. We explore the key differences between 1-week and 2-week sprints, and what teams must be aware of when moving to the shorter timeboxes.
About Steve Silbert
Steve is an Agile Coach living in Jacksonville, Florida. He is co-curator of SketchnoteArmy, sits on the board of directors for a spiritual innovation incubator, and designs agile games in his spare time.