\n
  • Find your true north on what you dream of doing<\/li>\n<\/ol>\n\n\n\n

    Voila - You have a choice<\/p>\n","post_title":"CHOW #100 - Career progression or evolution - What next?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-100-career-progression-or-evolution","to_ping":"","pinged":"\nhttps:\/\/pm-powerconsulting.com\/blog\/after-scrum-master-what\/","post_modified":"2024-04-06 15:45:26","post_modified_gmt":"2024-04-06 15:45:26","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=10133","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":2},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

  • Page 2 of 4 1 2 3 4
    \n
  • If the skills required in the Needed are not possible in the near term(include personal constraints too), eliminate them.<\/li>\n\n\n\n
  • Find your true north on what you dream of doing<\/li>\n<\/ol>\n\n\n\n

    Voila - You have a choice<\/p>\n","post_title":"CHOW #100 - Career progression or evolution - What next?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-100-career-progression-or-evolution","to_ping":"","pinged":"\nhttps:\/\/pm-powerconsulting.com\/blog\/after-scrum-master-what\/","post_modified":"2024-04-06 15:45:26","post_modified_gmt":"2024-04-06 15:45:26","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=10133","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":2},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

    Page 2 of 4 1 2 3 4
    \n
  • Create a skills matrix for the new role under \"Needed\" and \"Available\" column<\/li>\n\n\n\n
  • If the skills required in the Needed are not possible in the near term(include personal constraints too), eliminate them.<\/li>\n\n\n\n
  • Find your true north on what you dream of doing<\/li>\n<\/ol>\n\n\n\n

    Voila - You have a choice<\/p>\n","post_title":"CHOW #100 - Career progression or evolution - What next?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-100-career-progression-or-evolution","to_ping":"","pinged":"\nhttps:\/\/pm-powerconsulting.com\/blog\/after-scrum-master-what\/","post_modified":"2024-04-06 15:45:26","post_modified_gmt":"2024-04-06 15:45:26","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=10133","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":2},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

    Page 2 of 4 1 2 3 4
    \n
  • Eliminate those that are aligned to you as a person<\/li>\n\n\n\n
  • Create a skills matrix for the new role under \"Needed\" and \"Available\" column<\/li>\n\n\n\n
  • If the skills required in the Needed are not possible in the near term(include personal constraints too), eliminate them.<\/li>\n\n\n\n
  • Find your true north on what you dream of doing<\/li>\n<\/ol>\n\n\n\n

    Voila - You have a choice<\/p>\n","post_title":"CHOW #100 - Career progression or evolution - What next?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-100-career-progression-or-evolution","to_ping":"","pinged":"\nhttps:\/\/pm-powerconsulting.com\/blog\/after-scrum-master-what\/","post_modified":"2024-04-06 15:45:26","post_modified_gmt":"2024-04-06 15:45:26","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=10133","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":2},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

    Page 2 of 4 1 2 3 4
    \n
  • Understand all the options in front of you<\/li>\n\n\n\n
  • Eliminate those that are aligned to you as a person<\/li>\n\n\n\n
  • Create a skills matrix for the new role under \"Needed\" and \"Available\" column<\/li>\n\n\n\n
  • If the skills required in the Needed are not possible in the near term(include personal constraints too), eliminate them.<\/li>\n\n\n\n
  • Find your true north on what you dream of doing<\/li>\n<\/ol>\n\n\n\n

    Voila - You have a choice<\/p>\n","post_title":"CHOW #100 - Career progression or evolution - What next?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-100-career-progression-or-evolution","to_ping":"","pinged":"\nhttps:\/\/pm-powerconsulting.com\/blog\/after-scrum-master-what\/","post_modified":"2024-04-06 15:45:26","post_modified_gmt":"2024-04-06 15:45:26","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=10133","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":2},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

    Page 2 of 4 1 2 3 4
    \n
      \n
    1. Understand all the options in front of you<\/li>\n\n\n\n
    2. Eliminate those that are aligned to you as a person<\/li>\n\n\n\n
    3. Create a skills matrix for the new role under \"Needed\" and \"Available\" column<\/li>\n\n\n\n
    4. If the skills required in the Needed are not possible in the near term(include personal constraints too), eliminate them.<\/li>\n\n\n\n
    5. Find your true north on what you dream of doing<\/li>\n<\/ol>\n\n\n\n

      Voila - You have a choice<\/p>\n","post_title":"CHOW #100 - Career progression or evolution - What next?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-100-career-progression-or-evolution","to_ping":"","pinged":"\nhttps:\/\/pm-powerconsulting.com\/blog\/after-scrum-master-what\/","post_modified":"2024-04-06 15:45:26","post_modified_gmt":"2024-04-06 15:45:26","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=10133","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":2},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

      Page 2 of 4 1 2 3 4
      \n

      Some of the tips of the trade that Manas employed<\/p>\n\n\n\n

        \n
      1. Understand all the options in front of you<\/li>\n\n\n\n
      2. Eliminate those that are aligned to you as a person<\/li>\n\n\n\n
      3. Create a skills matrix for the new role under \"Needed\" and \"Available\" column<\/li>\n\n\n\n
      4. If the skills required in the Needed are not possible in the near term(include personal constraints too), eliminate them.<\/li>\n\n\n\n
      5. Find your true north on what you dream of doing<\/li>\n<\/ol>\n\n\n\n

        Voila - You have a choice<\/p>\n","post_title":"CHOW #100 - Career progression or evolution - What next?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-100-career-progression-or-evolution","to_ping":"","pinged":"\nhttps:\/\/pm-powerconsulting.com\/blog\/after-scrum-master-what\/","post_modified":"2024-04-06 15:45:26","post_modified_gmt":"2024-04-06 15:45:26","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=10133","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":2},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

        Page 2 of 4 1 2 3 4
        \n

        Manas noted these traits that were required in the \"Needed\" column and his strengths in the \"Available\" column for each role. With these written out the next he did was a 5 year goal or what would his role model do (happens to be Steve Jobs). Manas decided to pursue being a Product Owner as a strong product manager.<\/p>\n\n\n\n

        Some of the tips of the trade that Manas employed<\/p>\n\n\n\n

          \n
        1. Understand all the options in front of you<\/li>\n\n\n\n
        2. Eliminate those that are aligned to you as a person<\/li>\n\n\n\n
        3. Create a skills matrix for the new role under \"Needed\" and \"Available\" column<\/li>\n\n\n\n
        4. If the skills required in the Needed are not possible in the near term(include personal constraints too), eliminate them.<\/li>\n\n\n\n
        5. Find your true north on what you dream of doing<\/li>\n<\/ol>\n\n\n\n

          Voila - You have a choice<\/p>\n","post_title":"CHOW #100 - Career progression or evolution - What next?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-100-career-progression-or-evolution","to_ping":"","pinged":"\nhttps:\/\/pm-powerconsulting.com\/blog\/after-scrum-master-what\/","post_modified":"2024-04-06 15:45:26","post_modified_gmt":"2024-04-06 15:45:26","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=10133","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":2},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

          Page 2 of 4 1 2 3 4
          \n

          For a Scrum master to setup the team, he needed team building skills, release planning and personally ready to accept ambiguity.<\/p>\n\n\n\n

          Manas noted these traits that were required in the \"Needed\" column and his strengths in the \"Available\" column for each role. With these written out the next he did was a 5 year goal or what would his role model do (happens to be Steve Jobs). Manas decided to pursue being a Product Owner as a strong product manager.<\/p>\n\n\n\n

          Some of the tips of the trade that Manas employed<\/p>\n\n\n\n

            \n
          1. Understand all the options in front of you<\/li>\n\n\n\n
          2. Eliminate those that are aligned to you as a person<\/li>\n\n\n\n
          3. Create a skills matrix for the new role under \"Needed\" and \"Available\" column<\/li>\n\n\n\n
          4. If the skills required in the Needed are not possible in the near term(include personal constraints too), eliminate them.<\/li>\n\n\n\n
          5. Find your true north on what you dream of doing<\/li>\n<\/ol>\n\n\n\n

            Voila - You have a choice<\/p>\n","post_title":"CHOW #100 - Career progression or evolution - What next?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-100-career-progression-or-evolution","to_ping":"","pinged":"\nhttps:\/\/pm-powerconsulting.com\/blog\/after-scrum-master-what\/","post_modified":"2024-04-06 15:45:26","post_modified_gmt":"2024-04-06 15:45:26","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=10133","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":2},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

            Page 2 of 4 1 2 3 4
            \n

            For a Product Owner, he needed to add skills around core agile product skills, improved communication, deeper market understanding and negotiation skills.<\/p>\n\n\n\n

            For a Scrum master to setup the team, he needed team building skills, release planning and personally ready to accept ambiguity.<\/p>\n\n\n\n

            Manas noted these traits that were required in the \"Needed\" column and his strengths in the \"Available\" column for each role. With these written out the next he did was a 5 year goal or what would his role model do (happens to be Steve Jobs). Manas decided to pursue being a Product Owner as a strong product manager.<\/p>\n\n\n\n

            Some of the tips of the trade that Manas employed<\/p>\n\n\n\n

              \n
            1. Understand all the options in front of you<\/li>\n\n\n\n
            2. Eliminate those that are aligned to you as a person<\/li>\n\n\n\n
            3. Create a skills matrix for the new role under \"Needed\" and \"Available\" column<\/li>\n\n\n\n
            4. If the skills required in the Needed are not possible in the near term(include personal constraints too), eliminate them.<\/li>\n\n\n\n
            5. Find your true north on what you dream of doing<\/li>\n<\/ol>\n\n\n\n

              Voila - You have a choice<\/p>\n","post_title":"CHOW #100 - Career progression or evolution - What next?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-100-career-progression-or-evolution","to_ping":"","pinged":"\nhttps:\/\/pm-powerconsulting.com\/blog\/after-scrum-master-what\/","post_modified":"2024-04-06 15:45:26","post_modified_gmt":"2024-04-06 15:45:26","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=10133","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":2},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

              Page 2 of 4 1 2 3 4
              \n

              Then Manas narrowed down to become a Product Owner for the same team or a Scrum master with a promise of becoming a Release train engineer when the product expands the vision. Again this is a fork in front with evolution or progression to a more complex role.<\/p>\n\n\n\n

              For a Product Owner, he needed to add skills around core agile product skills, improved communication, deeper market understanding and negotiation skills.<\/p>\n\n\n\n

              For a Scrum master to setup the team, he needed team building skills, release planning and personally ready to accept ambiguity.<\/p>\n\n\n\n

              Manas noted these traits that were required in the \"Needed\" column and his strengths in the \"Available\" column for each role. With these written out the next he did was a 5 year goal or what would his role model do (happens to be Steve Jobs). Manas decided to pursue being a Product Owner as a strong product manager.<\/p>\n\n\n\n

              Some of the tips of the trade that Manas employed<\/p>\n\n\n\n

                \n
              1. Understand all the options in front of you<\/li>\n\n\n\n
              2. Eliminate those that are aligned to you as a person<\/li>\n\n\n\n
              3. Create a skills matrix for the new role under \"Needed\" and \"Available\" column<\/li>\n\n\n\n
              4. If the skills required in the Needed are not possible in the near term(include personal constraints too), eliminate them.<\/li>\n\n\n\n
              5. Find your true north on what you dream of doing<\/li>\n<\/ol>\n\n\n\n

                Voila - You have a choice<\/p>\n","post_title":"CHOW #100 - Career progression or evolution - What next?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-100-career-progression-or-evolution","to_ping":"","pinged":"\nhttps:\/\/pm-powerconsulting.com\/blog\/after-scrum-master-what\/","post_modified":"2024-04-06 15:45:26","post_modified_gmt":"2024-04-06 15:45:26","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=10133","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":2},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

                Page 2 of 4 1 2 3 4
                \n

                Some of the options that Manas is evaluating are becoming a scrum master for a different team and progress horizontally to more deepened experience in the same domain. And there is also some level of interest Manas was having looking at his agile coach. When he asked himself whether being a player or a coach would excite him. It became very clear based on the past reflections that he want to continue to be a player. A technique of learning what excites you, is part of being mindful in your daily life.<\/p>\n\n\n\n

                Then Manas narrowed down to become a Product Owner for the same team or a Scrum master with a promise of becoming a Release train engineer when the product expands the vision. Again this is a fork in front with evolution or progression to a more complex role.<\/p>\n\n\n\n

                For a Product Owner, he needed to add skills around core agile product skills, improved communication, deeper market understanding and negotiation skills.<\/p>\n\n\n\n

                For a Scrum master to setup the team, he needed team building skills, release planning and personally ready to accept ambiguity.<\/p>\n\n\n\n

                Manas noted these traits that were required in the \"Needed\" column and his strengths in the \"Available\" column for each role. With these written out the next he did was a 5 year goal or what would his role model do (happens to be Steve Jobs). Manas decided to pursue being a Product Owner as a strong product manager.<\/p>\n\n\n\n

                Some of the tips of the trade that Manas employed<\/p>\n\n\n\n

                  \n
                1. Understand all the options in front of you<\/li>\n\n\n\n
                2. Eliminate those that are aligned to you as a person<\/li>\n\n\n\n
                3. Create a skills matrix for the new role under \"Needed\" and \"Available\" column<\/li>\n\n\n\n
                4. If the skills required in the Needed are not possible in the near term(include personal constraints too), eliminate them.<\/li>\n\n\n\n
                5. Find your true north on what you dream of doing<\/li>\n<\/ol>\n\n\n\n

                  Voila - You have a choice<\/p>\n","post_title":"CHOW #100 - Career progression or evolution - What next?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-100-career-progression-or-evolution","to_ping":"","pinged":"\nhttps:\/\/pm-powerconsulting.com\/blog\/after-scrum-master-what\/","post_modified":"2024-04-06 15:45:26","post_modified_gmt":"2024-04-06 15:45:26","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=10133","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":2},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

                  Page 2 of 4 1 2 3 4
                  \n

                  My colleague has dealt this subject in a complete blog and this is a very good read prior to going through the challenge. It is here (https:\/\/pm-powerconsulting.com\/blog\/after-scrum-master-what\/<\/a>)<\/p>\n\n\n\n

                  Some of the options that Manas is evaluating are becoming a scrum master for a different team and progress horizontally to more deepened experience in the same domain. And there is also some level of interest Manas was having looking at his agile coach. When he asked himself whether being a player or a coach would excite him. It became very clear based on the past reflections that he want to continue to be a player. A technique of learning what excites you, is part of being mindful in your daily life.<\/p>\n\n\n\n

                  Then Manas narrowed down to become a Product Owner for the same team or a Scrum master with a promise of becoming a Release train engineer when the product expands the vision. Again this is a fork in front with evolution or progression to a more complex role.<\/p>\n\n\n\n

                  For a Product Owner, he needed to add skills around core agile product skills, improved communication, deeper market understanding and negotiation skills.<\/p>\n\n\n\n

                  For a Scrum master to setup the team, he needed team building skills, release planning and personally ready to accept ambiguity.<\/p>\n\n\n\n

                  Manas noted these traits that were required in the \"Needed\" column and his strengths in the \"Available\" column for each role. With these written out the next he did was a 5 year goal or what would his role model do (happens to be Steve Jobs). Manas decided to pursue being a Product Owner as a strong product manager.<\/p>\n\n\n\n

                  Some of the tips of the trade that Manas employed<\/p>\n\n\n\n

                    \n
                  1. Understand all the options in front of you<\/li>\n\n\n\n
                  2. Eliminate those that are aligned to you as a person<\/li>\n\n\n\n
                  3. Create a skills matrix for the new role under \"Needed\" and \"Available\" column<\/li>\n\n\n\n
                  4. If the skills required in the Needed are not possible in the near term(include personal constraints too), eliminate them.<\/li>\n\n\n\n
                  5. Find your true north on what you dream of doing<\/li>\n<\/ol>\n\n\n\n

                    Voila - You have a choice<\/p>\n","post_title":"CHOW #100 - Career progression or evolution - What next?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-100-career-progression-or-evolution","to_ping":"","pinged":"\nhttps:\/\/pm-powerconsulting.com\/blog\/after-scrum-master-what\/","post_modified":"2024-04-06 15:45:26","post_modified_gmt":"2024-04-06 15:45:26","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=10133","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":2},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

                    \n

                    Suggested Solution:<\/strong><\/p>\n\n\n\n

                    My colleague has dealt this subject in a complete blog and this is a very good read prior to going through the challenge. It is here (https:\/\/pm-powerconsulting.com\/blog\/after-scrum-master-what\/<\/a>)<\/p>\n\n\n\n

                    Some of the options that Manas is evaluating are becoming a scrum master for a different team and progress horizontally to more deepened experience in the same domain. And there is also some level of interest Manas was having looking at his agile coach. When he asked himself whether being a player or a coach would excite him. It became very clear based on the past reflections that he want to continue to be a player. A technique of learning what excites you, is part of being mindful in your daily life.<\/p>\n\n\n\n

                    Then Manas narrowed down to become a Product Owner for the same team or a Scrum master with a promise of becoming a Release train engineer when the product expands the vision. Again this is a fork in front with evolution or progression to a more complex role.<\/p>\n\n\n\n

                    For a Product Owner, he needed to add skills around core agile product skills, improved communication, deeper market understanding and negotiation skills.<\/p>\n\n\n\n

                    For a Scrum master to setup the team, he needed team building skills, release planning and personally ready to accept ambiguity.<\/p>\n\n\n\n

                    Manas noted these traits that were required in the \"Needed\" column and his strengths in the \"Available\" column for each role. With these written out the next he did was a 5 year goal or what would his role model do (happens to be Steve Jobs). Manas decided to pursue being a Product Owner as a strong product manager.<\/p>\n\n\n\n

                    Some of the tips of the trade that Manas employed<\/p>\n\n\n\n

                      \n
                    1. Understand all the options in front of you<\/li>\n\n\n\n
                    2. Eliminate those that are aligned to you as a person<\/li>\n\n\n\n
                    3. Create a skills matrix for the new role under \"Needed\" and \"Available\" column<\/li>\n\n\n\n
                    4. If the skills required in the Needed are not possible in the near term(include personal constraints too), eliminate them.<\/li>\n\n\n\n
                    5. Find your true north on what you dream of doing<\/li>\n<\/ol>\n\n\n\n

                      Voila - You have a choice<\/p>\n","post_title":"CHOW #100 - Career progression or evolution - What next?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-100-career-progression-or-evolution","to_ping":"","pinged":"\nhttps:\/\/pm-powerconsulting.com\/blog\/after-scrum-master-what\/","post_modified":"2024-04-06 15:45:26","post_modified_gmt":"2024-04-06 15:45:26","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=10133","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":2},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

                      \n

                      Is it a matter of going to the next project by helping one of the team members to become a scrum master? Or is there an opportunity for him to create the next path of evolution for his product as a product owner? Or become an agile coach?<\/p>\n\n\n\n

                      Suggested Solution:<\/strong><\/p>\n\n\n\n

                      My colleague has dealt this subject in a complete blog and this is a very good read prior to going through the challenge. It is here (https:\/\/pm-powerconsulting.com\/blog\/after-scrum-master-what\/<\/a>)<\/p>\n\n\n\n

                      Some of the options that Manas is evaluating are becoming a scrum master for a different team and progress horizontally to more deepened experience in the same domain. And there is also some level of interest Manas was having looking at his agile coach. When he asked himself whether being a player or a coach would excite him. It became very clear based on the past reflections that he want to continue to be a player. A technique of learning what excites you, is part of being mindful in your daily life.<\/p>\n\n\n\n

                      Then Manas narrowed down to become a Product Owner for the same team or a Scrum master with a promise of becoming a Release train engineer when the product expands the vision. Again this is a fork in front with evolution or progression to a more complex role.<\/p>\n\n\n\n

                      For a Product Owner, he needed to add skills around core agile product skills, improved communication, deeper market understanding and negotiation skills.<\/p>\n\n\n\n

                      For a Scrum master to setup the team, he needed team building skills, release planning and personally ready to accept ambiguity.<\/p>\n\n\n\n

                      Manas noted these traits that were required in the \"Needed\" column and his strengths in the \"Available\" column for each role. With these written out the next he did was a 5 year goal or what would his role model do (happens to be Steve Jobs). Manas decided to pursue being a Product Owner as a strong product manager.<\/p>\n\n\n\n

                      Some of the tips of the trade that Manas employed<\/p>\n\n\n\n

                        \n
                      1. Understand all the options in front of you<\/li>\n\n\n\n
                      2. Eliminate those that are aligned to you as a person<\/li>\n\n\n\n
                      3. Create a skills matrix for the new role under \"Needed\" and \"Available\" column<\/li>\n\n\n\n
                      4. If the skills required in the Needed are not possible in the near term(include personal constraints too), eliminate them.<\/li>\n\n\n\n
                      5. Find your true north on what you dream of doing<\/li>\n<\/ol>\n\n\n\n

                        Voila - You have a choice<\/p>\n","post_title":"CHOW #100 - Career progression or evolution - What next?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-100-career-progression-or-evolution","to_ping":"","pinged":"\nhttps:\/\/pm-powerconsulting.com\/blog\/after-scrum-master-what\/","post_modified":"2024-04-06 15:45:26","post_modified_gmt":"2024-04-06 15:45:26","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=10133","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":2},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

                        \n
                        What will you do in Manas's shoes?<\/h6>\n\n\n\n

                        Is it a matter of going to the next project by helping one of the team members to become a scrum master? Or is there an opportunity for him to create the next path of evolution for his product as a product owner? Or become an agile coach?<\/p>\n\n\n\n

                        Suggested Solution:<\/strong><\/p>\n\n\n\n

                        My colleague has dealt this subject in a complete blog and this is a very good read prior to going through the challenge. It is here (https:\/\/pm-powerconsulting.com\/blog\/after-scrum-master-what\/<\/a>)<\/p>\n\n\n\n

                        Some of the options that Manas is evaluating are becoming a scrum master for a different team and progress horizontally to more deepened experience in the same domain. And there is also some level of interest Manas was having looking at his agile coach. When he asked himself whether being a player or a coach would excite him. It became very clear based on the past reflections that he want to continue to be a player. A technique of learning what excites you, is part of being mindful in your daily life.<\/p>\n\n\n\n

                        Then Manas narrowed down to become a Product Owner for the same team or a Scrum master with a promise of becoming a Release train engineer when the product expands the vision. Again this is a fork in front with evolution or progression to a more complex role.<\/p>\n\n\n\n

                        For a Product Owner, he needed to add skills around core agile product skills, improved communication, deeper market understanding and negotiation skills.<\/p>\n\n\n\n

                        For a Scrum master to setup the team, he needed team building skills, release planning and personally ready to accept ambiguity.<\/p>\n\n\n\n

                        Manas noted these traits that were required in the \"Needed\" column and his strengths in the \"Available\" column for each role. With these written out the next he did was a 5 year goal or what would his role model do (happens to be Steve Jobs). Manas decided to pursue being a Product Owner as a strong product manager.<\/p>\n\n\n\n

                        Some of the tips of the trade that Manas employed<\/p>\n\n\n\n

                          \n
                        1. Understand all the options in front of you<\/li>\n\n\n\n
                        2. Eliminate those that are aligned to you as a person<\/li>\n\n\n\n
                        3. Create a skills matrix for the new role under \"Needed\" and \"Available\" column<\/li>\n\n\n\n
                        4. If the skills required in the Needed are not possible in the near term(include personal constraints too), eliminate them.<\/li>\n\n\n\n
                        5. Find your true north on what you dream of doing<\/li>\n<\/ol>\n\n\n\n

                          Voila - You have a choice<\/p>\n","post_title":"CHOW #100 - Career progression or evolution - What next?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-100-career-progression-or-evolution","to_ping":"","pinged":"\nhttps:\/\/pm-powerconsulting.com\/blog\/after-scrum-master-what\/","post_modified":"2024-04-06 15:45:26","post_modified_gmt":"2024-04-06 15:45:26","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=10133","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":2},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

                          \n

                          They had streamlined their communication with the stakeholders\u2019 modelled towards having a clear understanding of expectation. The recurring area of concern seems to be the ability for the CI\/CD pipeline to be completely clear. For that Manas had worked with the team to create a set of stories. Further, he's got a buy-in from the stakeholders and the product owner had planned to prioritize the same. He had a sense of satisfaction of reaching the team to a high maturity stage. Now Manas was wondering, what next?<\/p>\n\n\n\n

                          What will you do in Manas's shoes?<\/h6>\n\n\n\n

                          Is it a matter of going to the next project by helping one of the team members to become a scrum master? Or is there an opportunity for him to create the next path of evolution for his product as a product owner? Or become an agile coach?<\/p>\n\n\n\n

                          Suggested Solution:<\/strong><\/p>\n\n\n\n

                          My colleague has dealt this subject in a complete blog and this is a very good read prior to going through the challenge. It is here (https:\/\/pm-powerconsulting.com\/blog\/after-scrum-master-what\/<\/a>)<\/p>\n\n\n\n

                          Some of the options that Manas is evaluating are becoming a scrum master for a different team and progress horizontally to more deepened experience in the same domain. And there is also some level of interest Manas was having looking at his agile coach. When he asked himself whether being a player or a coach would excite him. It became very clear based on the past reflections that he want to continue to be a player. A technique of learning what excites you, is part of being mindful in your daily life.<\/p>\n\n\n\n

                          Then Manas narrowed down to become a Product Owner for the same team or a Scrum master with a promise of becoming a Release train engineer when the product expands the vision. Again this is a fork in front with evolution or progression to a more complex role.<\/p>\n\n\n\n

                          For a Product Owner, he needed to add skills around core agile product skills, improved communication, deeper market understanding and negotiation skills.<\/p>\n\n\n\n

                          For a Scrum master to setup the team, he needed team building skills, release planning and personally ready to accept ambiguity.<\/p>\n\n\n\n

                          Manas noted these traits that were required in the \"Needed\" column and his strengths in the \"Available\" column for each role. With these written out the next he did was a 5 year goal or what would his role model do (happens to be Steve Jobs). Manas decided to pursue being a Product Owner as a strong product manager.<\/p>\n\n\n\n

                          Some of the tips of the trade that Manas employed<\/p>\n\n\n\n

                            \n
                          1. Understand all the options in front of you<\/li>\n\n\n\n
                          2. Eliminate those that are aligned to you as a person<\/li>\n\n\n\n
                          3. Create a skills matrix for the new role under \"Needed\" and \"Available\" column<\/li>\n\n\n\n
                          4. If the skills required in the Needed are not possible in the near term(include personal constraints too), eliminate them.<\/li>\n\n\n\n
                          5. Find your true north on what you dream of doing<\/li>\n<\/ol>\n\n\n\n

                            Voila - You have a choice<\/p>\n","post_title":"CHOW #100 - Career progression or evolution - What next?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-100-career-progression-or-evolution","to_ping":"","pinged":"\nhttps:\/\/pm-powerconsulting.com\/blog\/after-scrum-master-what\/","post_modified":"2024-04-06 15:45:26","post_modified_gmt":"2024-04-06 15:45:26","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=10133","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":2},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

                            \n

                            Manas has been a scrum master for the team for a year now.  His team is working on a product targeted towards retail taxpayers. The recent sprint review gave a boost of confidence to the team. There was a distinct feeling from the team that they have truly reached Tuchman\u2019s performing stage.<\/p>\n\n\n\n

                            They had streamlined their communication with the stakeholders\u2019 modelled towards having a clear understanding of expectation. The recurring area of concern seems to be the ability for the CI\/CD pipeline to be completely clear. For that Manas had worked with the team to create a set of stories. Further, he's got a buy-in from the stakeholders and the product owner had planned to prioritize the same. He had a sense of satisfaction of reaching the team to a high maturity stage. Now Manas was wondering, what next?<\/p>\n\n\n\n

                            What will you do in Manas's shoes?<\/h6>\n\n\n\n

                            Is it a matter of going to the next project by helping one of the team members to become a scrum master? Or is there an opportunity for him to create the next path of evolution for his product as a product owner? Or become an agile coach?<\/p>\n\n\n\n

                            Suggested Solution:<\/strong><\/p>\n\n\n\n

                            My colleague has dealt this subject in a complete blog and this is a very good read prior to going through the challenge. It is here (https:\/\/pm-powerconsulting.com\/blog\/after-scrum-master-what\/<\/a>)<\/p>\n\n\n\n

                            Some of the options that Manas is evaluating are becoming a scrum master for a different team and progress horizontally to more deepened experience in the same domain. And there is also some level of interest Manas was having looking at his agile coach. When he asked himself whether being a player or a coach would excite him. It became very clear based on the past reflections that he want to continue to be a player. A technique of learning what excites you, is part of being mindful in your daily life.<\/p>\n\n\n\n

                            Then Manas narrowed down to become a Product Owner for the same team or a Scrum master with a promise of becoming a Release train engineer when the product expands the vision. Again this is a fork in front with evolution or progression to a more complex role.<\/p>\n\n\n\n

                            For a Product Owner, he needed to add skills around core agile product skills, improved communication, deeper market understanding and negotiation skills.<\/p>\n\n\n\n

                            For a Scrum master to setup the team, he needed team building skills, release planning and personally ready to accept ambiguity.<\/p>\n\n\n\n

                            Manas noted these traits that were required in the \"Needed\" column and his strengths in the \"Available\" column for each role. With these written out the next he did was a 5 year goal or what would his role model do (happens to be Steve Jobs). Manas decided to pursue being a Product Owner as a strong product manager.<\/p>\n\n\n\n

                            Some of the tips of the trade that Manas employed<\/p>\n\n\n\n

                              \n
                            1. Understand all the options in front of you<\/li>\n\n\n\n
                            2. Eliminate those that are aligned to you as a person<\/li>\n\n\n\n
                            3. Create a skills matrix for the new role under \"Needed\" and \"Available\" column<\/li>\n\n\n\n
                            4. If the skills required in the Needed are not possible in the near term(include personal constraints too), eliminate them.<\/li>\n\n\n\n
                            5. Find your true north on what you dream of doing<\/li>\n<\/ol>\n\n\n\n

                              Voila - You have a choice<\/p>\n","post_title":"CHOW #100 - Career progression or evolution - What next?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-100-career-progression-or-evolution","to_ping":"","pinged":"\nhttps:\/\/pm-powerconsulting.com\/blog\/after-scrum-master-what\/","post_modified":"2024-04-06 15:45:26","post_modified_gmt":"2024-04-06 15:45:26","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=10133","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":2},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

                              \n

                              While it\u2019s great to think that when I have agile teams, my problems should be resolved magically, it is similar to the thought that once I have laid out the foundation, my house is done! Your work has just started to take the next steps towards agility.<\/span><\/p>\n","post_title":"The First Six Steps in an Agility journey","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"first-six-steps-agility-journey","to_ping":"","pinged":"","post_modified":"2024-10-04 08:45:15","post_modified_gmt":"2024-10-04 03:15:15","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=10131","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":10133,"post_author":"11","post_date":"2018-04-24 10:44:49","post_date_gmt":"2018-04-24 05:14:49","post_content":"\n

                              Manas has been a scrum master for the team for a year now.  His team is working on a product targeted towards retail taxpayers. The recent sprint review gave a boost of confidence to the team. There was a distinct feeling from the team that they have truly reached Tuchman\u2019s performing stage.<\/p>\n\n\n\n

                              They had streamlined their communication with the stakeholders\u2019 modelled towards having a clear understanding of expectation. The recurring area of concern seems to be the ability for the CI\/CD pipeline to be completely clear. For that Manas had worked with the team to create a set of stories. Further, he's got a buy-in from the stakeholders and the product owner had planned to prioritize the same. He had a sense of satisfaction of reaching the team to a high maturity stage. Now Manas was wondering, what next?<\/p>\n\n\n\n

                              What will you do in Manas's shoes?<\/h6>\n\n\n\n

                              Is it a matter of going to the next project by helping one of the team members to become a scrum master? Or is there an opportunity for him to create the next path of evolution for his product as a product owner? Or become an agile coach?<\/p>\n\n\n\n

                              Suggested Solution:<\/strong><\/p>\n\n\n\n

                              My colleague has dealt this subject in a complete blog and this is a very good read prior to going through the challenge. It is here (https:\/\/pm-powerconsulting.com\/blog\/after-scrum-master-what\/<\/a>)<\/p>\n\n\n\n

                              Some of the options that Manas is evaluating are becoming a scrum master for a different team and progress horizontally to more deepened experience in the same domain. And there is also some level of interest Manas was having looking at his agile coach. When he asked himself whether being a player or a coach would excite him. It became very clear based on the past reflections that he want to continue to be a player. A technique of learning what excites you, is part of being mindful in your daily life.<\/p>\n\n\n\n

                              Then Manas narrowed down to become a Product Owner for the same team or a Scrum master with a promise of becoming a Release train engineer when the product expands the vision. Again this is a fork in front with evolution or progression to a more complex role.<\/p>\n\n\n\n

                              For a Product Owner, he needed to add skills around core agile product skills, improved communication, deeper market understanding and negotiation skills.<\/p>\n\n\n\n

                              For a Scrum master to setup the team, he needed team building skills, release planning and personally ready to accept ambiguity.<\/p>\n\n\n\n

                              Manas noted these traits that were required in the \"Needed\" column and his strengths in the \"Available\" column for each role. With these written out the next he did was a 5 year goal or what would his role model do (happens to be Steve Jobs). Manas decided to pursue being a Product Owner as a strong product manager.<\/p>\n\n\n\n

                              Some of the tips of the trade that Manas employed<\/p>\n\n\n\n

                                \n
                              1. Understand all the options in front of you<\/li>\n\n\n\n
                              2. Eliminate those that are aligned to you as a person<\/li>\n\n\n\n
                              3. Create a skills matrix for the new role under \"Needed\" and \"Available\" column<\/li>\n\n\n\n
                              4. If the skills required in the Needed are not possible in the near term(include personal constraints too), eliminate them.<\/li>\n\n\n\n
                              5. Find your true north on what you dream of doing<\/li>\n<\/ol>\n\n\n\n

                                Voila - You have a choice<\/p>\n","post_title":"CHOW #100 - Career progression or evolution - What next?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-100-career-progression-or-evolution","to_ping":"","pinged":"\nhttps:\/\/pm-powerconsulting.com\/blog\/after-scrum-master-what\/","post_modified":"2024-04-06 15:45:26","post_modified_gmt":"2024-04-06 15:45:26","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=10133","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":2},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

                                \n

                                An organization that I am consulting has truly started their digital transformation with the creation of empowered teams, agile product model and agile product budgeting with leadership providing a vision of where they want to go.<\/p>\n\n\n\n

                                While it\u2019s great to think that when I have agile teams, my problems should be resolved magically, it is similar to the thought that once I have laid out the foundation, my house is done! Your work has just started to take the next steps towards agility.<\/span><\/p>\n","post_title":"The First Six Steps in an Agility journey","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"first-six-steps-agility-journey","to_ping":"","pinged":"","post_modified":"2024-10-04 08:45:15","post_modified_gmt":"2024-10-04 03:15:15","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=10131","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":10133,"post_author":"11","post_date":"2018-04-24 10:44:49","post_date_gmt":"2018-04-24 05:14:49","post_content":"\n

                                Manas has been a scrum master for the team for a year now.  His team is working on a product targeted towards retail taxpayers. The recent sprint review gave a boost of confidence to the team. There was a distinct feeling from the team that they have truly reached Tuchman\u2019s performing stage.<\/p>\n\n\n\n

                                They had streamlined their communication with the stakeholders\u2019 modelled towards having a clear understanding of expectation. The recurring area of concern seems to be the ability for the CI\/CD pipeline to be completely clear. For that Manas had worked with the team to create a set of stories. Further, he's got a buy-in from the stakeholders and the product owner had planned to prioritize the same. He had a sense of satisfaction of reaching the team to a high maturity stage. Now Manas was wondering, what next?<\/p>\n\n\n\n

                                What will you do in Manas's shoes?<\/h6>\n\n\n\n

                                Is it a matter of going to the next project by helping one of the team members to become a scrum master? Or is there an opportunity for him to create the next path of evolution for his product as a product owner? Or become an agile coach?<\/p>\n\n\n\n

                                Suggested Solution:<\/strong><\/p>\n\n\n\n

                                My colleague has dealt this subject in a complete blog and this is a very good read prior to going through the challenge. It is here (https:\/\/pm-powerconsulting.com\/blog\/after-scrum-master-what\/<\/a>)<\/p>\n\n\n\n

                                Some of the options that Manas is evaluating are becoming a scrum master for a different team and progress horizontally to more deepened experience in the same domain. And there is also some level of interest Manas was having looking at his agile coach. When he asked himself whether being a player or a coach would excite him. It became very clear based on the past reflections that he want to continue to be a player. A technique of learning what excites you, is part of being mindful in your daily life.<\/p>\n\n\n\n

                                Then Manas narrowed down to become a Product Owner for the same team or a Scrum master with a promise of becoming a Release train engineer when the product expands the vision. Again this is a fork in front with evolution or progression to a more complex role.<\/p>\n\n\n\n

                                For a Product Owner, he needed to add skills around core agile product skills, improved communication, deeper market understanding and negotiation skills.<\/p>\n\n\n\n

                                For a Scrum master to setup the team, he needed team building skills, release planning and personally ready to accept ambiguity.<\/p>\n\n\n\n

                                Manas noted these traits that were required in the \"Needed\" column and his strengths in the \"Available\" column for each role. With these written out the next he did was a 5 year goal or what would his role model do (happens to be Steve Jobs). Manas decided to pursue being a Product Owner as a strong product manager.<\/p>\n\n\n\n

                                Some of the tips of the trade that Manas employed<\/p>\n\n\n\n

                                  \n
                                1. Understand all the options in front of you<\/li>\n\n\n\n
                                2. Eliminate those that are aligned to you as a person<\/li>\n\n\n\n
                                3. Create a skills matrix for the new role under \"Needed\" and \"Available\" column<\/li>\n\n\n\n
                                4. If the skills required in the Needed are not possible in the near term(include personal constraints too), eliminate them.<\/li>\n\n\n\n
                                5. Find your true north on what you dream of doing<\/li>\n<\/ol>\n\n\n\n

                                  Voila - You have a choice<\/p>\n","post_title":"CHOW #100 - Career progression or evolution - What next?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-100-career-progression-or-evolution","to_ping":"","pinged":"\nhttps:\/\/pm-powerconsulting.com\/blog\/after-scrum-master-what\/","post_modified":"2024-04-06 15:45:26","post_modified_gmt":"2024-04-06 15:45:26","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=10133","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":2},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

                                  \n

                                  While the traditional model was to keep the budgets directed to specific projects to avoid overrun, this defeats the purpose of fully agile teams. When we expect architecture to be emerging, the same should be expected in the budgets. Are PMO functions adept at letting control to the teams and only enabling them with the required capabilities?<\/p>\n\n\n\n

                                  An organization that I am consulting has truly started their digital transformation with the creation of empowered teams, agile product model and agile product budgeting with leadership providing a vision of where they want to go.<\/p>\n\n\n\n

                                  While it\u2019s great to think that when I have agile teams, my problems should be resolved magically, it is similar to the thought that once I have laid out the foundation, my house is done! Your work has just started to take the next steps towards agility.<\/span><\/p>\n","post_title":"The First Six Steps in an Agility journey","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"first-six-steps-agility-journey","to_ping":"","pinged":"","post_modified":"2024-10-04 08:45:15","post_modified_gmt":"2024-10-04 03:15:15","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=10131","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":10133,"post_author":"11","post_date":"2018-04-24 10:44:49","post_date_gmt":"2018-04-24 05:14:49","post_content":"\n

                                  Manas has been a scrum master for the team for a year now.  His team is working on a product targeted towards retail taxpayers. The recent sprint review gave a boost of confidence to the team. There was a distinct feeling from the team that they have truly reached Tuchman\u2019s performing stage.<\/p>\n\n\n\n

                                  They had streamlined their communication with the stakeholders\u2019 modelled towards having a clear understanding of expectation. The recurring area of concern seems to be the ability for the CI\/CD pipeline to be completely clear. For that Manas had worked with the team to create a set of stories. Further, he's got a buy-in from the stakeholders and the product owner had planned to prioritize the same. He had a sense of satisfaction of reaching the team to a high maturity stage. Now Manas was wondering, what next?<\/p>\n\n\n\n

                                  What will you do in Manas's shoes?<\/h6>\n\n\n\n

                                  Is it a matter of going to the next project by helping one of the team members to become a scrum master? Or is there an opportunity for him to create the next path of evolution for his product as a product owner? Or become an agile coach?<\/p>\n\n\n\n

                                  Suggested Solution:<\/strong><\/p>\n\n\n\n

                                  My colleague has dealt this subject in a complete blog and this is a very good read prior to going through the challenge. It is here (https:\/\/pm-powerconsulting.com\/blog\/after-scrum-master-what\/<\/a>)<\/p>\n\n\n\n

                                  Some of the options that Manas is evaluating are becoming a scrum master for a different team and progress horizontally to more deepened experience in the same domain. And there is also some level of interest Manas was having looking at his agile coach. When he asked himself whether being a player or a coach would excite him. It became very clear based on the past reflections that he want to continue to be a player. A technique of learning what excites you, is part of being mindful in your daily life.<\/p>\n\n\n\n

                                  Then Manas narrowed down to become a Product Owner for the same team or a Scrum master with a promise of becoming a Release train engineer when the product expands the vision. Again this is a fork in front with evolution or progression to a more complex role.<\/p>\n\n\n\n

                                  For a Product Owner, he needed to add skills around core agile product skills, improved communication, deeper market understanding and negotiation skills.<\/p>\n\n\n\n

                                  For a Scrum master to setup the team, he needed team building skills, release planning and personally ready to accept ambiguity.<\/p>\n\n\n\n

                                  Manas noted these traits that were required in the \"Needed\" column and his strengths in the \"Available\" column for each role. With these written out the next he did was a 5 year goal or what would his role model do (happens to be Steve Jobs). Manas decided to pursue being a Product Owner as a strong product manager.<\/p>\n\n\n\n

                                  Some of the tips of the trade that Manas employed<\/p>\n\n\n\n

                                    \n
                                  1. Understand all the options in front of you<\/li>\n\n\n\n
                                  2. Eliminate those that are aligned to you as a person<\/li>\n\n\n\n
                                  3. Create a skills matrix for the new role under \"Needed\" and \"Available\" column<\/li>\n\n\n\n
                                  4. If the skills required in the Needed are not possible in the near term(include personal constraints too), eliminate them.<\/li>\n\n\n\n
                                  5. Find your true north on what you dream of doing<\/li>\n<\/ol>\n\n\n\n

                                    Voila - You have a choice<\/p>\n","post_title":"CHOW #100 - Career progression or evolution - What next?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-100-career-progression-or-evolution","to_ping":"","pinged":"\nhttps:\/\/pm-powerconsulting.com\/blog\/after-scrum-master-what\/","post_modified":"2024-04-06 15:45:26","post_modified_gmt":"2024-04-06 15:45:26","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=10133","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":2},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

                                    \n

                                    Empowered teams need to be followed by a change in the way finances are governed. When we look at Scaled Agile Framework (SAFe) it advocates a full-blown Train based budgeting. While that\u2019s definitely one way to go, another way to look at budgeting is to create a budget for a product to see the level of investments required in the 1-3 year horizon and budget for the entire business unit (or in Spotify terminology \u2013 Tribe).<\/p>\n\n\n\n

                                    While the traditional model was to keep the budgets directed to specific projects to avoid overrun, this defeats the purpose of fully agile teams. When we expect architecture to be emerging, the same should be expected in the budgets. Are PMO functions adept at letting control to the teams and only enabling them with the required capabilities?<\/p>\n\n\n\n

                                    An organization that I am consulting has truly started their digital transformation with the creation of empowered teams, agile product model and agile product budgeting with leadership providing a vision of where they want to go.<\/p>\n\n\n\n

                                    While it\u2019s great to think that when I have agile teams, my problems should be resolved magically, it is similar to the thought that once I have laid out the foundation, my house is done! Your work has just started to take the next steps towards agility.<\/span><\/p>\n","post_title":"The First Six Steps in an Agility journey","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"first-six-steps-agility-journey","to_ping":"","pinged":"","post_modified":"2024-10-04 08:45:15","post_modified_gmt":"2024-10-04 03:15:15","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=10131","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":10133,"post_author":"11","post_date":"2018-04-24 10:44:49","post_date_gmt":"2018-04-24 05:14:49","post_content":"\n

                                    Manas has been a scrum master for the team for a year now.  His team is working on a product targeted towards retail taxpayers. The recent sprint review gave a boost of confidence to the team. There was a distinct feeling from the team that they have truly reached Tuchman\u2019s performing stage.<\/p>\n\n\n\n

                                    They had streamlined their communication with the stakeholders\u2019 modelled towards having a clear understanding of expectation. The recurring area of concern seems to be the ability for the CI\/CD pipeline to be completely clear. For that Manas had worked with the team to create a set of stories. Further, he's got a buy-in from the stakeholders and the product owner had planned to prioritize the same. He had a sense of satisfaction of reaching the team to a high maturity stage. Now Manas was wondering, what next?<\/p>\n\n\n\n

                                    What will you do in Manas's shoes?<\/h6>\n\n\n\n

                                    Is it a matter of going to the next project by helping one of the team members to become a scrum master? Or is there an opportunity for him to create the next path of evolution for his product as a product owner? Or become an agile coach?<\/p>\n\n\n\n

                                    Suggested Solution:<\/strong><\/p>\n\n\n\n

                                    My colleague has dealt this subject in a complete blog and this is a very good read prior to going through the challenge. It is here (https:\/\/pm-powerconsulting.com\/blog\/after-scrum-master-what\/<\/a>)<\/p>\n\n\n\n

                                    Some of the options that Manas is evaluating are becoming a scrum master for a different team and progress horizontally to more deepened experience in the same domain. And there is also some level of interest Manas was having looking at his agile coach. When he asked himself whether being a player or a coach would excite him. It became very clear based on the past reflections that he want to continue to be a player. A technique of learning what excites you, is part of being mindful in your daily life.<\/p>\n\n\n\n

                                    Then Manas narrowed down to become a Product Owner for the same team or a Scrum master with a promise of becoming a Release train engineer when the product expands the vision. Again this is a fork in front with evolution or progression to a more complex role.<\/p>\n\n\n\n

                                    For a Product Owner, he needed to add skills around core agile product skills, improved communication, deeper market understanding and negotiation skills.<\/p>\n\n\n\n

                                    For a Scrum master to setup the team, he needed team building skills, release planning and personally ready to accept ambiguity.<\/p>\n\n\n\n

                                    Manas noted these traits that were required in the \"Needed\" column and his strengths in the \"Available\" column for each role. With these written out the next he did was a 5 year goal or what would his role model do (happens to be Steve Jobs). Manas decided to pursue being a Product Owner as a strong product manager.<\/p>\n\n\n\n

                                    Some of the tips of the trade that Manas employed<\/p>\n\n\n\n

                                      \n
                                    1. Understand all the options in front of you<\/li>\n\n\n\n
                                    2. Eliminate those that are aligned to you as a person<\/li>\n\n\n\n
                                    3. Create a skills matrix for the new role under \"Needed\" and \"Available\" column<\/li>\n\n\n\n
                                    4. If the skills required in the Needed are not possible in the near term(include personal constraints too), eliminate them.<\/li>\n\n\n\n
                                    5. Find your true north on what you dream of doing<\/li>\n<\/ol>\n\n\n\n

                                      Voila - You have a choice<\/p>\n","post_title":"CHOW #100 - Career progression or evolution - What next?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-100-career-progression-or-evolution","to_ping":"","pinged":"\nhttps:\/\/pm-powerconsulting.com\/blog\/after-scrum-master-what\/","post_modified":"2024-04-06 15:45:26","post_modified_gmt":"2024-04-06 15:45:26","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=10133","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":2},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

                                      \n

                                      Agile Product Budgeting<\/strong><\/h3>\n\n\n\n

                                      Empowered teams need to be followed by a change in the way finances are governed. When we look at Scaled Agile Framework (SAFe) it advocates a full-blown Train based budgeting. While that\u2019s definitely one way to go, another way to look at budgeting is to create a budget for a product to see the level of investments required in the 1-3 year horizon and budget for the entire business unit (or in Spotify terminology \u2013 Tribe).<\/p>\n\n\n\n

                                      While the traditional model was to keep the budgets directed to specific projects to avoid overrun, this defeats the purpose of fully agile teams. When we expect architecture to be emerging, the same should be expected in the budgets. Are PMO functions adept at letting control to the teams and only enabling them with the required capabilities?<\/p>\n\n\n\n

                                      An organization that I am consulting has truly started their digital transformation with the creation of empowered teams, agile product model and agile product budgeting with leadership providing a vision of where they want to go.<\/p>\n\n\n\n

                                      While it\u2019s great to think that when I have agile teams, my problems should be resolved magically, it is similar to the thought that once I have laid out the foundation, my house is done! Your work has just started to take the next steps towards agility.<\/span><\/p>\n","post_title":"The First Six Steps in an Agility journey","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"first-six-steps-agility-journey","to_ping":"","pinged":"","post_modified":"2024-10-04 08:45:15","post_modified_gmt":"2024-10-04 03:15:15","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=10131","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":10133,"post_author":"11","post_date":"2018-04-24 10:44:49","post_date_gmt":"2018-04-24 05:14:49","post_content":"\n

                                      Manas has been a scrum master for the team for a year now.  His team is working on a product targeted towards retail taxpayers. The recent sprint review gave a boost of confidence to the team. There was a distinct feeling from the team that they have truly reached Tuchman\u2019s performing stage.<\/p>\n\n\n\n

                                      They had streamlined their communication with the stakeholders\u2019 modelled towards having a clear understanding of expectation. The recurring area of concern seems to be the ability for the CI\/CD pipeline to be completely clear. For that Manas had worked with the team to create a set of stories. Further, he's got a buy-in from the stakeholders and the product owner had planned to prioritize the same. He had a sense of satisfaction of reaching the team to a high maturity stage. Now Manas was wondering, what next?<\/p>\n\n\n\n

                                      What will you do in Manas's shoes?<\/h6>\n\n\n\n

                                      Is it a matter of going to the next project by helping one of the team members to become a scrum master? Or is there an opportunity for him to create the next path of evolution for his product as a product owner? Or become an agile coach?<\/p>\n\n\n\n

                                      Suggested Solution:<\/strong><\/p>\n\n\n\n

                                      My colleague has dealt this subject in a complete blog and this is a very good read prior to going through the challenge. It is here (https:\/\/pm-powerconsulting.com\/blog\/after-scrum-master-what\/<\/a>)<\/p>\n\n\n\n

                                      Some of the options that Manas is evaluating are becoming a scrum master for a different team and progress horizontally to more deepened experience in the same domain. And there is also some level of interest Manas was having looking at his agile coach. When he asked himself whether being a player or a coach would excite him. It became very clear based on the past reflections that he want to continue to be a player. A technique of learning what excites you, is part of being mindful in your daily life.<\/p>\n\n\n\n

                                      Then Manas narrowed down to become a Product Owner for the same team or a Scrum master with a promise of becoming a Release train engineer when the product expands the vision. Again this is a fork in front with evolution or progression to a more complex role.<\/p>\n\n\n\n

                                      For a Product Owner, he needed to add skills around core agile product skills, improved communication, deeper market understanding and negotiation skills.<\/p>\n\n\n\n

                                      For a Scrum master to setup the team, he needed team building skills, release planning and personally ready to accept ambiguity.<\/p>\n\n\n\n

                                      Manas noted these traits that were required in the \"Needed\" column and his strengths in the \"Available\" column for each role. With these written out the next he did was a 5 year goal or what would his role model do (happens to be Steve Jobs). Manas decided to pursue being a Product Owner as a strong product manager.<\/p>\n\n\n\n

                                      Some of the tips of the trade that Manas employed<\/p>\n\n\n\n

                                        \n
                                      1. Understand all the options in front of you<\/li>\n\n\n\n
                                      2. Eliminate those that are aligned to you as a person<\/li>\n\n\n\n
                                      3. Create a skills matrix for the new role under \"Needed\" and \"Available\" column<\/li>\n\n\n\n
                                      4. If the skills required in the Needed are not possible in the near term(include personal constraints too), eliminate them.<\/li>\n\n\n\n
                                      5. Find your true north on what you dream of doing<\/li>\n<\/ol>\n\n\n\n

                                        Voila - You have a choice<\/p>\n","post_title":"CHOW #100 - Career progression or evolution - What next?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-100-career-progression-or-evolution","to_ping":"","pinged":"\nhttps:\/\/pm-powerconsulting.com\/blog\/after-scrum-master-what\/","post_modified":"2024-04-06 15:45:26","post_modified_gmt":"2024-04-06 15:45:26","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=10133","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":2},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

                                        \n

                                        To understand more about empathy driven tools \u2013 watch the design thinking webinar<\/a> or this blog link<\/a><\/p>\n\n\n\n

                                        Agile Product Budgeting<\/strong><\/h3>\n\n\n\n

                                        Empowered teams need to be followed by a change in the way finances are governed. When we look at Scaled Agile Framework (SAFe) it advocates a full-blown Train based budgeting. While that\u2019s definitely one way to go, another way to look at budgeting is to create a budget for a product to see the level of investments required in the 1-3 year horizon and budget for the entire business unit (or in Spotify terminology \u2013 Tribe).<\/p>\n\n\n\n

                                        While the traditional model was to keep the budgets directed to specific projects to avoid overrun, this defeats the purpose of fully agile teams. When we expect architecture to be emerging, the same should be expected in the budgets. Are PMO functions adept at letting control to the teams and only enabling them with the required capabilities?<\/p>\n\n\n\n

                                        An organization that I am consulting has truly started their digital transformation with the creation of empowered teams, agile product model and agile product budgeting with leadership providing a vision of where they want to go.<\/p>\n\n\n\n

                                        While it\u2019s great to think that when I have agile teams, my problems should be resolved magically, it is similar to the thought that once I have laid out the foundation, my house is done! Your work has just started to take the next steps towards agility.<\/span><\/p>\n","post_title":"The First Six Steps in an Agility journey","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"first-six-steps-agility-journey","to_ping":"","pinged":"","post_modified":"2024-10-04 08:45:15","post_modified_gmt":"2024-10-04 03:15:15","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=10131","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":10133,"post_author":"11","post_date":"2018-04-24 10:44:49","post_date_gmt":"2018-04-24 05:14:49","post_content":"\n

                                        Manas has been a scrum master for the team for a year now.  His team is working on a product targeted towards retail taxpayers. The recent sprint review gave a boost of confidence to the team. There was a distinct feeling from the team that they have truly reached Tuchman\u2019s performing stage.<\/p>\n\n\n\n

                                        They had streamlined their communication with the stakeholders\u2019 modelled towards having a clear understanding of expectation. The recurring area of concern seems to be the ability for the CI\/CD pipeline to be completely clear. For that Manas had worked with the team to create a set of stories. Further, he's got a buy-in from the stakeholders and the product owner had planned to prioritize the same. He had a sense of satisfaction of reaching the team to a high maturity stage. Now Manas was wondering, what next?<\/p>\n\n\n\n

                                        What will you do in Manas's shoes?<\/h6>\n\n\n\n

                                        Is it a matter of going to the next project by helping one of the team members to become a scrum master? Or is there an opportunity for him to create the next path of evolution for his product as a product owner? Or become an agile coach?<\/p>\n\n\n\n

                                        Suggested Solution:<\/strong><\/p>\n\n\n\n

                                        My colleague has dealt this subject in a complete blog and this is a very good read prior to going through the challenge. It is here (https:\/\/pm-powerconsulting.com\/blog\/after-scrum-master-what\/<\/a>)<\/p>\n\n\n\n

                                        Some of the options that Manas is evaluating are becoming a scrum master for a different team and progress horizontally to more deepened experience in the same domain. And there is also some level of interest Manas was having looking at his agile coach. When he asked himself whether being a player or a coach would excite him. It became very clear based on the past reflections that he want to continue to be a player. A technique of learning what excites you, is part of being mindful in your daily life.<\/p>\n\n\n\n

                                        Then Manas narrowed down to become a Product Owner for the same team or a Scrum master with a promise of becoming a Release train engineer when the product expands the vision. Again this is a fork in front with evolution or progression to a more complex role.<\/p>\n\n\n\n

                                        For a Product Owner, he needed to add skills around core agile product skills, improved communication, deeper market understanding and negotiation skills.<\/p>\n\n\n\n

                                        For a Scrum master to setup the team, he needed team building skills, release planning and personally ready to accept ambiguity.<\/p>\n\n\n\n

                                        Manas noted these traits that were required in the \"Needed\" column and his strengths in the \"Available\" column for each role. With these written out the next he did was a 5 year goal or what would his role model do (happens to be Steve Jobs). Manas decided to pursue being a Product Owner as a strong product manager.<\/p>\n\n\n\n

                                        Some of the tips of the trade that Manas employed<\/p>\n\n\n\n

                                          \n
                                        1. Understand all the options in front of you<\/li>\n\n\n\n
                                        2. Eliminate those that are aligned to you as a person<\/li>\n\n\n\n
                                        3. Create a skills matrix for the new role under \"Needed\" and \"Available\" column<\/li>\n\n\n\n
                                        4. If the skills required in the Needed are not possible in the near term(include personal constraints too), eliminate them.<\/li>\n\n\n\n
                                        5. Find your true north on what you dream of doing<\/li>\n<\/ol>\n\n\n\n

                                          Voila - You have a choice<\/p>\n","post_title":"CHOW #100 - Career progression or evolution - What next?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-100-career-progression-or-evolution","to_ping":"","pinged":"\nhttps:\/\/pm-powerconsulting.com\/blog\/after-scrum-master-what\/","post_modified":"2024-04-06 15:45:26","post_modified_gmt":"2024-04-06 15:45:26","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=10133","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":2},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

                                          \n

                                          There is a disruption in user behaviour and how and when they use certain services. For example, in Chennai, academic-oriented kids always used to go to tuition starting from 8th<\/sup> grade to improve their competitiveness in acing the exams. This was a given for the previous generation. Now there are two shifts happening. More kids want to explore non-sciences background such as art direction, macroeconomics and the others that continue their journey towards an engineering or technical line are moving away from the only classroom driven training towards Baijus.com, ahaguru.com, Khan Academy, drama schools. These are clear disruptions and only when you understand the roles and goals of the personas, would you as a leader be able to understand what type of solutions that you should invest in.<\/p>\n\n\n\n

                                          To understand more about empathy driven tools \u2013 watch the design thinking webinar<\/a> or this blog link<\/a><\/p>\n\n\n\n

                                          Agile Product Budgeting<\/strong><\/h3>\n\n\n\n

                                          Empowered teams need to be followed by a change in the way finances are governed. When we look at Scaled Agile Framework (SAFe) it advocates a full-blown Train based budgeting. While that\u2019s definitely one way to go, another way to look at budgeting is to create a budget for a product to see the level of investments required in the 1-3 year horizon and budget for the entire business unit (or in Spotify terminology \u2013 Tribe).<\/p>\n\n\n\n

                                          While the traditional model was to keep the budgets directed to specific projects to avoid overrun, this defeats the purpose of fully agile teams. When we expect architecture to be emerging, the same should be expected in the budgets. Are PMO functions adept at letting control to the teams and only enabling them with the required capabilities?<\/p>\n\n\n\n

                                          An organization that I am consulting has truly started their digital transformation with the creation of empowered teams, agile product model and agile product budgeting with leadership providing a vision of where they want to go.<\/p>\n\n\n\n

                                          While it\u2019s great to think that when I have agile teams, my problems should be resolved magically, it is similar to the thought that once I have laid out the foundation, my house is done! Your work has just started to take the next steps towards agility.<\/span><\/p>\n","post_title":"The First Six Steps in an Agility journey","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"first-six-steps-agility-journey","to_ping":"","pinged":"","post_modified":"2024-10-04 08:45:15","post_modified_gmt":"2024-10-04 03:15:15","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=10131","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":10133,"post_author":"11","post_date":"2018-04-24 10:44:49","post_date_gmt":"2018-04-24 05:14:49","post_content":"\n

                                          Manas has been a scrum master for the team for a year now.  His team is working on a product targeted towards retail taxpayers. The recent sprint review gave a boost of confidence to the team. There was a distinct feeling from the team that they have truly reached Tuchman\u2019s performing stage.<\/p>\n\n\n\n

                                          They had streamlined their communication with the stakeholders\u2019 modelled towards having a clear understanding of expectation. The recurring area of concern seems to be the ability for the CI\/CD pipeline to be completely clear. For that Manas had worked with the team to create a set of stories. Further, he's got a buy-in from the stakeholders and the product owner had planned to prioritize the same. He had a sense of satisfaction of reaching the team to a high maturity stage. Now Manas was wondering, what next?<\/p>\n\n\n\n

                                          What will you do in Manas's shoes?<\/h6>\n\n\n\n

                                          Is it a matter of going to the next project by helping one of the team members to become a scrum master? Or is there an opportunity for him to create the next path of evolution for his product as a product owner? Or become an agile coach?<\/p>\n\n\n\n

                                          Suggested Solution:<\/strong><\/p>\n\n\n\n

                                          My colleague has dealt this subject in a complete blog and this is a very good read prior to going through the challenge. It is here (https:\/\/pm-powerconsulting.com\/blog\/after-scrum-master-what\/<\/a>)<\/p>\n\n\n\n

                                          Some of the options that Manas is evaluating are becoming a scrum master for a different team and progress horizontally to more deepened experience in the same domain. And there is also some level of interest Manas was having looking at his agile coach. When he asked himself whether being a player or a coach would excite him. It became very clear based on the past reflections that he want to continue to be a player. A technique of learning what excites you, is part of being mindful in your daily life.<\/p>\n\n\n\n

                                          Then Manas narrowed down to become a Product Owner for the same team or a Scrum master with a promise of becoming a Release train engineer when the product expands the vision. Again this is a fork in front with evolution or progression to a more complex role.<\/p>\n\n\n\n

                                          For a Product Owner, he needed to add skills around core agile product skills, improved communication, deeper market understanding and negotiation skills.<\/p>\n\n\n\n

                                          For a Scrum master to setup the team, he needed team building skills, release planning and personally ready to accept ambiguity.<\/p>\n\n\n\n

                                          Manas noted these traits that were required in the \"Needed\" column and his strengths in the \"Available\" column for each role. With these written out the next he did was a 5 year goal or what would his role model do (happens to be Steve Jobs). Manas decided to pursue being a Product Owner as a strong product manager.<\/p>\n\n\n\n

                                          Some of the tips of the trade that Manas employed<\/p>\n\n\n\n

                                            \n
                                          1. Understand all the options in front of you<\/li>\n\n\n\n
                                          2. Eliminate those that are aligned to you as a person<\/li>\n\n\n\n
                                          3. Create a skills matrix for the new role under \"Needed\" and \"Available\" column<\/li>\n\n\n\n
                                          4. If the skills required in the Needed are not possible in the near term(include personal constraints too), eliminate them.<\/li>\n\n\n\n
                                          5. Find your true north on what you dream of doing<\/li>\n<\/ol>\n\n\n\n

                                            Voila - You have a choice<\/p>\n","post_title":"CHOW #100 - Career progression or evolution - What next?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-100-career-progression-or-evolution","to_ping":"","pinged":"\nhttps:\/\/pm-powerconsulting.com\/blog\/after-scrum-master-what\/","post_modified":"2024-04-06 15:45:26","post_modified_gmt":"2024-04-06 15:45:26","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=10133","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":2},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

                                            \n

                                            Empathy Driven Tools<\/strong><\/h3>\n\n\n\n

                                            There is a disruption in user behaviour and how and when they use certain services. For example, in Chennai, academic-oriented kids always used to go to tuition starting from 8th<\/sup> grade to improve their competitiveness in acing the exams. This was a given for the previous generation. Now there are two shifts happening. More kids want to explore non-sciences background such as art direction, macroeconomics and the others that continue their journey towards an engineering or technical line are moving away from the only classroom driven training towards Baijus.com, ahaguru.com, Khan Academy, drama schools. These are clear disruptions and only when you understand the roles and goals of the personas, would you as a leader be able to understand what type of solutions that you should invest in.<\/p>\n\n\n\n

                                            To understand more about empathy driven tools \u2013 watch the design thinking webinar<\/a> or this blog link<\/a><\/p>\n\n\n\n

                                            Agile Product Budgeting<\/strong><\/h3>\n\n\n\n

                                            Empowered teams need to be followed by a change in the way finances are governed. When we look at Scaled Agile Framework (SAFe) it advocates a full-blown Train based budgeting. While that\u2019s definitely one way to go, another way to look at budgeting is to create a budget for a product to see the level of investments required in the 1-3 year horizon and budget for the entire business unit (or in Spotify terminology \u2013 Tribe).<\/p>\n\n\n\n

                                            While the traditional model was to keep the budgets directed to specific projects to avoid overrun, this defeats the purpose of fully agile teams. When we expect architecture to be emerging, the same should be expected in the budgets. Are PMO functions adept at letting control to the teams and only enabling them with the required capabilities?<\/p>\n\n\n\n

                                            An organization that I am consulting has truly started their digital transformation with the creation of empowered teams, agile product model and agile product budgeting with leadership providing a vision of where they want to go.<\/p>\n\n\n\n

                                            While it\u2019s great to think that when I have agile teams, my problems should be resolved magically, it is similar to the thought that once I have laid out the foundation, my house is done! Your work has just started to take the next steps towards agility.<\/span><\/p>\n","post_title":"The First Six Steps in an Agility journey","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"first-six-steps-agility-journey","to_ping":"","pinged":"","post_modified":"2024-10-04 08:45:15","post_modified_gmt":"2024-10-04 03:15:15","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=10131","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":10133,"post_author":"11","post_date":"2018-04-24 10:44:49","post_date_gmt":"2018-04-24 05:14:49","post_content":"\n

                                            Manas has been a scrum master for the team for a year now.  His team is working on a product targeted towards retail taxpayers. The recent sprint review gave a boost of confidence to the team. There was a distinct feeling from the team that they have truly reached Tuchman\u2019s performing stage.<\/p>\n\n\n\n

                                            They had streamlined their communication with the stakeholders\u2019 modelled towards having a clear understanding of expectation. The recurring area of concern seems to be the ability for the CI\/CD pipeline to be completely clear. For that Manas had worked with the team to create a set of stories. Further, he's got a buy-in from the stakeholders and the product owner had planned to prioritize the same. He had a sense of satisfaction of reaching the team to a high maturity stage. Now Manas was wondering, what next?<\/p>\n\n\n\n

                                            What will you do in Manas's shoes?<\/h6>\n\n\n\n

                                            Is it a matter of going to the next project by helping one of the team members to become a scrum master? Or is there an opportunity for him to create the next path of evolution for his product as a product owner? Or become an agile coach?<\/p>\n\n\n\n

                                            Suggested Solution:<\/strong><\/p>\n\n\n\n

                                            My colleague has dealt this subject in a complete blog and this is a very good read prior to going through the challenge. It is here (https:\/\/pm-powerconsulting.com\/blog\/after-scrum-master-what\/<\/a>)<\/p>\n\n\n\n

                                            Some of the options that Manas is evaluating are becoming a scrum master for a different team and progress horizontally to more deepened experience in the same domain. And there is also some level of interest Manas was having looking at his agile coach. When he asked himself whether being a player or a coach would excite him. It became very clear based on the past reflections that he want to continue to be a player. A technique of learning what excites you, is part of being mindful in your daily life.<\/p>\n\n\n\n

                                            Then Manas narrowed down to become a Product Owner for the same team or a Scrum master with a promise of becoming a Release train engineer when the product expands the vision. Again this is a fork in front with evolution or progression to a more complex role.<\/p>\n\n\n\n

                                            For a Product Owner, he needed to add skills around core agile product skills, improved communication, deeper market understanding and negotiation skills.<\/p>\n\n\n\n

                                            For a Scrum master to setup the team, he needed team building skills, release planning and personally ready to accept ambiguity.<\/p>\n\n\n\n

                                            Manas noted these traits that were required in the \"Needed\" column and his strengths in the \"Available\" column for each role. With these written out the next he did was a 5 year goal or what would his role model do (happens to be Steve Jobs). Manas decided to pursue being a Product Owner as a strong product manager.<\/p>\n\n\n\n

                                            Some of the tips of the trade that Manas employed<\/p>\n\n\n\n

                                              \n
                                            1. Understand all the options in front of you<\/li>\n\n\n\n
                                            2. Eliminate those that are aligned to you as a person<\/li>\n\n\n\n
                                            3. Create a skills matrix for the new role under \"Needed\" and \"Available\" column<\/li>\n\n\n\n
                                            4. If the skills required in the Needed are not possible in the near term(include personal constraints too), eliminate them.<\/li>\n\n\n\n
                                            5. Find your true north on what you dream of doing<\/li>\n<\/ol>\n\n\n\n

                                              Voila - You have a choice<\/p>\n","post_title":"CHOW #100 - Career progression or evolution - What next?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-100-career-progression-or-evolution","to_ping":"","pinged":"\nhttps:\/\/pm-powerconsulting.com\/blog\/after-scrum-master-what\/","post_modified":"2024-04-06 15:45:26","post_modified_gmt":"2024-04-06 15:45:26","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=10133","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":2},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

                                              \n

                                              While there are multiple scaling agile practices present, this is one area that is not given enough impetus.<\/p>\n\n\n\n

                                              Empathy Driven Tools<\/strong><\/h3>\n\n\n\n

                                              There is a disruption in user behaviour and how and when they use certain services. For example, in Chennai, academic-oriented kids always used to go to tuition starting from 8th<\/sup> grade to improve their competitiveness in acing the exams. This was a given for the previous generation. Now there are two shifts happening. More kids want to explore non-sciences background such as art direction, macroeconomics and the others that continue their journey towards an engineering or technical line are moving away from the only classroom driven training towards Baijus.com, ahaguru.com, Khan Academy, drama schools. These are clear disruptions and only when you understand the roles and goals of the personas, would you as a leader be able to understand what type of solutions that you should invest in.<\/p>\n\n\n\n

                                              To understand more about empathy driven tools \u2013 watch the design thinking webinar<\/a> or this blog link<\/a><\/p>\n\n\n\n

                                              Agile Product Budgeting<\/strong><\/h3>\n\n\n\n

                                              Empowered teams need to be followed by a change in the way finances are governed. When we look at Scaled Agile Framework (SAFe) it advocates a full-blown Train based budgeting. While that\u2019s definitely one way to go, another way to look at budgeting is to create a budget for a product to see the level of investments required in the 1-3 year horizon and budget for the entire business unit (or in Spotify terminology \u2013 Tribe).<\/p>\n\n\n\n

                                              While the traditional model was to keep the budgets directed to specific projects to avoid overrun, this defeats the purpose of fully agile teams. When we expect architecture to be emerging, the same should be expected in the budgets. Are PMO functions adept at letting control to the teams and only enabling them with the required capabilities?<\/p>\n\n\n\n

                                              An organization that I am consulting has truly started their digital transformation with the creation of empowered teams, agile product model and agile product budgeting with leadership providing a vision of where they want to go.<\/p>\n\n\n\n

                                              While it\u2019s great to think that when I have agile teams, my problems should be resolved magically, it is similar to the thought that once I have laid out the foundation, my house is done! Your work has just started to take the next steps towards agility.<\/span><\/p>\n","post_title":"The First Six Steps in an Agility journey","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"first-six-steps-agility-journey","to_ping":"","pinged":"","post_modified":"2024-10-04 08:45:15","post_modified_gmt":"2024-10-04 03:15:15","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=10131","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":10133,"post_author":"11","post_date":"2018-04-24 10:44:49","post_date_gmt":"2018-04-24 05:14:49","post_content":"\n

                                              Manas has been a scrum master for the team for a year now.  His team is working on a product targeted towards retail taxpayers. The recent sprint review gave a boost of confidence to the team. There was a distinct feeling from the team that they have truly reached Tuchman\u2019s performing stage.<\/p>\n\n\n\n

                                              They had streamlined their communication with the stakeholders\u2019 modelled towards having a clear understanding of expectation. The recurring area of concern seems to be the ability for the CI\/CD pipeline to be completely clear. For that Manas had worked with the team to create a set of stories. Further, he's got a buy-in from the stakeholders and the product owner had planned to prioritize the same. He had a sense of satisfaction of reaching the team to a high maturity stage. Now Manas was wondering, what next?<\/p>\n\n\n\n

                                              What will you do in Manas's shoes?<\/h6>\n\n\n\n

                                              Is it a matter of going to the next project by helping one of the team members to become a scrum master? Or is there an opportunity for him to create the next path of evolution for his product as a product owner? Or become an agile coach?<\/p>\n\n\n\n

                                              Suggested Solution:<\/strong><\/p>\n\n\n\n

                                              My colleague has dealt this subject in a complete blog and this is a very good read prior to going through the challenge. It is here (https:\/\/pm-powerconsulting.com\/blog\/after-scrum-master-what\/<\/a>)<\/p>\n\n\n\n

                                              Some of the options that Manas is evaluating are becoming a scrum master for a different team and progress horizontally to more deepened experience in the same domain. And there is also some level of interest Manas was having looking at his agile coach. When he asked himself whether being a player or a coach would excite him. It became very clear based on the past reflections that he want to continue to be a player. A technique of learning what excites you, is part of being mindful in your daily life.<\/p>\n\n\n\n

                                              Then Manas narrowed down to become a Product Owner for the same team or a Scrum master with a promise of becoming a Release train engineer when the product expands the vision. Again this is a fork in front with evolution or progression to a more complex role.<\/p>\n\n\n\n

                                              For a Product Owner, he needed to add skills around core agile product skills, improved communication, deeper market understanding and negotiation skills.<\/p>\n\n\n\n

                                              For a Scrum master to setup the team, he needed team building skills, release planning and personally ready to accept ambiguity.<\/p>\n\n\n\n

                                              Manas noted these traits that were required in the \"Needed\" column and his strengths in the \"Available\" column for each role. With these written out the next he did was a 5 year goal or what would his role model do (happens to be Steve Jobs). Manas decided to pursue being a Product Owner as a strong product manager.<\/p>\n\n\n\n

                                              Some of the tips of the trade that Manas employed<\/p>\n\n\n\n

                                                \n
                                              1. Understand all the options in front of you<\/li>\n\n\n\n
                                              2. Eliminate those that are aligned to you as a person<\/li>\n\n\n\n
                                              3. Create a skills matrix for the new role under \"Needed\" and \"Available\" column<\/li>\n\n\n\n
                                              4. If the skills required in the Needed are not possible in the near term(include personal constraints too), eliminate them.<\/li>\n\n\n\n
                                              5. Find your true north on what you dream of doing<\/li>\n<\/ol>\n\n\n\n

                                                Voila - You have a choice<\/p>\n","post_title":"CHOW #100 - Career progression or evolution - What next?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-100-career-progression-or-evolution","to_ping":"","pinged":"\nhttps:\/\/pm-powerconsulting.com\/blog\/after-scrum-master-what\/","post_modified":"2024-04-06 15:45:26","post_modified_gmt":"2024-04-06 15:45:26","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=10133","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":2},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

                                                \n

                                                This not only keeps the teams focused, but also motivates them in making decisions that matter.<\/p>\n\n\n\n

                                                While there are multiple scaling agile practices present, this is one area that is not given enough impetus.<\/p>\n\n\n\n

                                                Empathy Driven Tools<\/strong><\/h3>\n\n\n\n

                                                There is a disruption in user behaviour and how and when they use certain services. For example, in Chennai, academic-oriented kids always used to go to tuition starting from 8th<\/sup> grade to improve their competitiveness in acing the exams. This was a given for the previous generation. Now there are two shifts happening. More kids want to explore non-sciences background such as art direction, macroeconomics and the others that continue their journey towards an engineering or technical line are moving away from the only classroom driven training towards Baijus.com, ahaguru.com, Khan Academy, drama schools. These are clear disruptions and only when you understand the roles and goals of the personas, would you as a leader be able to understand what type of solutions that you should invest in.<\/p>\n\n\n\n

                                                To understand more about empathy driven tools \u2013 watch the design thinking webinar<\/a> or this blog link<\/a><\/p>\n\n\n\n

                                                Agile Product Budgeting<\/strong><\/h3>\n\n\n\n

                                                Empowered teams need to be followed by a change in the way finances are governed. When we look at Scaled Agile Framework (SAFe) it advocates a full-blown Train based budgeting. While that\u2019s definitely one way to go, another way to look at budgeting is to create a budget for a product to see the level of investments required in the 1-3 year horizon and budget for the entire business unit (or in Spotify terminology \u2013 Tribe).<\/p>\n\n\n\n

                                                While the traditional model was to keep the budgets directed to specific projects to avoid overrun, this defeats the purpose of fully agile teams. When we expect architecture to be emerging, the same should be expected in the budgets. Are PMO functions adept at letting control to the teams and only enabling them with the required capabilities?<\/p>\n\n\n\n

                                                An organization that I am consulting has truly started their digital transformation with the creation of empowered teams, agile product model and agile product budgeting with leadership providing a vision of where they want to go.<\/p>\n\n\n\n

                                                While it\u2019s great to think that when I have agile teams, my problems should be resolved magically, it is similar to the thought that once I have laid out the foundation, my house is done! Your work has just started to take the next steps towards agility.<\/span><\/p>\n","post_title":"The First Six Steps in an Agility journey","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"first-six-steps-agility-journey","to_ping":"","pinged":"","post_modified":"2024-10-04 08:45:15","post_modified_gmt":"2024-10-04 03:15:15","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=10131","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":10133,"post_author":"11","post_date":"2018-04-24 10:44:49","post_date_gmt":"2018-04-24 05:14:49","post_content":"\n

                                                Manas has been a scrum master for the team for a year now.  His team is working on a product targeted towards retail taxpayers. The recent sprint review gave a boost of confidence to the team. There was a distinct feeling from the team that they have truly reached Tuchman\u2019s performing stage.<\/p>\n\n\n\n

                                                They had streamlined their communication with the stakeholders\u2019 modelled towards having a clear understanding of expectation. The recurring area of concern seems to be the ability for the CI\/CD pipeline to be completely clear. For that Manas had worked with the team to create a set of stories. Further, he's got a buy-in from the stakeholders and the product owner had planned to prioritize the same. He had a sense of satisfaction of reaching the team to a high maturity stage. Now Manas was wondering, what next?<\/p>\n\n\n\n

                                                What will you do in Manas's shoes?<\/h6>\n\n\n\n

                                                Is it a matter of going to the next project by helping one of the team members to become a scrum master? Or is there an opportunity for him to create the next path of evolution for his product as a product owner? Or become an agile coach?<\/p>\n\n\n\n

                                                Suggested Solution:<\/strong><\/p>\n\n\n\n

                                                My colleague has dealt this subject in a complete blog and this is a very good read prior to going through the challenge. It is here (https:\/\/pm-powerconsulting.com\/blog\/after-scrum-master-what\/<\/a>)<\/p>\n\n\n\n

                                                Some of the options that Manas is evaluating are becoming a scrum master for a different team and progress horizontally to more deepened experience in the same domain. And there is also some level of interest Manas was having looking at his agile coach. When he asked himself whether being a player or a coach would excite him. It became very clear based on the past reflections that he want to continue to be a player. A technique of learning what excites you, is part of being mindful in your daily life.<\/p>\n\n\n\n

                                                Then Manas narrowed down to become a Product Owner for the same team or a Scrum master with a promise of becoming a Release train engineer when the product expands the vision. Again this is a fork in front with evolution or progression to a more complex role.<\/p>\n\n\n\n

                                                For a Product Owner, he needed to add skills around core agile product skills, improved communication, deeper market understanding and negotiation skills.<\/p>\n\n\n\n

                                                For a Scrum master to setup the team, he needed team building skills, release planning and personally ready to accept ambiguity.<\/p>\n\n\n\n

                                                Manas noted these traits that were required in the \"Needed\" column and his strengths in the \"Available\" column for each role. With these written out the next he did was a 5 year goal or what would his role model do (happens to be Steve Jobs). Manas decided to pursue being a Product Owner as a strong product manager.<\/p>\n\n\n\n

                                                Some of the tips of the trade that Manas employed<\/p>\n\n\n\n

                                                  \n
                                                1. Understand all the options in front of you<\/li>\n\n\n\n
                                                2. Eliminate those that are aligned to you as a person<\/li>\n\n\n\n
                                                3. Create a skills matrix for the new role under \"Needed\" and \"Available\" column<\/li>\n\n\n\n
                                                4. If the skills required in the Needed are not possible in the near term(include personal constraints too), eliminate them.<\/li>\n\n\n\n
                                                5. Find your true north on what you dream of doing<\/li>\n<\/ol>\n\n\n\n

                                                  Voila - You have a choice<\/p>\n","post_title":"CHOW #100 - Career progression or evolution - What next?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-100-career-progression-or-evolution","to_ping":"","pinged":"\nhttps:\/\/pm-powerconsulting.com\/blog\/after-scrum-master-what\/","post_modified":"2024-04-06 15:45:26","post_modified_gmt":"2024-04-06 15:45:26","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=10133","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":2},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

                                                  \n

                                                  Empowerment, at times, is confused with the abdication of responsibility by the leaders. When that happens,  teams take decisions not necessarily aligned to the leaders\u2019 vision. This leads to the assumption that the teams are not necessarily making the most of the empowerment they have been given. Hence as a leader, while enabling empowered teams, the working agreement should be very clearly laid out by the leader on the goals for the team.<\/p>\n\n\n\n

                                                  This not only keeps the teams focused, but also motivates them in making decisions that matter.<\/p>\n\n\n\n

                                                  While there are multiple scaling agile practices present, this is one area that is not given enough impetus.<\/p>\n\n\n\n

                                                  Empathy Driven Tools<\/strong><\/h3>\n\n\n\n

                                                  There is a disruption in user behaviour and how and when they use certain services. For example, in Chennai, academic-oriented kids always used to go to tuition starting from 8th<\/sup> grade to improve their competitiveness in acing the exams. This was a given for the previous generation. Now there are two shifts happening. More kids want to explore non-sciences background such as art direction, macroeconomics and the others that continue their journey towards an engineering or technical line are moving away from the only classroom driven training towards Baijus.com, ahaguru.com, Khan Academy, drama schools. These are clear disruptions and only when you understand the roles and goals of the personas, would you as a leader be able to understand what type of solutions that you should invest in.<\/p>\n\n\n\n

                                                  To understand more about empathy driven tools \u2013 watch the design thinking webinar<\/a> or this blog link<\/a><\/p>\n\n\n\n

                                                  Agile Product Budgeting<\/strong><\/h3>\n\n\n\n

                                                  Empowered teams need to be followed by a change in the way finances are governed. When we look at Scaled Agile Framework (SAFe) it advocates a full-blown Train based budgeting. While that\u2019s definitely one way to go, another way to look at budgeting is to create a budget for a product to see the level of investments required in the 1-3 year horizon and budget for the entire business unit (or in Spotify terminology \u2013 Tribe).<\/p>\n\n\n\n

                                                  While the traditional model was to keep the budgets directed to specific projects to avoid overrun, this defeats the purpose of fully agile teams. When we expect architecture to be emerging, the same should be expected in the budgets. Are PMO functions adept at letting control to the teams and only enabling them with the required capabilities?<\/p>\n\n\n\n

                                                  An organization that I am consulting has truly started their digital transformation with the creation of empowered teams, agile product model and agile product budgeting with leadership providing a vision of where they want to go.<\/p>\n\n\n\n

                                                  While it\u2019s great to think that when I have agile teams, my problems should be resolved magically, it is similar to the thought that once I have laid out the foundation, my house is done! Your work has just started to take the next steps towards agility.<\/span><\/p>\n","post_title":"The First Six Steps in an Agility journey","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"first-six-steps-agility-journey","to_ping":"","pinged":"","post_modified":"2024-10-04 08:45:15","post_modified_gmt":"2024-10-04 03:15:15","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=10131","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":10133,"post_author":"11","post_date":"2018-04-24 10:44:49","post_date_gmt":"2018-04-24 05:14:49","post_content":"\n

                                                  Manas has been a scrum master for the team for a year now.  His team is working on a product targeted towards retail taxpayers. The recent sprint review gave a boost of confidence to the team. There was a distinct feeling from the team that they have truly reached Tuchman\u2019s performing stage.<\/p>\n\n\n\n

                                                  They had streamlined their communication with the stakeholders\u2019 modelled towards having a clear understanding of expectation. The recurring area of concern seems to be the ability for the CI\/CD pipeline to be completely clear. For that Manas had worked with the team to create a set of stories. Further, he's got a buy-in from the stakeholders and the product owner had planned to prioritize the same. He had a sense of satisfaction of reaching the team to a high maturity stage. Now Manas was wondering, what next?<\/p>\n\n\n\n

                                                  What will you do in Manas's shoes?<\/h6>\n\n\n\n

                                                  Is it a matter of going to the next project by helping one of the team members to become a scrum master? Or is there an opportunity for him to create the next path of evolution for his product as a product owner? Or become an agile coach?<\/p>\n\n\n\n

                                                  Suggested Solution:<\/strong><\/p>\n\n\n\n

                                                  My colleague has dealt this subject in a complete blog and this is a very good read prior to going through the challenge. It is here (https:\/\/pm-powerconsulting.com\/blog\/after-scrum-master-what\/<\/a>)<\/p>\n\n\n\n

                                                  Some of the options that Manas is evaluating are becoming a scrum master for a different team and progress horizontally to more deepened experience in the same domain. And there is also some level of interest Manas was having looking at his agile coach. When he asked himself whether being a player or a coach would excite him. It became very clear based on the past reflections that he want to continue to be a player. A technique of learning what excites you, is part of being mindful in your daily life.<\/p>\n\n\n\n

                                                  Then Manas narrowed down to become a Product Owner for the same team or a Scrum master with a promise of becoming a Release train engineer when the product expands the vision. Again this is a fork in front with evolution or progression to a more complex role.<\/p>\n\n\n\n

                                                  For a Product Owner, he needed to add skills around core agile product skills, improved communication, deeper market understanding and negotiation skills.<\/p>\n\n\n\n

                                                  For a Scrum master to setup the team, he needed team building skills, release planning and personally ready to accept ambiguity.<\/p>\n\n\n\n

                                                  Manas noted these traits that were required in the \"Needed\" column and his strengths in the \"Available\" column for each role. With these written out the next he did was a 5 year goal or what would his role model do (happens to be Steve Jobs). Manas decided to pursue being a Product Owner as a strong product manager.<\/p>\n\n\n\n

                                                  Some of the tips of the trade that Manas employed<\/p>\n\n\n\n

                                                    \n
                                                  1. Understand all the options in front of you<\/li>\n\n\n\n
                                                  2. Eliminate those that are aligned to you as a person<\/li>\n\n\n\n
                                                  3. Create a skills matrix for the new role under \"Needed\" and \"Available\" column<\/li>\n\n\n\n
                                                  4. If the skills required in the Needed are not possible in the near term(include personal constraints too), eliminate them.<\/li>\n\n\n\n
                                                  5. Find your true north on what you dream of doing<\/li>\n<\/ol>\n\n\n\n

                                                    Voila - You have a choice<\/p>\n","post_title":"CHOW #100 - Career progression or evolution - What next?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-100-career-progression-or-evolution","to_ping":"","pinged":"\nhttps:\/\/pm-powerconsulting.com\/blog\/after-scrum-master-what\/","post_modified":"2024-04-06 15:45:26","post_modified_gmt":"2024-04-06 15:45:26","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=10133","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":2},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

                                                    \n
                                                    \"\"<\/figure>\n\n\n\n

                                                    Empowerment, at times, is confused with the abdication of responsibility by the leaders. When that happens,  teams take decisions not necessarily aligned to the leaders\u2019 vision. This leads to the assumption that the teams are not necessarily making the most of the empowerment they have been given. Hence as a leader, while enabling empowered teams, the working agreement should be very clearly laid out by the leader on the goals for the team.<\/p>\n\n\n\n

                                                    This not only keeps the teams focused, but also motivates them in making decisions that matter.<\/p>\n\n\n\n

                                                    While there are multiple scaling agile practices present, this is one area that is not given enough impetus.<\/p>\n\n\n\n

                                                    Empathy Driven Tools<\/strong><\/h3>\n\n\n\n

                                                    There is a disruption in user behaviour and how and when they use certain services. For example, in Chennai, academic-oriented kids always used to go to tuition starting from 8th<\/sup> grade to improve their competitiveness in acing the exams. This was a given for the previous generation. Now there are two shifts happening. More kids want to explore non-sciences background such as art direction, macroeconomics and the others that continue their journey towards an engineering or technical line are moving away from the only classroom driven training towards Baijus.com, ahaguru.com, Khan Academy, drama schools. These are clear disruptions and only when you understand the roles and goals of the personas, would you as a leader be able to understand what type of solutions that you should invest in.<\/p>\n\n\n\n

                                                    To understand more about empathy driven tools \u2013 watch the design thinking webinar<\/a> or this blog link<\/a><\/p>\n\n\n\n

                                                    Agile Product Budgeting<\/strong><\/h3>\n\n\n\n

                                                    Empowered teams need to be followed by a change in the way finances are governed. When we look at Scaled Agile Framework (SAFe) it advocates a full-blown Train based budgeting. While that\u2019s definitely one way to go, another way to look at budgeting is to create a budget for a product to see the level of investments required in the 1-3 year horizon and budget for the entire business unit (or in Spotify terminology \u2013 Tribe).<\/p>\n\n\n\n

                                                    While the traditional model was to keep the budgets directed to specific projects to avoid overrun, this defeats the purpose of fully agile teams. When we expect architecture to be emerging, the same should be expected in the budgets. Are PMO functions adept at letting control to the teams and only enabling them with the required capabilities?<\/p>\n\n\n\n

                                                    An organization that I am consulting has truly started their digital transformation with the creation of empowered teams, agile product model and agile product budgeting with leadership providing a vision of where they want to go.<\/p>\n\n\n\n

                                                    While it\u2019s great to think that when I have agile teams, my problems should be resolved magically, it is similar to the thought that once I have laid out the foundation, my house is done! Your work has just started to take the next steps towards agility.<\/span><\/p>\n","post_title":"The First Six Steps in an Agility journey","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"first-six-steps-agility-journey","to_ping":"","pinged":"","post_modified":"2024-10-04 08:45:15","post_modified_gmt":"2024-10-04 03:15:15","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=10131","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":10133,"post_author":"11","post_date":"2018-04-24 10:44:49","post_date_gmt":"2018-04-24 05:14:49","post_content":"\n

                                                    Manas has been a scrum master for the team for a year now.  His team is working on a product targeted towards retail taxpayers. The recent sprint review gave a boost of confidence to the team. There was a distinct feeling from the team that they have truly reached Tuchman\u2019s performing stage.<\/p>\n\n\n\n

                                                    They had streamlined their communication with the stakeholders\u2019 modelled towards having a clear understanding of expectation. The recurring area of concern seems to be the ability for the CI\/CD pipeline to be completely clear. For that Manas had worked with the team to create a set of stories. Further, he's got a buy-in from the stakeholders and the product owner had planned to prioritize the same. He had a sense of satisfaction of reaching the team to a high maturity stage. Now Manas was wondering, what next?<\/p>\n\n\n\n

                                                    What will you do in Manas's shoes?<\/h6>\n\n\n\n

                                                    Is it a matter of going to the next project by helping one of the team members to become a scrum master? Or is there an opportunity for him to create the next path of evolution for his product as a product owner? Or become an agile coach?<\/p>\n\n\n\n

                                                    Suggested Solution:<\/strong><\/p>\n\n\n\n

                                                    My colleague has dealt this subject in a complete blog and this is a very good read prior to going through the challenge. It is here (https:\/\/pm-powerconsulting.com\/blog\/after-scrum-master-what\/<\/a>)<\/p>\n\n\n\n

                                                    Some of the options that Manas is evaluating are becoming a scrum master for a different team and progress horizontally to more deepened experience in the same domain. And there is also some level of interest Manas was having looking at his agile coach. When he asked himself whether being a player or a coach would excite him. It became very clear based on the past reflections that he want to continue to be a player. A technique of learning what excites you, is part of being mindful in your daily life.<\/p>\n\n\n\n

                                                    Then Manas narrowed down to become a Product Owner for the same team or a Scrum master with a promise of becoming a Release train engineer when the product expands the vision. Again this is a fork in front with evolution or progression to a more complex role.<\/p>\n\n\n\n

                                                    For a Product Owner, he needed to add skills around core agile product skills, improved communication, deeper market understanding and negotiation skills.<\/p>\n\n\n\n

                                                    For a Scrum master to setup the team, he needed team building skills, release planning and personally ready to accept ambiguity.<\/p>\n\n\n\n

                                                    Manas noted these traits that were required in the \"Needed\" column and his strengths in the \"Available\" column for each role. With these written out the next he did was a 5 year goal or what would his role model do (happens to be Steve Jobs). Manas decided to pursue being a Product Owner as a strong product manager.<\/p>\n\n\n\n

                                                    Some of the tips of the trade that Manas employed<\/p>\n\n\n\n

                                                      \n
                                                    1. Understand all the options in front of you<\/li>\n\n\n\n
                                                    2. Eliminate those that are aligned to you as a person<\/li>\n\n\n\n
                                                    3. Create a skills matrix for the new role under \"Needed\" and \"Available\" column<\/li>\n\n\n\n
                                                    4. If the skills required in the Needed are not possible in the near term(include personal constraints too), eliminate them.<\/li>\n\n\n\n
                                                    5. Find your true north on what you dream of doing<\/li>\n<\/ol>\n\n\n\n

                                                      Voila - You have a choice<\/p>\n","post_title":"CHOW #100 - Career progression or evolution - What next?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-100-career-progression-or-evolution","to_ping":"","pinged":"\nhttps:\/\/pm-powerconsulting.com\/blog\/after-scrum-master-what\/","post_modified":"2024-04-06 15:45:26","post_modified_gmt":"2024-04-06 15:45:26","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=10133","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":2},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

                                                      \n

                                                      Self-organized teams while looks very cool on paper, it\u2019s hard to implement when our jobs are at stake. You can almost imagine the leaders' hands holding everyone together to act as a safety net.<\/p>\n\n\n\n

                                                      \"\"<\/figure>\n\n\n\n

                                                      Empowerment, at times, is confused with the abdication of responsibility by the leaders. When that happens,  teams take decisions not necessarily aligned to the leaders\u2019 vision. This leads to the assumption that the teams are not necessarily making the most of the empowerment they have been given. Hence as a leader, while enabling empowered teams, the working agreement should be very clearly laid out by the leader on the goals for the team.<\/p>\n\n\n\n

                                                      This not only keeps the teams focused, but also motivates them in making decisions that matter.<\/p>\n\n\n\n

                                                      While there are multiple scaling agile practices present, this is one area that is not given enough impetus.<\/p>\n\n\n\n

                                                      Empathy Driven Tools<\/strong><\/h3>\n\n\n\n

                                                      There is a disruption in user behaviour and how and when they use certain services. For example, in Chennai, academic-oriented kids always used to go to tuition starting from 8th<\/sup> grade to improve their competitiveness in acing the exams. This was a given for the previous generation. Now there are two shifts happening. More kids want to explore non-sciences background such as art direction, macroeconomics and the others that continue their journey towards an engineering or technical line are moving away from the only classroom driven training towards Baijus.com, ahaguru.com, Khan Academy, drama schools. These are clear disruptions and only when you understand the roles and goals of the personas, would you as a leader be able to understand what type of solutions that you should invest in.<\/p>\n\n\n\n

                                                      To understand more about empathy driven tools \u2013 watch the design thinking webinar<\/a> or this blog link<\/a><\/p>\n\n\n\n

                                                      Agile Product Budgeting<\/strong><\/h3>\n\n\n\n

                                                      Empowered teams need to be followed by a change in the way finances are governed. When we look at Scaled Agile Framework (SAFe) it advocates a full-blown Train based budgeting. While that\u2019s definitely one way to go, another way to look at budgeting is to create a budget for a product to see the level of investments required in the 1-3 year horizon and budget for the entire business unit (or in Spotify terminology \u2013 Tribe).<\/p>\n\n\n\n

                                                      While the traditional model was to keep the budgets directed to specific projects to avoid overrun, this defeats the purpose of fully agile teams. When we expect architecture to be emerging, the same should be expected in the budgets. Are PMO functions adept at letting control to the teams and only enabling them with the required capabilities?<\/p>\n\n\n\n

                                                      An organization that I am consulting has truly started their digital transformation with the creation of empowered teams, agile product model and agile product budgeting with leadership providing a vision of where they want to go.<\/p>\n\n\n\n

                                                      While it\u2019s great to think that when I have agile teams, my problems should be resolved magically, it is similar to the thought that once I have laid out the foundation, my house is done! Your work has just started to take the next steps towards agility.<\/span><\/p>\n","post_title":"The First Six Steps in an Agility journey","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"first-six-steps-agility-journey","to_ping":"","pinged":"","post_modified":"2024-10-04 08:45:15","post_modified_gmt":"2024-10-04 03:15:15","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=10131","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":10133,"post_author":"11","post_date":"2018-04-24 10:44:49","post_date_gmt":"2018-04-24 05:14:49","post_content":"\n

                                                      Manas has been a scrum master for the team for a year now.  His team is working on a product targeted towards retail taxpayers. The recent sprint review gave a boost of confidence to the team. There was a distinct feeling from the team that they have truly reached Tuchman\u2019s performing stage.<\/p>\n\n\n\n

                                                      They had streamlined their communication with the stakeholders\u2019 modelled towards having a clear understanding of expectation. The recurring area of concern seems to be the ability for the CI\/CD pipeline to be completely clear. For that Manas had worked with the team to create a set of stories. Further, he's got a buy-in from the stakeholders and the product owner had planned to prioritize the same. He had a sense of satisfaction of reaching the team to a high maturity stage. Now Manas was wondering, what next?<\/p>\n\n\n\n

                                                      What will you do in Manas's shoes?<\/h6>\n\n\n\n

                                                      Is it a matter of going to the next project by helping one of the team members to become a scrum master? Or is there an opportunity for him to create the next path of evolution for his product as a product owner? Or become an agile coach?<\/p>\n\n\n\n

                                                      Suggested Solution:<\/strong><\/p>\n\n\n\n

                                                      My colleague has dealt this subject in a complete blog and this is a very good read prior to going through the challenge. It is here (https:\/\/pm-powerconsulting.com\/blog\/after-scrum-master-what\/<\/a>)<\/p>\n\n\n\n

                                                      Some of the options that Manas is evaluating are becoming a scrum master for a different team and progress horizontally to more deepened experience in the same domain. And there is also some level of interest Manas was having looking at his agile coach. When he asked himself whether being a player or a coach would excite him. It became very clear based on the past reflections that he want to continue to be a player. A technique of learning what excites you, is part of being mindful in your daily life.<\/p>\n\n\n\n

                                                      Then Manas narrowed down to become a Product Owner for the same team or a Scrum master with a promise of becoming a Release train engineer when the product expands the vision. Again this is a fork in front with evolution or progression to a more complex role.<\/p>\n\n\n\n

                                                      For a Product Owner, he needed to add skills around core agile product skills, improved communication, deeper market understanding and negotiation skills.<\/p>\n\n\n\n

                                                      For a Scrum master to setup the team, he needed team building skills, release planning and personally ready to accept ambiguity.<\/p>\n\n\n\n

                                                      Manas noted these traits that were required in the \"Needed\" column and his strengths in the \"Available\" column for each role. With these written out the next he did was a 5 year goal or what would his role model do (happens to be Steve Jobs). Manas decided to pursue being a Product Owner as a strong product manager.<\/p>\n\n\n\n

                                                      Some of the tips of the trade that Manas employed<\/p>\n\n\n\n

                                                        \n
                                                      1. Understand all the options in front of you<\/li>\n\n\n\n
                                                      2. Eliminate those that are aligned to you as a person<\/li>\n\n\n\n
                                                      3. Create a skills matrix for the new role under \"Needed\" and \"Available\" column<\/li>\n\n\n\n
                                                      4. If the skills required in the Needed are not possible in the near term(include personal constraints too), eliminate them.<\/li>\n\n\n\n
                                                      5. Find your true north on what you dream of doing<\/li>\n<\/ol>\n\n\n\n

                                                        Voila - You have a choice<\/p>\n","post_title":"CHOW #100 - Career progression or evolution - What next?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-100-career-progression-or-evolution","to_ping":"","pinged":"\nhttps:\/\/pm-powerconsulting.com\/blog\/after-scrum-master-what\/","post_modified":"2024-04-06 15:45:26","post_modified_gmt":"2024-04-06 15:45:26","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=10133","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":2},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

                                                        \n
                                                        \"\"<\/figure>\n\n\n\n

                                                        Self-organized teams while looks very cool on paper, it\u2019s hard to implement when our jobs are at stake. You can almost imagine the leaders' hands holding everyone together to act as a safety net.<\/p>\n\n\n\n

                                                        \"\"<\/figure>\n\n\n\n

                                                        Empowerment, at times, is confused with the abdication of responsibility by the leaders. When that happens,  teams take decisions not necessarily aligned to the leaders\u2019 vision. This leads to the assumption that the teams are not necessarily making the most of the empowerment they have been given. Hence as a leader, while enabling empowered teams, the working agreement should be very clearly laid out by the leader on the goals for the team.<\/p>\n\n\n\n

                                                        This not only keeps the teams focused, but also motivates them in making decisions that matter.<\/p>\n\n\n\n

                                                        While there are multiple scaling agile practices present, this is one area that is not given enough impetus.<\/p>\n\n\n\n

                                                        Empathy Driven Tools<\/strong><\/h3>\n\n\n\n

                                                        There is a disruption in user behaviour and how and when they use certain services. For example, in Chennai, academic-oriented kids always used to go to tuition starting from 8th<\/sup> grade to improve their competitiveness in acing the exams. This was a given for the previous generation. Now there are two shifts happening. More kids want to explore non-sciences background such as art direction, macroeconomics and the others that continue their journey towards an engineering or technical line are moving away from the only classroom driven training towards Baijus.com, ahaguru.com, Khan Academy, drama schools. These are clear disruptions and only when you understand the roles and goals of the personas, would you as a leader be able to understand what type of solutions that you should invest in.<\/p>\n\n\n\n

                                                        To understand more about empathy driven tools \u2013 watch the design thinking webinar<\/a> or this blog link<\/a><\/p>\n\n\n\n

                                                        Agile Product Budgeting<\/strong><\/h3>\n\n\n\n

                                                        Empowered teams need to be followed by a change in the way finances are governed. When we look at Scaled Agile Framework (SAFe) it advocates a full-blown Train based budgeting. While that\u2019s definitely one way to go, another way to look at budgeting is to create a budget for a product to see the level of investments required in the 1-3 year horizon and budget for the entire business unit (or in Spotify terminology \u2013 Tribe).<\/p>\n\n\n\n

                                                        While the traditional model was to keep the budgets directed to specific projects to avoid overrun, this defeats the purpose of fully agile teams. When we expect architecture to be emerging, the same should be expected in the budgets. Are PMO functions adept at letting control to the teams and only enabling them with the required capabilities?<\/p>\n\n\n\n

                                                        An organization that I am consulting has truly started their digital transformation with the creation of empowered teams, agile product model and agile product budgeting with leadership providing a vision of where they want to go.<\/p>\n\n\n\n

                                                        While it\u2019s great to think that when I have agile teams, my problems should be resolved magically, it is similar to the thought that once I have laid out the foundation, my house is done! Your work has just started to take the next steps towards agility.<\/span><\/p>\n","post_title":"The First Six Steps in an Agility journey","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"first-six-steps-agility-journey","to_ping":"","pinged":"","post_modified":"2024-10-04 08:45:15","post_modified_gmt":"2024-10-04 03:15:15","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=10131","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":10133,"post_author":"11","post_date":"2018-04-24 10:44:49","post_date_gmt":"2018-04-24 05:14:49","post_content":"\n

                                                        Manas has been a scrum master for the team for a year now.  His team is working on a product targeted towards retail taxpayers. The recent sprint review gave a boost of confidence to the team. There was a distinct feeling from the team that they have truly reached Tuchman\u2019s performing stage.<\/p>\n\n\n\n

                                                        They had streamlined their communication with the stakeholders\u2019 modelled towards having a clear understanding of expectation. The recurring area of concern seems to be the ability for the CI\/CD pipeline to be completely clear. For that Manas had worked with the team to create a set of stories. Further, he's got a buy-in from the stakeholders and the product owner had planned to prioritize the same. He had a sense of satisfaction of reaching the team to a high maturity stage. Now Manas was wondering, what next?<\/p>\n\n\n\n

                                                        What will you do in Manas's shoes?<\/h6>\n\n\n\n

                                                        Is it a matter of going to the next project by helping one of the team members to become a scrum master? Or is there an opportunity for him to create the next path of evolution for his product as a product owner? Or become an agile coach?<\/p>\n\n\n\n

                                                        Suggested Solution:<\/strong><\/p>\n\n\n\n

                                                        My colleague has dealt this subject in a complete blog and this is a very good read prior to going through the challenge. It is here (https:\/\/pm-powerconsulting.com\/blog\/after-scrum-master-what\/<\/a>)<\/p>\n\n\n\n

                                                        Some of the options that Manas is evaluating are becoming a scrum master for a different team and progress horizontally to more deepened experience in the same domain. And there is also some level of interest Manas was having looking at his agile coach. When he asked himself whether being a player or a coach would excite him. It became very clear based on the past reflections that he want to continue to be a player. A technique of learning what excites you, is part of being mindful in your daily life.<\/p>\n\n\n\n

                                                        Then Manas narrowed down to become a Product Owner for the same team or a Scrum master with a promise of becoming a Release train engineer when the product expands the vision. Again this is a fork in front with evolution or progression to a more complex role.<\/p>\n\n\n\n

                                                        For a Product Owner, he needed to add skills around core agile product skills, improved communication, deeper market understanding and negotiation skills.<\/p>\n\n\n\n

                                                        For a Scrum master to setup the team, he needed team building skills, release planning and personally ready to accept ambiguity.<\/p>\n\n\n\n

                                                        Manas noted these traits that were required in the \"Needed\" column and his strengths in the \"Available\" column for each role. With these written out the next he did was a 5 year goal or what would his role model do (happens to be Steve Jobs). Manas decided to pursue being a Product Owner as a strong product manager.<\/p>\n\n\n\n

                                                        Some of the tips of the trade that Manas employed<\/p>\n\n\n\n

                                                          \n
                                                        1. Understand all the options in front of you<\/li>\n\n\n\n
                                                        2. Eliminate those that are aligned to you as a person<\/li>\n\n\n\n
                                                        3. Create a skills matrix for the new role under \"Needed\" and \"Available\" column<\/li>\n\n\n\n
                                                        4. If the skills required in the Needed are not possible in the near term(include personal constraints too), eliminate them.<\/li>\n\n\n\n
                                                        5. Find your true north on what you dream of doing<\/li>\n<\/ol>\n\n\n\n

                                                          Voila - You have a choice<\/p>\n","post_title":"CHOW #100 - Career progression or evolution - What next?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-100-career-progression-or-evolution","to_ping":"","pinged":"\nhttps:\/\/pm-powerconsulting.com\/blog\/after-scrum-master-what\/","post_modified":"2024-04-06 15:45:26","post_modified_gmt":"2024-04-06 15:45:26","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=10133","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":2},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

                                                          \n

                                                          Empowerment of agile teams doesn\u2019t stop at creating the goals and letting them complete it. While the easiest way is to imagine an enterprise of scrum teams as teams working together, an empowering organization is one that has a strong leadership to help create multiple empowered organizations.<\/p>\n\n\n\n

                                                          \"\"<\/figure>\n\n\n\n

                                                          Self-organized teams while looks very cool on paper, it\u2019s hard to implement when our jobs are at stake. You can almost imagine the leaders' hands holding everyone together to act as a safety net.<\/p>\n\n\n\n

                                                          \"\"<\/figure>\n\n\n\n

                                                          Empowerment, at times, is confused with the abdication of responsibility by the leaders. When that happens,  teams take decisions not necessarily aligned to the leaders\u2019 vision. This leads to the assumption that the teams are not necessarily making the most of the empowerment they have been given. Hence as a leader, while enabling empowered teams, the working agreement should be very clearly laid out by the leader on the goals for the team.<\/p>\n\n\n\n

                                                          This not only keeps the teams focused, but also motivates them in making decisions that matter.<\/p>\n\n\n\n

                                                          While there are multiple scaling agile practices present, this is one area that is not given enough impetus.<\/p>\n\n\n\n

                                                          Empathy Driven Tools<\/strong><\/h3>\n\n\n\n

                                                          There is a disruption in user behaviour and how and when they use certain services. For example, in Chennai, academic-oriented kids always used to go to tuition starting from 8th<\/sup> grade to improve their competitiveness in acing the exams. This was a given for the previous generation. Now there are two shifts happening. More kids want to explore non-sciences background such as art direction, macroeconomics and the others that continue their journey towards an engineering or technical line are moving away from the only classroom driven training towards Baijus.com, ahaguru.com, Khan Academy, drama schools. These are clear disruptions and only when you understand the roles and goals of the personas, would you as a leader be able to understand what type of solutions that you should invest in.<\/p>\n\n\n\n

                                                          To understand more about empathy driven tools \u2013 watch the design thinking webinar<\/a> or this blog link<\/a><\/p>\n\n\n\n

                                                          Agile Product Budgeting<\/strong><\/h3>\n\n\n\n

                                                          Empowered teams need to be followed by a change in the way finances are governed. When we look at Scaled Agile Framework (SAFe) it advocates a full-blown Train based budgeting. While that\u2019s definitely one way to go, another way to look at budgeting is to create a budget for a product to see the level of investments required in the 1-3 year horizon and budget for the entire business unit (or in Spotify terminology \u2013 Tribe).<\/p>\n\n\n\n

                                                          While the traditional model was to keep the budgets directed to specific projects to avoid overrun, this defeats the purpose of fully agile teams. When we expect architecture to be emerging, the same should be expected in the budgets. Are PMO functions adept at letting control to the teams and only enabling them with the required capabilities?<\/p>\n\n\n\n

                                                          An organization that I am consulting has truly started their digital transformation with the creation of empowered teams, agile product model and agile product budgeting with leadership providing a vision of where they want to go.<\/p>\n\n\n\n

                                                          While it\u2019s great to think that when I have agile teams, my problems should be resolved magically, it is similar to the thought that once I have laid out the foundation, my house is done! Your work has just started to take the next steps towards agility.<\/span><\/p>\n","post_title":"The First Six Steps in an Agility journey","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"first-six-steps-agility-journey","to_ping":"","pinged":"","post_modified":"2024-10-04 08:45:15","post_modified_gmt":"2024-10-04 03:15:15","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=10131","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":10133,"post_author":"11","post_date":"2018-04-24 10:44:49","post_date_gmt":"2018-04-24 05:14:49","post_content":"\n

                                                          Manas has been a scrum master for the team for a year now.  His team is working on a product targeted towards retail taxpayers. The recent sprint review gave a boost of confidence to the team. There was a distinct feeling from the team that they have truly reached Tuchman\u2019s performing stage.<\/p>\n\n\n\n

                                                          They had streamlined their communication with the stakeholders\u2019 modelled towards having a clear understanding of expectation. The recurring area of concern seems to be the ability for the CI\/CD pipeline to be completely clear. For that Manas had worked with the team to create a set of stories. Further, he's got a buy-in from the stakeholders and the product owner had planned to prioritize the same. He had a sense of satisfaction of reaching the team to a high maturity stage. Now Manas was wondering, what next?<\/p>\n\n\n\n

                                                          What will you do in Manas's shoes?<\/h6>\n\n\n\n

                                                          Is it a matter of going to the next project by helping one of the team members to become a scrum master? Or is there an opportunity for him to create the next path of evolution for his product as a product owner? Or become an agile coach?<\/p>\n\n\n\n

                                                          Suggested Solution:<\/strong><\/p>\n\n\n\n

                                                          My colleague has dealt this subject in a complete blog and this is a very good read prior to going through the challenge. It is here (https:\/\/pm-powerconsulting.com\/blog\/after-scrum-master-what\/<\/a>)<\/p>\n\n\n\n

                                                          Some of the options that Manas is evaluating are becoming a scrum master for a different team and progress horizontally to more deepened experience in the same domain. And there is also some level of interest Manas was having looking at his agile coach. When he asked himself whether being a player or a coach would excite him. It became very clear based on the past reflections that he want to continue to be a player. A technique of learning what excites you, is part of being mindful in your daily life.<\/p>\n\n\n\n

                                                          Then Manas narrowed down to become a Product Owner for the same team or a Scrum master with a promise of becoming a Release train engineer when the product expands the vision. Again this is a fork in front with evolution or progression to a more complex role.<\/p>\n\n\n\n

                                                          For a Product Owner, he needed to add skills around core agile product skills, improved communication, deeper market understanding and negotiation skills.<\/p>\n\n\n\n

                                                          For a Scrum master to setup the team, he needed team building skills, release planning and personally ready to accept ambiguity.<\/p>\n\n\n\n

                                                          Manas noted these traits that were required in the \"Needed\" column and his strengths in the \"Available\" column for each role. With these written out the next he did was a 5 year goal or what would his role model do (happens to be Steve Jobs). Manas decided to pursue being a Product Owner as a strong product manager.<\/p>\n\n\n\n

                                                          Some of the tips of the trade that Manas employed<\/p>\n\n\n\n

                                                            \n
                                                          1. Understand all the options in front of you<\/li>\n\n\n\n
                                                          2. Eliminate those that are aligned to you as a person<\/li>\n\n\n\n
                                                          3. Create a skills matrix for the new role under \"Needed\" and \"Available\" column<\/li>\n\n\n\n
                                                          4. If the skills required in the Needed are not possible in the near term(include personal constraints too), eliminate them.<\/li>\n\n\n\n
                                                          5. Find your true north on what you dream of doing<\/li>\n<\/ol>\n\n\n\n

                                                            Voila - You have a choice<\/p>\n","post_title":"CHOW #100 - Career progression or evolution - What next?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-100-career-progression-or-evolution","to_ping":"","pinged":"\nhttps:\/\/pm-powerconsulting.com\/blog\/after-scrum-master-what\/","post_modified":"2024-04-06 15:45:26","post_modified_gmt":"2024-04-06 15:45:26","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=10133","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":2},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

                                                            \n

                                                            Empowered organization<\/strong><\/h3>\n\n\n\n

                                                            Empowerment of agile teams doesn\u2019t stop at creating the goals and letting them complete it. While the easiest way is to imagine an enterprise of scrum teams as teams working together, an empowering organization is one that has a strong leadership to help create multiple empowered organizations.<\/p>\n\n\n\n

                                                            \"\"<\/figure>\n\n\n\n

                                                            Self-organized teams while looks very cool on paper, it\u2019s hard to implement when our jobs are at stake. You can almost imagine the leaders' hands holding everyone together to act as a safety net.<\/p>\n\n\n\n

                                                            \"\"<\/figure>\n\n\n\n

                                                            Empowerment, at times, is confused with the abdication of responsibility by the leaders. When that happens,  teams take decisions not necessarily aligned to the leaders\u2019 vision. This leads to the assumption that the teams are not necessarily making the most of the empowerment they have been given. Hence as a leader, while enabling empowered teams, the working agreement should be very clearly laid out by the leader on the goals for the team.<\/p>\n\n\n\n

                                                            This not only keeps the teams focused, but also motivates them in making decisions that matter.<\/p>\n\n\n\n

                                                            While there are multiple scaling agile practices present, this is one area that is not given enough impetus.<\/p>\n\n\n\n

                                                            Empathy Driven Tools<\/strong><\/h3>\n\n\n\n

                                                            There is a disruption in user behaviour and how and when they use certain services. For example, in Chennai, academic-oriented kids always used to go to tuition starting from 8th<\/sup> grade to improve their competitiveness in acing the exams. This was a given for the previous generation. Now there are two shifts happening. More kids want to explore non-sciences background such as art direction, macroeconomics and the others that continue their journey towards an engineering or technical line are moving away from the only classroom driven training towards Baijus.com, ahaguru.com, Khan Academy, drama schools. These are clear disruptions and only when you understand the roles and goals of the personas, would you as a leader be able to understand what type of solutions that you should invest in.<\/p>\n\n\n\n

                                                            To understand more about empathy driven tools \u2013 watch the design thinking webinar<\/a> or this blog link<\/a><\/p>\n\n\n\n

                                                            Agile Product Budgeting<\/strong><\/h3>\n\n\n\n

                                                            Empowered teams need to be followed by a change in the way finances are governed. When we look at Scaled Agile Framework (SAFe) it advocates a full-blown Train based budgeting. While that\u2019s definitely one way to go, another way to look at budgeting is to create a budget for a product to see the level of investments required in the 1-3 year horizon and budget for the entire business unit (or in Spotify terminology \u2013 Tribe).<\/p>\n\n\n\n

                                                            While the traditional model was to keep the budgets directed to specific projects to avoid overrun, this defeats the purpose of fully agile teams. When we expect architecture to be emerging, the same should be expected in the budgets. Are PMO functions adept at letting control to the teams and only enabling them with the required capabilities?<\/p>\n\n\n\n

                                                            An organization that I am consulting has truly started their digital transformation with the creation of empowered teams, agile product model and agile product budgeting with leadership providing a vision of where they want to go.<\/p>\n\n\n\n

                                                            While it\u2019s great to think that when I have agile teams, my problems should be resolved magically, it is similar to the thought that once I have laid out the foundation, my house is done! Your work has just started to take the next steps towards agility.<\/span><\/p>\n","post_title":"The First Six Steps in an Agility journey","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"first-six-steps-agility-journey","to_ping":"","pinged":"","post_modified":"2024-10-04 08:45:15","post_modified_gmt":"2024-10-04 03:15:15","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=10131","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":10133,"post_author":"11","post_date":"2018-04-24 10:44:49","post_date_gmt":"2018-04-24 05:14:49","post_content":"\n

                                                            Manas has been a scrum master for the team for a year now.  His team is working on a product targeted towards retail taxpayers. The recent sprint review gave a boost of confidence to the team. There was a distinct feeling from the team that they have truly reached Tuchman\u2019s performing stage.<\/p>\n\n\n\n

                                                            They had streamlined their communication with the stakeholders\u2019 modelled towards having a clear understanding of expectation. The recurring area of concern seems to be the ability for the CI\/CD pipeline to be completely clear. For that Manas had worked with the team to create a set of stories. Further, he's got a buy-in from the stakeholders and the product owner had planned to prioritize the same. He had a sense of satisfaction of reaching the team to a high maturity stage. Now Manas was wondering, what next?<\/p>\n\n\n\n

                                                            What will you do in Manas's shoes?<\/h6>\n\n\n\n

                                                            Is it a matter of going to the next project by helping one of the team members to become a scrum master? Or is there an opportunity for him to create the next path of evolution for his product as a product owner? Or become an agile coach?<\/p>\n\n\n\n

                                                            Suggested Solution:<\/strong><\/p>\n\n\n\n

                                                            My colleague has dealt this subject in a complete blog and this is a very good read prior to going through the challenge. It is here (https:\/\/pm-powerconsulting.com\/blog\/after-scrum-master-what\/<\/a>)<\/p>\n\n\n\n

                                                            Some of the options that Manas is evaluating are becoming a scrum master for a different team and progress horizontally to more deepened experience in the same domain. And there is also some level of interest Manas was having looking at his agile coach. When he asked himself whether being a player or a coach would excite him. It became very clear based on the past reflections that he want to continue to be a player. A technique of learning what excites you, is part of being mindful in your daily life.<\/p>\n\n\n\n

                                                            Then Manas narrowed down to become a Product Owner for the same team or a Scrum master with a promise of becoming a Release train engineer when the product expands the vision. Again this is a fork in front with evolution or progression to a more complex role.<\/p>\n\n\n\n

                                                            For a Product Owner, he needed to add skills around core agile product skills, improved communication, deeper market understanding and negotiation skills.<\/p>\n\n\n\n

                                                            For a Scrum master to setup the team, he needed team building skills, release planning and personally ready to accept ambiguity.<\/p>\n\n\n\n

                                                            Manas noted these traits that were required in the \"Needed\" column and his strengths in the \"Available\" column for each role. With these written out the next he did was a 5 year goal or what would his role model do (happens to be Steve Jobs). Manas decided to pursue being a Product Owner as a strong product manager.<\/p>\n\n\n\n

                                                            Some of the tips of the trade that Manas employed<\/p>\n\n\n\n

                                                              \n
                                                            1. Understand all the options in front of you<\/li>\n\n\n\n
                                                            2. Eliminate those that are aligned to you as a person<\/li>\n\n\n\n
                                                            3. Create a skills matrix for the new role under \"Needed\" and \"Available\" column<\/li>\n\n\n\n
                                                            4. If the skills required in the Needed are not possible in the near term(include personal constraints too), eliminate them.<\/li>\n\n\n\n
                                                            5. Find your true north on what you dream of doing<\/li>\n<\/ol>\n\n\n\n

                                                              Voila - You have a choice<\/p>\n","post_title":"CHOW #100 - Career progression or evolution - What next?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-100-career-progression-or-evolution","to_ping":"","pinged":"\nhttps:\/\/pm-powerconsulting.com\/blog\/after-scrum-master-what\/","post_modified":"2024-04-06 15:45:26","post_modified_gmt":"2024-04-06 15:45:26","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=10133","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":2},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

                                                              \n

                                                              This kind of product driven agility avoids the long tail syndrome, silo-ed organizations and waste reduction.<\/p>\n\n\n\n

                                                              Empowered organization<\/strong><\/h3>\n\n\n\n

                                                              Empowerment of agile teams doesn\u2019t stop at creating the goals and letting them complete it. While the easiest way is to imagine an enterprise of scrum teams as teams working together, an empowering organization is one that has a strong leadership to help create multiple empowered organizations.<\/p>\n\n\n\n

                                                              \"\"<\/figure>\n\n\n\n

                                                              Self-organized teams while looks very cool on paper, it\u2019s hard to implement when our jobs are at stake. You can almost imagine the leaders' hands holding everyone together to act as a safety net.<\/p>\n\n\n\n

                                                              \"\"<\/figure>\n\n\n\n

                                                              Empowerment, at times, is confused with the abdication of responsibility by the leaders. When that happens,  teams take decisions not necessarily aligned to the leaders\u2019 vision. This leads to the assumption that the teams are not necessarily making the most of the empowerment they have been given. Hence as a leader, while enabling empowered teams, the working agreement should be very clearly laid out by the leader on the goals for the team.<\/p>\n\n\n\n

                                                              This not only keeps the teams focused, but also motivates them in making decisions that matter.<\/p>\n\n\n\n

                                                              While there are multiple scaling agile practices present, this is one area that is not given enough impetus.<\/p>\n\n\n\n

                                                              Empathy Driven Tools<\/strong><\/h3>\n\n\n\n

                                                              There is a disruption in user behaviour and how and when they use certain services. For example, in Chennai, academic-oriented kids always used to go to tuition starting from 8th<\/sup> grade to improve their competitiveness in acing the exams. This was a given for the previous generation. Now there are two shifts happening. More kids want to explore non-sciences background such as art direction, macroeconomics and the others that continue their journey towards an engineering or technical line are moving away from the only classroom driven training towards Baijus.com, ahaguru.com, Khan Academy, drama schools. These are clear disruptions and only when you understand the roles and goals of the personas, would you as a leader be able to understand what type of solutions that you should invest in.<\/p>\n\n\n\n

                                                              To understand more about empathy driven tools \u2013 watch the design thinking webinar<\/a> or this blog link<\/a><\/p>\n\n\n\n

                                                              Agile Product Budgeting<\/strong><\/h3>\n\n\n\n

                                                              Empowered teams need to be followed by a change in the way finances are governed. When we look at Scaled Agile Framework (SAFe) it advocates a full-blown Train based budgeting. While that\u2019s definitely one way to go, another way to look at budgeting is to create a budget for a product to see the level of investments required in the 1-3 year horizon and budget for the entire business unit (or in Spotify terminology \u2013 Tribe).<\/p>\n\n\n\n

                                                              While the traditional model was to keep the budgets directed to specific projects to avoid overrun, this defeats the purpose of fully agile teams. When we expect architecture to be emerging, the same should be expected in the budgets. Are PMO functions adept at letting control to the teams and only enabling them with the required capabilities?<\/p>\n\n\n\n

                                                              An organization that I am consulting has truly started their digital transformation with the creation of empowered teams, agile product model and agile product budgeting with leadership providing a vision of where they want to go.<\/p>\n\n\n\n

                                                              While it\u2019s great to think that when I have agile teams, my problems should be resolved magically, it is similar to the thought that once I have laid out the foundation, my house is done! Your work has just started to take the next steps towards agility.<\/span><\/p>\n","post_title":"The First Six Steps in an Agility journey","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"first-six-steps-agility-journey","to_ping":"","pinged":"","post_modified":"2024-10-04 08:45:15","post_modified_gmt":"2024-10-04 03:15:15","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=10131","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":10133,"post_author":"11","post_date":"2018-04-24 10:44:49","post_date_gmt":"2018-04-24 05:14:49","post_content":"\n

                                                              Manas has been a scrum master for the team for a year now.  His team is working on a product targeted towards retail taxpayers. The recent sprint review gave a boost of confidence to the team. There was a distinct feeling from the team that they have truly reached Tuchman\u2019s performing stage.<\/p>\n\n\n\n

                                                              They had streamlined their communication with the stakeholders\u2019 modelled towards having a clear understanding of expectation. The recurring area of concern seems to be the ability for the CI\/CD pipeline to be completely clear. For that Manas had worked with the team to create a set of stories. Further, he's got a buy-in from the stakeholders and the product owner had planned to prioritize the same. He had a sense of satisfaction of reaching the team to a high maturity stage. Now Manas was wondering, what next?<\/p>\n\n\n\n

                                                              What will you do in Manas's shoes?<\/h6>\n\n\n\n

                                                              Is it a matter of going to the next project by helping one of the team members to become a scrum master? Or is there an opportunity for him to create the next path of evolution for his product as a product owner? Or become an agile coach?<\/p>\n\n\n\n

                                                              Suggested Solution:<\/strong><\/p>\n\n\n\n

                                                              My colleague has dealt this subject in a complete blog and this is a very good read prior to going through the challenge. It is here (https:\/\/pm-powerconsulting.com\/blog\/after-scrum-master-what\/<\/a>)<\/p>\n\n\n\n

                                                              Some of the options that Manas is evaluating are becoming a scrum master for a different team and progress horizontally to more deepened experience in the same domain. And there is also some level of interest Manas was having looking at his agile coach. When he asked himself whether being a player or a coach would excite him. It became very clear based on the past reflections that he want to continue to be a player. A technique of learning what excites you, is part of being mindful in your daily life.<\/p>\n\n\n\n

                                                              Then Manas narrowed down to become a Product Owner for the same team or a Scrum master with a promise of becoming a Release train engineer when the product expands the vision. Again this is a fork in front with evolution or progression to a more complex role.<\/p>\n\n\n\n

                                                              For a Product Owner, he needed to add skills around core agile product skills, improved communication, deeper market understanding and negotiation skills.<\/p>\n\n\n\n

                                                              For a Scrum master to setup the team, he needed team building skills, release planning and personally ready to accept ambiguity.<\/p>\n\n\n\n

                                                              Manas noted these traits that were required in the \"Needed\" column and his strengths in the \"Available\" column for each role. With these written out the next he did was a 5 year goal or what would his role model do (happens to be Steve Jobs). Manas decided to pursue being a Product Owner as a strong product manager.<\/p>\n\n\n\n

                                                              Some of the tips of the trade that Manas employed<\/p>\n\n\n\n

                                                                \n
                                                              1. Understand all the options in front of you<\/li>\n\n\n\n
                                                              2. Eliminate those that are aligned to you as a person<\/li>\n\n\n\n
                                                              3. Create a skills matrix for the new role under \"Needed\" and \"Available\" column<\/li>\n\n\n\n
                                                              4. If the skills required in the Needed are not possible in the near term(include personal constraints too), eliminate them.<\/li>\n\n\n\n
                                                              5. Find your true north on what you dream of doing<\/li>\n<\/ol>\n\n\n\n

                                                                Voila - You have a choice<\/p>\n","post_title":"CHOW #100 - Career progression or evolution - What next?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-100-career-progression-or-evolution","to_ping":"","pinged":"\nhttps:\/\/pm-powerconsulting.com\/blog\/after-scrum-master-what\/","post_modified":"2024-04-06 15:45:26","post_modified_gmt":"2024-04-06 15:45:26","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=10133","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":2},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

                                                                \n

                                                                For instance, one of the organizations I had coached, created self-contained teams based on the user journeys \u2013 customer acquisition, market research, loyalty \/retention, market operations. Each of the teams included cross-functional team members having the technology, analytics, product vision all in the same unit.<\/p>\n\n\n\n

                                                                This kind of product driven agility avoids the long tail syndrome, silo-ed organizations and waste reduction.<\/p>\n\n\n\n

                                                                Empowered organization<\/strong><\/h3>\n\n\n\n

                                                                Empowerment of agile teams doesn\u2019t stop at creating the goals and letting them complete it. While the easiest way is to imagine an enterprise of scrum teams as teams working together, an empowering organization is one that has a strong leadership to help create multiple empowered organizations.<\/p>\n\n\n\n

                                                                \"\"<\/figure>\n\n\n\n

                                                                Self-organized teams while looks very cool on paper, it\u2019s hard to implement when our jobs are at stake. You can almost imagine the leaders' hands holding everyone together to act as a safety net.<\/p>\n\n\n\n

                                                                \"\"<\/figure>\n\n\n\n

                                                                Empowerment, at times, is confused with the abdication of responsibility by the leaders. When that happens,  teams take decisions not necessarily aligned to the leaders\u2019 vision. This leads to the assumption that the teams are not necessarily making the most of the empowerment they have been given. Hence as a leader, while enabling empowered teams, the working agreement should be very clearly laid out by the leader on the goals for the team.<\/p>\n\n\n\n

                                                                This not only keeps the teams focused, but also motivates them in making decisions that matter.<\/p>\n\n\n\n

                                                                While there are multiple scaling agile practices present, this is one area that is not given enough impetus.<\/p>\n\n\n\n

                                                                Empathy Driven Tools<\/strong><\/h3>\n\n\n\n

                                                                There is a disruption in user behaviour and how and when they use certain services. For example, in Chennai, academic-oriented kids always used to go to tuition starting from 8th<\/sup> grade to improve their competitiveness in acing the exams. This was a given for the previous generation. Now there are two shifts happening. More kids want to explore non-sciences background such as art direction, macroeconomics and the others that continue their journey towards an engineering or technical line are moving away from the only classroom driven training towards Baijus.com, ahaguru.com, Khan Academy, drama schools. These are clear disruptions and only when you understand the roles and goals of the personas, would you as a leader be able to understand what type of solutions that you should invest in.<\/p>\n\n\n\n

                                                                To understand more about empathy driven tools \u2013 watch the design thinking webinar<\/a> or this blog link<\/a><\/p>\n\n\n\n

                                                                Agile Product Budgeting<\/strong><\/h3>\n\n\n\n

                                                                Empowered teams need to be followed by a change in the way finances are governed. When we look at Scaled Agile Framework (SAFe) it advocates a full-blown Train based budgeting. While that\u2019s definitely one way to go, another way to look at budgeting is to create a budget for a product to see the level of investments required in the 1-3 year horizon and budget for the entire business unit (or in Spotify terminology \u2013 Tribe).<\/p>\n\n\n\n

                                                                While the traditional model was to keep the budgets directed to specific projects to avoid overrun, this defeats the purpose of fully agile teams. When we expect architecture to be emerging, the same should be expected in the budgets. Are PMO functions adept at letting control to the teams and only enabling them with the required capabilities?<\/p>\n\n\n\n

                                                                An organization that I am consulting has truly started their digital transformation with the creation of empowered teams, agile product model and agile product budgeting with leadership providing a vision of where they want to go.<\/p>\n\n\n\n

                                                                While it\u2019s great to think that when I have agile teams, my problems should be resolved magically, it is similar to the thought that once I have laid out the foundation, my house is done! Your work has just started to take the next steps towards agility.<\/span><\/p>\n","post_title":"The First Six Steps in an Agility journey","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"first-six-steps-agility-journey","to_ping":"","pinged":"","post_modified":"2024-10-04 08:45:15","post_modified_gmt":"2024-10-04 03:15:15","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=10131","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":10133,"post_author":"11","post_date":"2018-04-24 10:44:49","post_date_gmt":"2018-04-24 05:14:49","post_content":"\n

                                                                Manas has been a scrum master for the team for a year now.  His team is working on a product targeted towards retail taxpayers. The recent sprint review gave a boost of confidence to the team. There was a distinct feeling from the team that they have truly reached Tuchman\u2019s performing stage.<\/p>\n\n\n\n

                                                                They had streamlined their communication with the stakeholders\u2019 modelled towards having a clear understanding of expectation. The recurring area of concern seems to be the ability for the CI\/CD pipeline to be completely clear. For that Manas had worked with the team to create a set of stories. Further, he's got a buy-in from the stakeholders and the product owner had planned to prioritize the same. He had a sense of satisfaction of reaching the team to a high maturity stage. Now Manas was wondering, what next?<\/p>\n\n\n\n

                                                                What will you do in Manas's shoes?<\/h6>\n\n\n\n

                                                                Is it a matter of going to the next project by helping one of the team members to become a scrum master? Or is there an opportunity for him to create the next path of evolution for his product as a product owner? Or become an agile coach?<\/p>\n\n\n\n

                                                                Suggested Solution:<\/strong><\/p>\n\n\n\n

                                                                My colleague has dealt this subject in a complete blog and this is a very good read prior to going through the challenge. It is here (https:\/\/pm-powerconsulting.com\/blog\/after-scrum-master-what\/<\/a>)<\/p>\n\n\n\n

                                                                Some of the options that Manas is evaluating are becoming a scrum master for a different team and progress horizontally to more deepened experience in the same domain. And there is also some level of interest Manas was having looking at his agile coach. When he asked himself whether being a player or a coach would excite him. It became very clear based on the past reflections that he want to continue to be a player. A technique of learning what excites you, is part of being mindful in your daily life.<\/p>\n\n\n\n

                                                                Then Manas narrowed down to become a Product Owner for the same team or a Scrum master with a promise of becoming a Release train engineer when the product expands the vision. Again this is a fork in front with evolution or progression to a more complex role.<\/p>\n\n\n\n

                                                                For a Product Owner, he needed to add skills around core agile product skills, improved communication, deeper market understanding and negotiation skills.<\/p>\n\n\n\n

                                                                For a Scrum master to setup the team, he needed team building skills, release planning and personally ready to accept ambiguity.<\/p>\n\n\n\n

                                                                Manas noted these traits that were required in the \"Needed\" column and his strengths in the \"Available\" column for each role. With these written out the next he did was a 5 year goal or what would his role model do (happens to be Steve Jobs). Manas decided to pursue being a Product Owner as a strong product manager.<\/p>\n\n\n\n

                                                                Some of the tips of the trade that Manas employed<\/p>\n\n\n\n

                                                                  \n
                                                                1. Understand all the options in front of you<\/li>\n\n\n\n
                                                                2. Eliminate those that are aligned to you as a person<\/li>\n\n\n\n
                                                                3. Create a skills matrix for the new role under \"Needed\" and \"Available\" column<\/li>\n\n\n\n
                                                                4. If the skills required in the Needed are not possible in the near term(include personal constraints too), eliminate them.<\/li>\n\n\n\n
                                                                5. Find your true north on what you dream of doing<\/li>\n<\/ol>\n\n\n\n

                                                                  Voila - You have a choice<\/p>\n","post_title":"CHOW #100 - Career progression or evolution - What next?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-100-career-progression-or-evolution","to_ping":"","pinged":"\nhttps:\/\/pm-powerconsulting.com\/blog\/after-scrum-master-what\/","post_modified":"2024-04-06 15:45:26","post_modified_gmt":"2024-04-06 15:45:26","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=10133","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":2},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

                                                                  \n

                                                                  Local optimization leading to global sub-optimal performance<\/em><\/p>\n<\/blockquote>\n\n\n\n

                                                                  For instance, one of the organizations I had coached, created self-contained teams based on the user journeys \u2013 customer acquisition, market research, loyalty \/retention, market operations. Each of the teams included cross-functional team members having the technology, analytics, product vision all in the same unit.<\/p>\n\n\n\n

                                                                  This kind of product driven agility avoids the long tail syndrome, silo-ed organizations and waste reduction.<\/p>\n\n\n\n

                                                                  Empowered organization<\/strong><\/h3>\n\n\n\n

                                                                  Empowerment of agile teams doesn\u2019t stop at creating the goals and letting them complete it. While the easiest way is to imagine an enterprise of scrum teams as teams working together, an empowering organization is one that has a strong leadership to help create multiple empowered organizations.<\/p>\n\n\n\n

                                                                  \"\"<\/figure>\n\n\n\n

                                                                  Self-organized teams while looks very cool on paper, it\u2019s hard to implement when our jobs are at stake. You can almost imagine the leaders' hands holding everyone together to act as a safety net.<\/p>\n\n\n\n

                                                                  \"\"<\/figure>\n\n\n\n

                                                                  Empowerment, at times, is confused with the abdication of responsibility by the leaders. When that happens,  teams take decisions not necessarily aligned to the leaders\u2019 vision. This leads to the assumption that the teams are not necessarily making the most of the empowerment they have been given. Hence as a leader, while enabling empowered teams, the working agreement should be very clearly laid out by the leader on the goals for the team.<\/p>\n\n\n\n

                                                                  This not only keeps the teams focused, but also motivates them in making decisions that matter.<\/p>\n\n\n\n

                                                                  While there are multiple scaling agile practices present, this is one area that is not given enough impetus.<\/p>\n\n\n\n

                                                                  Empathy Driven Tools<\/strong><\/h3>\n\n\n\n

                                                                  There is a disruption in user behaviour and how and when they use certain services. For example, in Chennai, academic-oriented kids always used to go to tuition starting from 8th<\/sup> grade to improve their competitiveness in acing the exams. This was a given for the previous generation. Now there are two shifts happening. More kids want to explore non-sciences background such as art direction, macroeconomics and the others that continue their journey towards an engineering or technical line are moving away from the only classroom driven training towards Baijus.com, ahaguru.com, Khan Academy, drama schools. These are clear disruptions and only when you understand the roles and goals of the personas, would you as a leader be able to understand what type of solutions that you should invest in.<\/p>\n\n\n\n

                                                                  To understand more about empathy driven tools \u2013 watch the design thinking webinar<\/a> or this blog link<\/a><\/p>\n\n\n\n

                                                                  Agile Product Budgeting<\/strong><\/h3>\n\n\n\n

                                                                  Empowered teams need to be followed by a change in the way finances are governed. When we look at Scaled Agile Framework (SAFe) it advocates a full-blown Train based budgeting. While that\u2019s definitely one way to go, another way to look at budgeting is to create a budget for a product to see the level of investments required in the 1-3 year horizon and budget for the entire business unit (or in Spotify terminology \u2013 Tribe).<\/p>\n\n\n\n

                                                                  While the traditional model was to keep the budgets directed to specific projects to avoid overrun, this defeats the purpose of fully agile teams. When we expect architecture to be emerging, the same should be expected in the budgets. Are PMO functions adept at letting control to the teams and only enabling them with the required capabilities?<\/p>\n\n\n\n

                                                                  An organization that I am consulting has truly started their digital transformation with the creation of empowered teams, agile product model and agile product budgeting with leadership providing a vision of where they want to go.<\/p>\n\n\n\n

                                                                  While it\u2019s great to think that when I have agile teams, my problems should be resolved magically, it is similar to the thought that once I have laid out the foundation, my house is done! Your work has just started to take the next steps towards agility.<\/span><\/p>\n","post_title":"The First Six Steps in an Agility journey","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"first-six-steps-agility-journey","to_ping":"","pinged":"","post_modified":"2024-10-04 08:45:15","post_modified_gmt":"2024-10-04 03:15:15","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=10131","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":10133,"post_author":"11","post_date":"2018-04-24 10:44:49","post_date_gmt":"2018-04-24 05:14:49","post_content":"\n

                                                                  Manas has been a scrum master for the team for a year now.  His team is working on a product targeted towards retail taxpayers. The recent sprint review gave a boost of confidence to the team. There was a distinct feeling from the team that they have truly reached Tuchman\u2019s performing stage.<\/p>\n\n\n\n

                                                                  They had streamlined their communication with the stakeholders\u2019 modelled towards having a clear understanding of expectation. The recurring area of concern seems to be the ability for the CI\/CD pipeline to be completely clear. For that Manas had worked with the team to create a set of stories. Further, he's got a buy-in from the stakeholders and the product owner had planned to prioritize the same. He had a sense of satisfaction of reaching the team to a high maturity stage. Now Manas was wondering, what next?<\/p>\n\n\n\n

                                                                  What will you do in Manas's shoes?<\/h6>\n\n\n\n

                                                                  Is it a matter of going to the next project by helping one of the team members to become a scrum master? Or is there an opportunity for him to create the next path of evolution for his product as a product owner? Or become an agile coach?<\/p>\n\n\n\n

                                                                  Suggested Solution:<\/strong><\/p>\n\n\n\n

                                                                  My colleague has dealt this subject in a complete blog and this is a very good read prior to going through the challenge. It is here (https:\/\/pm-powerconsulting.com\/blog\/after-scrum-master-what\/<\/a>)<\/p>\n\n\n\n

                                                                  Some of the options that Manas is evaluating are becoming a scrum master for a different team and progress horizontally to more deepened experience in the same domain. And there is also some level of interest Manas was having looking at his agile coach. When he asked himself whether being a player or a coach would excite him. It became very clear based on the past reflections that he want to continue to be a player. A technique of learning what excites you, is part of being mindful in your daily life.<\/p>\n\n\n\n

                                                                  Then Manas narrowed down to become a Product Owner for the same team or a Scrum master with a promise of becoming a Release train engineer when the product expands the vision. Again this is a fork in front with evolution or progression to a more complex role.<\/p>\n\n\n\n

                                                                  For a Product Owner, he needed to add skills around core agile product skills, improved communication, deeper market understanding and negotiation skills.<\/p>\n\n\n\n

                                                                  For a Scrum master to setup the team, he needed team building skills, release planning and personally ready to accept ambiguity.<\/p>\n\n\n\n

                                                                  Manas noted these traits that were required in the \"Needed\" column and his strengths in the \"Available\" column for each role. With these written out the next he did was a 5 year goal or what would his role model do (happens to be Steve Jobs). Manas decided to pursue being a Product Owner as a strong product manager.<\/p>\n\n\n\n

                                                                  Some of the tips of the trade that Manas employed<\/p>\n\n\n\n

                                                                    \n
                                                                  1. Understand all the options in front of you<\/li>\n\n\n\n
                                                                  2. Eliminate those that are aligned to you as a person<\/li>\n\n\n\n
                                                                  3. Create a skills matrix for the new role under \"Needed\" and \"Available\" column<\/li>\n\n\n\n
                                                                  4. If the skills required in the Needed are not possible in the near term(include personal constraints too), eliminate them.<\/li>\n\n\n\n
                                                                  5. Find your true north on what you dream of doing<\/li>\n<\/ol>\n\n\n\n

                                                                    Voila - You have a choice<\/p>\n","post_title":"CHOW #100 - Career progression or evolution - What next?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-100-career-progression-or-evolution","to_ping":"","pinged":"\nhttps:\/\/pm-powerconsulting.com\/blog\/after-scrum-master-what\/","post_modified":"2024-04-06 15:45:26","post_modified_gmt":"2024-04-06 15:45:26","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=10133","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":2},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

                                                                    \n
                                                                    \n

                                                                    Local optimization leading to global sub-optimal performance<\/em><\/p>\n<\/blockquote>\n\n\n\n

                                                                    For instance, one of the organizations I had coached, created self-contained teams based on the user journeys \u2013 customer acquisition, market research, loyalty \/retention, market operations. Each of the teams included cross-functional team members having the technology, analytics, product vision all in the same unit.<\/p>\n\n\n\n

                                                                    This kind of product driven agility avoids the long tail syndrome, silo-ed organizations and waste reduction.<\/p>\n\n\n\n

                                                                    Empowered organization<\/strong><\/h3>\n\n\n\n

                                                                    Empowerment of agile teams doesn\u2019t stop at creating the goals and letting them complete it. While the easiest way is to imagine an enterprise of scrum teams as teams working together, an empowering organization is one that has a strong leadership to help create multiple empowered organizations.<\/p>\n\n\n\n

                                                                    \"\"<\/figure>\n\n\n\n

                                                                    Self-organized teams while looks very cool on paper, it\u2019s hard to implement when our jobs are at stake. You can almost imagine the leaders' hands holding everyone together to act as a safety net.<\/p>\n\n\n\n

                                                                    \"\"<\/figure>\n\n\n\n

                                                                    Empowerment, at times, is confused with the abdication of responsibility by the leaders. When that happens,  teams take decisions not necessarily aligned to the leaders\u2019 vision. This leads to the assumption that the teams are not necessarily making the most of the empowerment they have been given. Hence as a leader, while enabling empowered teams, the working agreement should be very clearly laid out by the leader on the goals for the team.<\/p>\n\n\n\n

                                                                    This not only keeps the teams focused, but also motivates them in making decisions that matter.<\/p>\n\n\n\n

                                                                    While there are multiple scaling agile practices present, this is one area that is not given enough impetus.<\/p>\n\n\n\n

                                                                    Empathy Driven Tools<\/strong><\/h3>\n\n\n\n

                                                                    There is a disruption in user behaviour and how and when they use certain services. For example, in Chennai, academic-oriented kids always used to go to tuition starting from 8th<\/sup> grade to improve their competitiveness in acing the exams. This was a given for the previous generation. Now there are two shifts happening. More kids want to explore non-sciences background such as art direction, macroeconomics and the others that continue their journey towards an engineering or technical line are moving away from the only classroom driven training towards Baijus.com, ahaguru.com, Khan Academy, drama schools. These are clear disruptions and only when you understand the roles and goals of the personas, would you as a leader be able to understand what type of solutions that you should invest in.<\/p>\n\n\n\n

                                                                    To understand more about empathy driven tools \u2013 watch the design thinking webinar<\/a> or this blog link<\/a><\/p>\n\n\n\n

                                                                    Agile Product Budgeting<\/strong><\/h3>\n\n\n\n

                                                                    Empowered teams need to be followed by a change in the way finances are governed. When we look at Scaled Agile Framework (SAFe) it advocates a full-blown Train based budgeting. While that\u2019s definitely one way to go, another way to look at budgeting is to create a budget for a product to see the level of investments required in the 1-3 year horizon and budget for the entire business unit (or in Spotify terminology \u2013 Tribe).<\/p>\n\n\n\n

                                                                    While the traditional model was to keep the budgets directed to specific projects to avoid overrun, this defeats the purpose of fully agile teams. When we expect architecture to be emerging, the same should be expected in the budgets. Are PMO functions adept at letting control to the teams and only enabling them with the required capabilities?<\/p>\n\n\n\n

                                                                    An organization that I am consulting has truly started their digital transformation with the creation of empowered teams, agile product model and agile product budgeting with leadership providing a vision of where they want to go.<\/p>\n\n\n\n

                                                                    While it\u2019s great to think that when I have agile teams, my problems should be resolved magically, it is similar to the thought that once I have laid out the foundation, my house is done! Your work has just started to take the next steps towards agility.<\/span><\/p>\n","post_title":"The First Six Steps in an Agility journey","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"first-six-steps-agility-journey","to_ping":"","pinged":"","post_modified":"2024-10-04 08:45:15","post_modified_gmt":"2024-10-04 03:15:15","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=10131","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":10133,"post_author":"11","post_date":"2018-04-24 10:44:49","post_date_gmt":"2018-04-24 05:14:49","post_content":"\n

                                                                    Manas has been a scrum master for the team for a year now.  His team is working on a product targeted towards retail taxpayers. The recent sprint review gave a boost of confidence to the team. There was a distinct feeling from the team that they have truly reached Tuchman\u2019s performing stage.<\/p>\n\n\n\n

                                                                    They had streamlined their communication with the stakeholders\u2019 modelled towards having a clear understanding of expectation. The recurring area of concern seems to be the ability for the CI\/CD pipeline to be completely clear. For that Manas had worked with the team to create a set of stories. Further, he's got a buy-in from the stakeholders and the product owner had planned to prioritize the same. He had a sense of satisfaction of reaching the team to a high maturity stage. Now Manas was wondering, what next?<\/p>\n\n\n\n

                                                                    What will you do in Manas's shoes?<\/h6>\n\n\n\n

                                                                    Is it a matter of going to the next project by helping one of the team members to become a scrum master? Or is there an opportunity for him to create the next path of evolution for his product as a product owner? Or become an agile coach?<\/p>\n\n\n\n

                                                                    Suggested Solution:<\/strong><\/p>\n\n\n\n

                                                                    My colleague has dealt this subject in a complete blog and this is a very good read prior to going through the challenge. It is here (https:\/\/pm-powerconsulting.com\/blog\/after-scrum-master-what\/<\/a>)<\/p>\n\n\n\n

                                                                    Some of the options that Manas is evaluating are becoming a scrum master for a different team and progress horizontally to more deepened experience in the same domain. And there is also some level of interest Manas was having looking at his agile coach. When he asked himself whether being a player or a coach would excite him. It became very clear based on the past reflections that he want to continue to be a player. A technique of learning what excites you, is part of being mindful in your daily life.<\/p>\n\n\n\n

                                                                    Then Manas narrowed down to become a Product Owner for the same team or a Scrum master with a promise of becoming a Release train engineer when the product expands the vision. Again this is a fork in front with evolution or progression to a more complex role.<\/p>\n\n\n\n

                                                                    For a Product Owner, he needed to add skills around core agile product skills, improved communication, deeper market understanding and negotiation skills.<\/p>\n\n\n\n

                                                                    For a Scrum master to setup the team, he needed team building skills, release planning and personally ready to accept ambiguity.<\/p>\n\n\n\n

                                                                    Manas noted these traits that were required in the \"Needed\" column and his strengths in the \"Available\" column for each role. With these written out the next he did was a 5 year goal or what would his role model do (happens to be Steve Jobs). Manas decided to pursue being a Product Owner as a strong product manager.<\/p>\n\n\n\n

                                                                    Some of the tips of the trade that Manas employed<\/p>\n\n\n\n

                                                                      \n
                                                                    1. Understand all the options in front of you<\/li>\n\n\n\n
                                                                    2. Eliminate those that are aligned to you as a person<\/li>\n\n\n\n
                                                                    3. Create a skills matrix for the new role under \"Needed\" and \"Available\" column<\/li>\n\n\n\n
                                                                    4. If the skills required in the Needed are not possible in the near term(include personal constraints too), eliminate them.<\/li>\n\n\n\n
                                                                    5. Find your true north on what you dream of doing<\/li>\n<\/ol>\n\n\n\n

                                                                      Voila - You have a choice<\/p>\n","post_title":"CHOW #100 - Career progression or evolution - What next?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-100-career-progression-or-evolution","to_ping":"","pinged":"\nhttps:\/\/pm-powerconsulting.com\/blog\/after-scrum-master-what\/","post_modified":"2024-04-06 15:45:26","post_modified_gmt":"2024-04-06 15:45:26","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=10133","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":2},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

                                                                      \n

                                                                      Looking at the services you offer in a holistic way, would lead to identifying different teams. Some of the usual suspects are testing, development, production support, L3 support, Operations, Business Development. When you look at the value added to the customer, there is value added in every stage. However, by looking at the number of handovers from one team to the other, there is waste added inadvertently.<\/p>\n\n\n\n

                                                                      \n

                                                                      Local optimization leading to global sub-optimal performance<\/em><\/p>\n<\/blockquote>\n\n\n\n

                                                                      For instance, one of the organizations I had coached, created self-contained teams based on the user journeys \u2013 customer acquisition, market research, loyalty \/retention, market operations. Each of the teams included cross-functional team members having the technology, analytics, product vision all in the same unit.<\/p>\n\n\n\n

                                                                      This kind of product driven agility avoids the long tail syndrome, silo-ed organizations and waste reduction.<\/p>\n\n\n\n

                                                                      Empowered organization<\/strong><\/h3>\n\n\n\n

                                                                      Empowerment of agile teams doesn\u2019t stop at creating the goals and letting them complete it. While the easiest way is to imagine an enterprise of scrum teams as teams working together, an empowering organization is one that has a strong leadership to help create multiple empowered organizations.<\/p>\n\n\n\n

                                                                      \"\"<\/figure>\n\n\n\n

                                                                      Self-organized teams while looks very cool on paper, it\u2019s hard to implement when our jobs are at stake. You can almost imagine the leaders' hands holding everyone together to act as a safety net.<\/p>\n\n\n\n

                                                                      \"\"<\/figure>\n\n\n\n

                                                                      Empowerment, at times, is confused with the abdication of responsibility by the leaders. When that happens,  teams take decisions not necessarily aligned to the leaders\u2019 vision. This leads to the assumption that the teams are not necessarily making the most of the empowerment they have been given. Hence as a leader, while enabling empowered teams, the working agreement should be very clearly laid out by the leader on the goals for the team.<\/p>\n\n\n\n

                                                                      This not only keeps the teams focused, but also motivates them in making decisions that matter.<\/p>\n\n\n\n

                                                                      While there are multiple scaling agile practices present, this is one area that is not given enough impetus.<\/p>\n\n\n\n

                                                                      Empathy Driven Tools<\/strong><\/h3>\n\n\n\n

                                                                      There is a disruption in user behaviour and how and when they use certain services. For example, in Chennai, academic-oriented kids always used to go to tuition starting from 8th<\/sup> grade to improve their competitiveness in acing the exams. This was a given for the previous generation. Now there are two shifts happening. More kids want to explore non-sciences background such as art direction, macroeconomics and the others that continue their journey towards an engineering or technical line are moving away from the only classroom driven training towards Baijus.com, ahaguru.com, Khan Academy, drama schools. These are clear disruptions and only when you understand the roles and goals of the personas, would you as a leader be able to understand what type of solutions that you should invest in.<\/p>\n\n\n\n

                                                                      To understand more about empathy driven tools \u2013 watch the design thinking webinar<\/a> or this blog link<\/a><\/p>\n\n\n\n

                                                                      Agile Product Budgeting<\/strong><\/h3>\n\n\n\n

                                                                      Empowered teams need to be followed by a change in the way finances are governed. When we look at Scaled Agile Framework (SAFe) it advocates a full-blown Train based budgeting. While that\u2019s definitely one way to go, another way to look at budgeting is to create a budget for a product to see the level of investments required in the 1-3 year horizon and budget for the entire business unit (or in Spotify terminology \u2013 Tribe).<\/p>\n\n\n\n

                                                                      While the traditional model was to keep the budgets directed to specific projects to avoid overrun, this defeats the purpose of fully agile teams. When we expect architecture to be emerging, the same should be expected in the budgets. Are PMO functions adept at letting control to the teams and only enabling them with the required capabilities?<\/p>\n\n\n\n

                                                                      An organization that I am consulting has truly started their digital transformation with the creation of empowered teams, agile product model and agile product budgeting with leadership providing a vision of where they want to go.<\/p>\n\n\n\n

                                                                      While it\u2019s great to think that when I have agile teams, my problems should be resolved magically, it is similar to the thought that once I have laid out the foundation, my house is done! Your work has just started to take the next steps towards agility.<\/span><\/p>\n","post_title":"The First Six Steps in an Agility journey","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"first-six-steps-agility-journey","to_ping":"","pinged":"","post_modified":"2024-10-04 08:45:15","post_modified_gmt":"2024-10-04 03:15:15","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=10131","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":10133,"post_author":"11","post_date":"2018-04-24 10:44:49","post_date_gmt":"2018-04-24 05:14:49","post_content":"\n

                                                                      Manas has been a scrum master for the team for a year now.  His team is working on a product targeted towards retail taxpayers. The recent sprint review gave a boost of confidence to the team. There was a distinct feeling from the team that they have truly reached Tuchman\u2019s performing stage.<\/p>\n\n\n\n

                                                                      They had streamlined their communication with the stakeholders\u2019 modelled towards having a clear understanding of expectation. The recurring area of concern seems to be the ability for the CI\/CD pipeline to be completely clear. For that Manas had worked with the team to create a set of stories. Further, he's got a buy-in from the stakeholders and the product owner had planned to prioritize the same. He had a sense of satisfaction of reaching the team to a high maturity stage. Now Manas was wondering, what next?<\/p>\n\n\n\n

                                                                      What will you do in Manas's shoes?<\/h6>\n\n\n\n

                                                                      Is it a matter of going to the next project by helping one of the team members to become a scrum master? Or is there an opportunity for him to create the next path of evolution for his product as a product owner? Or become an agile coach?<\/p>\n\n\n\n

                                                                      Suggested Solution:<\/strong><\/p>\n\n\n\n

                                                                      My colleague has dealt this subject in a complete blog and this is a very good read prior to going through the challenge. It is here (https:\/\/pm-powerconsulting.com\/blog\/after-scrum-master-what\/<\/a>)<\/p>\n\n\n\n

                                                                      Some of the options that Manas is evaluating are becoming a scrum master for a different team and progress horizontally to more deepened experience in the same domain. And there is also some level of interest Manas was having looking at his agile coach. When he asked himself whether being a player or a coach would excite him. It became very clear based on the past reflections that he want to continue to be a player. A technique of learning what excites you, is part of being mindful in your daily life.<\/p>\n\n\n\n

                                                                      Then Manas narrowed down to become a Product Owner for the same team or a Scrum master with a promise of becoming a Release train engineer when the product expands the vision. Again this is a fork in front with evolution or progression to a more complex role.<\/p>\n\n\n\n

                                                                      For a Product Owner, he needed to add skills around core agile product skills, improved communication, deeper market understanding and negotiation skills.<\/p>\n\n\n\n

                                                                      For a Scrum master to setup the team, he needed team building skills, release planning and personally ready to accept ambiguity.<\/p>\n\n\n\n

                                                                      Manas noted these traits that were required in the \"Needed\" column and his strengths in the \"Available\" column for each role. With these written out the next he did was a 5 year goal or what would his role model do (happens to be Steve Jobs). Manas decided to pursue being a Product Owner as a strong product manager.<\/p>\n\n\n\n

                                                                      Some of the tips of the trade that Manas employed<\/p>\n\n\n\n

                                                                        \n
                                                                      1. Understand all the options in front of you<\/li>\n\n\n\n
                                                                      2. Eliminate those that are aligned to you as a person<\/li>\n\n\n\n
                                                                      3. Create a skills matrix for the new role under \"Needed\" and \"Available\" column<\/li>\n\n\n\n
                                                                      4. If the skills required in the Needed are not possible in the near term(include personal constraints too), eliminate them.<\/li>\n\n\n\n
                                                                      5. Find your true north on what you dream of doing<\/li>\n<\/ol>\n\n\n\n

                                                                        Voila - You have a choice<\/p>\n","post_title":"CHOW #100 - Career progression or evolution - What next?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-100-career-progression-or-evolution","to_ping":"","pinged":"\nhttps:\/\/pm-powerconsulting.com\/blog\/after-scrum-master-what\/","post_modified":"2024-04-06 15:45:26","post_modified_gmt":"2024-04-06 15:45:26","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=10133","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":2},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

                                                                        \n

                                                                        Agile Product Model<\/strong><\/h3>\n\n\n\n

                                                                        Looking at the services you offer in a holistic way, would lead to identifying different teams. Some of the usual suspects are testing, development, production support, L3 support, Operations, Business Development. When you look at the value added to the customer, there is value added in every stage. However, by looking at the number of handovers from one team to the other, there is waste added inadvertently.<\/p>\n\n\n\n

                                                                        \n

                                                                        Local optimization leading to global sub-optimal performance<\/em><\/p>\n<\/blockquote>\n\n\n\n

                                                                        For instance, one of the organizations I had coached, created self-contained teams based on the user journeys \u2013 customer acquisition, market research, loyalty \/retention, market operations. Each of the teams included cross-functional team members having the technology, analytics, product vision all in the same unit.<\/p>\n\n\n\n

                                                                        This kind of product driven agility avoids the long tail syndrome, silo-ed organizations and waste reduction.<\/p>\n\n\n\n

                                                                        Empowered organization<\/strong><\/h3>\n\n\n\n

                                                                        Empowerment of agile teams doesn\u2019t stop at creating the goals and letting them complete it. While the easiest way is to imagine an enterprise of scrum teams as teams working together, an empowering organization is one that has a strong leadership to help create multiple empowered organizations.<\/p>\n\n\n\n

                                                                        \"\"<\/figure>\n\n\n\n

                                                                        Self-organized teams while looks very cool on paper, it\u2019s hard to implement when our jobs are at stake. You can almost imagine the leaders' hands holding everyone together to act as a safety net.<\/p>\n\n\n\n

                                                                        \"\"<\/figure>\n\n\n\n

                                                                        Empowerment, at times, is confused with the abdication of responsibility by the leaders. When that happens,  teams take decisions not necessarily aligned to the leaders\u2019 vision. This leads to the assumption that the teams are not necessarily making the most of the empowerment they have been given. Hence as a leader, while enabling empowered teams, the working agreement should be very clearly laid out by the leader on the goals for the team.<\/p>\n\n\n\n

                                                                        This not only keeps the teams focused, but also motivates them in making decisions that matter.<\/p>\n\n\n\n

                                                                        While there are multiple scaling agile practices present, this is one area that is not given enough impetus.<\/p>\n\n\n\n

                                                                        Empathy Driven Tools<\/strong><\/h3>\n\n\n\n

                                                                        There is a disruption in user behaviour and how and when they use certain services. For example, in Chennai, academic-oriented kids always used to go to tuition starting from 8th<\/sup> grade to improve their competitiveness in acing the exams. This was a given for the previous generation. Now there are two shifts happening. More kids want to explore non-sciences background such as art direction, macroeconomics and the others that continue their journey towards an engineering or technical line are moving away from the only classroom driven training towards Baijus.com, ahaguru.com, Khan Academy, drama schools. These are clear disruptions and only when you understand the roles and goals of the personas, would you as a leader be able to understand what type of solutions that you should invest in.<\/p>\n\n\n\n

                                                                        To understand more about empathy driven tools \u2013 watch the design thinking webinar<\/a> or this blog link<\/a><\/p>\n\n\n\n

                                                                        Agile Product Budgeting<\/strong><\/h3>\n\n\n\n

                                                                        Empowered teams need to be followed by a change in the way finances are governed. When we look at Scaled Agile Framework (SAFe) it advocates a full-blown Train based budgeting. While that\u2019s definitely one way to go, another way to look at budgeting is to create a budget for a product to see the level of investments required in the 1-3 year horizon and budget for the entire business unit (or in Spotify terminology \u2013 Tribe).<\/p>\n\n\n\n

                                                                        While the traditional model was to keep the budgets directed to specific projects to avoid overrun, this defeats the purpose of fully agile teams. When we expect architecture to be emerging, the same should be expected in the budgets. Are PMO functions adept at letting control to the teams and only enabling them with the required capabilities?<\/p>\n\n\n\n

                                                                        An organization that I am consulting has truly started their digital transformation with the creation of empowered teams, agile product model and agile product budgeting with leadership providing a vision of where they want to go.<\/p>\n\n\n\n

                                                                        While it\u2019s great to think that when I have agile teams, my problems should be resolved magically, it is similar to the thought that once I have laid out the foundation, my house is done! Your work has just started to take the next steps towards agility.<\/span><\/p>\n","post_title":"The First Six Steps in an Agility journey","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"first-six-steps-agility-journey","to_ping":"","pinged":"","post_modified":"2024-10-04 08:45:15","post_modified_gmt":"2024-10-04 03:15:15","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=10131","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":10133,"post_author":"11","post_date":"2018-04-24 10:44:49","post_date_gmt":"2018-04-24 05:14:49","post_content":"\n

                                                                        Manas has been a scrum master for the team for a year now.  His team is working on a product targeted towards retail taxpayers. The recent sprint review gave a boost of confidence to the team. There was a distinct feeling from the team that they have truly reached Tuchman\u2019s performing stage.<\/p>\n\n\n\n

                                                                        They had streamlined their communication with the stakeholders\u2019 modelled towards having a clear understanding of expectation. The recurring area of concern seems to be the ability for the CI\/CD pipeline to be completely clear. For that Manas had worked with the team to create a set of stories. Further, he's got a buy-in from the stakeholders and the product owner had planned to prioritize the same. He had a sense of satisfaction of reaching the team to a high maturity stage. Now Manas was wondering, what next?<\/p>\n\n\n\n

                                                                        What will you do in Manas's shoes?<\/h6>\n\n\n\n

                                                                        Is it a matter of going to the next project by helping one of the team members to become a scrum master? Or is there an opportunity for him to create the next path of evolution for his product as a product owner? Or become an agile coach?<\/p>\n\n\n\n

                                                                        Suggested Solution:<\/strong><\/p>\n\n\n\n

                                                                        My colleague has dealt this subject in a complete blog and this is a very good read prior to going through the challenge. It is here (https:\/\/pm-powerconsulting.com\/blog\/after-scrum-master-what\/<\/a>)<\/p>\n\n\n\n

                                                                        Some of the options that Manas is evaluating are becoming a scrum master for a different team and progress horizontally to more deepened experience in the same domain. And there is also some level of interest Manas was having looking at his agile coach. When he asked himself whether being a player or a coach would excite him. It became very clear based on the past reflections that he want to continue to be a player. A technique of learning what excites you, is part of being mindful in your daily life.<\/p>\n\n\n\n

                                                                        Then Manas narrowed down to become a Product Owner for the same team or a Scrum master with a promise of becoming a Release train engineer when the product expands the vision. Again this is a fork in front with evolution or progression to a more complex role.<\/p>\n\n\n\n

                                                                        For a Product Owner, he needed to add skills around core agile product skills, improved communication, deeper market understanding and negotiation skills.<\/p>\n\n\n\n

                                                                        For a Scrum master to setup the team, he needed team building skills, release planning and personally ready to accept ambiguity.<\/p>\n\n\n\n

                                                                        Manas noted these traits that were required in the \"Needed\" column and his strengths in the \"Available\" column for each role. With these written out the next he did was a 5 year goal or what would his role model do (happens to be Steve Jobs). Manas decided to pursue being a Product Owner as a strong product manager.<\/p>\n\n\n\n

                                                                        Some of the tips of the trade that Manas employed<\/p>\n\n\n\n

                                                                          \n
                                                                        1. Understand all the options in front of you<\/li>\n\n\n\n
                                                                        2. Eliminate those that are aligned to you as a person<\/li>\n\n\n\n
                                                                        3. Create a skills matrix for the new role under \"Needed\" and \"Available\" column<\/li>\n\n\n\n
                                                                        4. If the skills required in the Needed are not possible in the near term(include personal constraints too), eliminate them.<\/li>\n\n\n\n
                                                                        5. Find your true north on what you dream of doing<\/li>\n<\/ol>\n\n\n\n

                                                                          Voila - You have a choice<\/p>\n","post_title":"CHOW #100 - Career progression or evolution - What next?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-100-career-progression-or-evolution","to_ping":"","pinged":"\nhttps:\/\/pm-powerconsulting.com\/blog\/after-scrum-master-what\/","post_modified":"2024-04-06 15:45:26","post_modified_gmt":"2024-04-06 15:45:26","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=10133","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":2},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

                                                                          \n

                                                                          Continuous improvement cycles (a.k.a retrospective) are at the heart of agility. And taking this simple model from the customer point of view and drawing out areas that need trimming has yielded the highest benefit at a lower cost. This has worked for an organization that I was consulting earlier.<\/p>\n\n\n\n

                                                                          Agile Product Model<\/strong><\/h3>\n\n\n\n

                                                                          Looking at the services you offer in a holistic way, would lead to identifying different teams. Some of the usual suspects are testing, development, production support, L3 support, Operations, Business Development. When you look at the value added to the customer, there is value added in every stage. However, by looking at the number of handovers from one team to the other, there is waste added inadvertently.<\/p>\n\n\n\n

                                                                          \n

                                                                          Local optimization leading to global sub-optimal performance<\/em><\/p>\n<\/blockquote>\n\n\n\n

                                                                          For instance, one of the organizations I had coached, created self-contained teams based on the user journeys \u2013 customer acquisition, market research, loyalty \/retention, market operations. Each of the teams included cross-functional team members having the technology, analytics, product vision all in the same unit.<\/p>\n\n\n\n

                                                                          This kind of product driven agility avoids the long tail syndrome, silo-ed organizations and waste reduction.<\/p>\n\n\n\n

                                                                          Empowered organization<\/strong><\/h3>\n\n\n\n

                                                                          Empowerment of agile teams doesn\u2019t stop at creating the goals and letting them complete it. While the easiest way is to imagine an enterprise of scrum teams as teams working together, an empowering organization is one that has a strong leadership to help create multiple empowered organizations.<\/p>\n\n\n\n

                                                                          \"\"<\/figure>\n\n\n\n

                                                                          Self-organized teams while looks very cool on paper, it\u2019s hard to implement when our jobs are at stake. You can almost imagine the leaders' hands holding everyone together to act as a safety net.<\/p>\n\n\n\n

                                                                          \"\"<\/figure>\n\n\n\n

                                                                          Empowerment, at times, is confused with the abdication of responsibility by the leaders. When that happens,  teams take decisions not necessarily aligned to the leaders\u2019 vision. This leads to the assumption that the teams are not necessarily making the most of the empowerment they have been given. Hence as a leader, while enabling empowered teams, the working agreement should be very clearly laid out by the leader on the goals for the team.<\/p>\n\n\n\n

                                                                          This not only keeps the teams focused, but also motivates them in making decisions that matter.<\/p>\n\n\n\n

                                                                          While there are multiple scaling agile practices present, this is one area that is not given enough impetus.<\/p>\n\n\n\n

                                                                          Empathy Driven Tools<\/strong><\/h3>\n\n\n\n

                                                                          There is a disruption in user behaviour and how and when they use certain services. For example, in Chennai, academic-oriented kids always used to go to tuition starting from 8th<\/sup> grade to improve their competitiveness in acing the exams. This was a given for the previous generation. Now there are two shifts happening. More kids want to explore non-sciences background such as art direction, macroeconomics and the others that continue their journey towards an engineering or technical line are moving away from the only classroom driven training towards Baijus.com, ahaguru.com, Khan Academy, drama schools. These are clear disruptions and only when you understand the roles and goals of the personas, would you as a leader be able to understand what type of solutions that you should invest in.<\/p>\n\n\n\n

                                                                          To understand more about empathy driven tools \u2013 watch the design thinking webinar<\/a> or this blog link<\/a><\/p>\n\n\n\n

                                                                          Agile Product Budgeting<\/strong><\/h3>\n\n\n\n

                                                                          Empowered teams need to be followed by a change in the way finances are governed. When we look at Scaled Agile Framework (SAFe) it advocates a full-blown Train based budgeting. While that\u2019s definitely one way to go, another way to look at budgeting is to create a budget for a product to see the level of investments required in the 1-3 year horizon and budget for the entire business unit (or in Spotify terminology \u2013 Tribe).<\/p>\n\n\n\n

                                                                          While the traditional model was to keep the budgets directed to specific projects to avoid overrun, this defeats the purpose of fully agile teams. When we expect architecture to be emerging, the same should be expected in the budgets. Are PMO functions adept at letting control to the teams and only enabling them with the required capabilities?<\/p>\n\n\n\n

                                                                          An organization that I am consulting has truly started their digital transformation with the creation of empowered teams, agile product model and agile product budgeting with leadership providing a vision of where they want to go.<\/p>\n\n\n\n

                                                                          While it\u2019s great to think that when I have agile teams, my problems should be resolved magically, it is similar to the thought that once I have laid out the foundation, my house is done! Your work has just started to take the next steps towards agility.<\/span><\/p>\n","post_title":"The First Six Steps in an Agility journey","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"first-six-steps-agility-journey","to_ping":"","pinged":"","post_modified":"2024-10-04 08:45:15","post_modified_gmt":"2024-10-04 03:15:15","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=10131","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":10133,"post_author":"11","post_date":"2018-04-24 10:44:49","post_date_gmt":"2018-04-24 05:14:49","post_content":"\n

                                                                          Manas has been a scrum master for the team for a year now.  His team is working on a product targeted towards retail taxpayers. The recent sprint review gave a boost of confidence to the team. There was a distinct feeling from the team that they have truly reached Tuchman\u2019s performing stage.<\/p>\n\n\n\n

                                                                          They had streamlined their communication with the stakeholders\u2019 modelled towards having a clear understanding of expectation. The recurring area of concern seems to be the ability for the CI\/CD pipeline to be completely clear. For that Manas had worked with the team to create a set of stories. Further, he's got a buy-in from the stakeholders and the product owner had planned to prioritize the same. He had a sense of satisfaction of reaching the team to a high maturity stage. Now Manas was wondering, what next?<\/p>\n\n\n\n

                                                                          What will you do in Manas's shoes?<\/h6>\n\n\n\n

                                                                          Is it a matter of going to the next project by helping one of the team members to become a scrum master? Or is there an opportunity for him to create the next path of evolution for his product as a product owner? Or become an agile coach?<\/p>\n\n\n\n

                                                                          Suggested Solution:<\/strong><\/p>\n\n\n\n

                                                                          My colleague has dealt this subject in a complete blog and this is a very good read prior to going through the challenge. It is here (https:\/\/pm-powerconsulting.com\/blog\/after-scrum-master-what\/<\/a>)<\/p>\n\n\n\n

                                                                          Some of the options that Manas is evaluating are becoming a scrum master for a different team and progress horizontally to more deepened experience in the same domain. And there is also some level of interest Manas was having looking at his agile coach. When he asked himself whether being a player or a coach would excite him. It became very clear based on the past reflections that he want to continue to be a player. A technique of learning what excites you, is part of being mindful in your daily life.<\/p>\n\n\n\n

                                                                          Then Manas narrowed down to become a Product Owner for the same team or a Scrum master with a promise of becoming a Release train engineer when the product expands the vision. Again this is a fork in front with evolution or progression to a more complex role.<\/p>\n\n\n\n

                                                                          For a Product Owner, he needed to add skills around core agile product skills, improved communication, deeper market understanding and negotiation skills.<\/p>\n\n\n\n

                                                                          For a Scrum master to setup the team, he needed team building skills, release planning and personally ready to accept ambiguity.<\/p>\n\n\n\n

                                                                          Manas noted these traits that were required in the \"Needed\" column and his strengths in the \"Available\" column for each role. With these written out the next he did was a 5 year goal or what would his role model do (happens to be Steve Jobs). Manas decided to pursue being a Product Owner as a strong product manager.<\/p>\n\n\n\n

                                                                          Some of the tips of the trade that Manas employed<\/p>\n\n\n\n

                                                                            \n
                                                                          1. Understand all the options in front of you<\/li>\n\n\n\n
                                                                          2. Eliminate those that are aligned to you as a person<\/li>\n\n\n\n
                                                                          3. Create a skills matrix for the new role under \"Needed\" and \"Available\" column<\/li>\n\n\n\n
                                                                          4. If the skills required in the Needed are not possible in the near term(include personal constraints too), eliminate them.<\/li>\n\n\n\n
                                                                          5. Find your true north on what you dream of doing<\/li>\n<\/ol>\n\n\n\n

                                                                            Voila - You have a choice<\/p>\n","post_title":"CHOW #100 - Career progression or evolution - What next?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-100-career-progression-or-evolution","to_ping":"","pinged":"\nhttps:\/\/pm-powerconsulting.com\/blog\/after-scrum-master-what\/","post_modified":"2024-04-06 15:45:26","post_modified_gmt":"2024-04-06 15:45:26","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=10133","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":2},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

                                                                            \n
                                                                            \"\"<\/figure>\n\n\n\n

                                                                            Continuous improvement cycles (a.k.a retrospective) are at the heart of agility. And taking this simple model from the customer point of view and drawing out areas that need trimming has yielded the highest benefit at a lower cost. This has worked for an organization that I was consulting earlier.<\/p>\n\n\n\n

                                                                            Agile Product Model<\/strong><\/h3>\n\n\n\n

                                                                            Looking at the services you offer in a holistic way, would lead to identifying different teams. Some of the usual suspects are testing, development, production support, L3 support, Operations, Business Development. When you look at the value added to the customer, there is value added in every stage. However, by looking at the number of handovers from one team to the other, there is waste added inadvertently.<\/p>\n\n\n\n

                                                                            \n

                                                                            Local optimization leading to global sub-optimal performance<\/em><\/p>\n<\/blockquote>\n\n\n\n

                                                                            For instance, one of the organizations I had coached, created self-contained teams based on the user journeys \u2013 customer acquisition, market research, loyalty \/retention, market operations. Each of the teams included cross-functional team members having the technology, analytics, product vision all in the same unit.<\/p>\n\n\n\n

                                                                            This kind of product driven agility avoids the long tail syndrome, silo-ed organizations and waste reduction.<\/p>\n\n\n\n

                                                                            Empowered organization<\/strong><\/h3>\n\n\n\n

                                                                            Empowerment of agile teams doesn\u2019t stop at creating the goals and letting them complete it. While the easiest way is to imagine an enterprise of scrum teams as teams working together, an empowering organization is one that has a strong leadership to help create multiple empowered organizations.<\/p>\n\n\n\n

                                                                            \"\"<\/figure>\n\n\n\n

                                                                            Self-organized teams while looks very cool on paper, it\u2019s hard to implement when our jobs are at stake. You can almost imagine the leaders' hands holding everyone together to act as a safety net.<\/p>\n\n\n\n

                                                                            \"\"<\/figure>\n\n\n\n

                                                                            Empowerment, at times, is confused with the abdication of responsibility by the leaders. When that happens,  teams take decisions not necessarily aligned to the leaders\u2019 vision. This leads to the assumption that the teams are not necessarily making the most of the empowerment they have been given. Hence as a leader, while enabling empowered teams, the working agreement should be very clearly laid out by the leader on the goals for the team.<\/p>\n\n\n\n

                                                                            This not only keeps the teams focused, but also motivates them in making decisions that matter.<\/p>\n\n\n\n

                                                                            While there are multiple scaling agile practices present, this is one area that is not given enough impetus.<\/p>\n\n\n\n

                                                                            Empathy Driven Tools<\/strong><\/h3>\n\n\n\n

                                                                            There is a disruption in user behaviour and how and when they use certain services. For example, in Chennai, academic-oriented kids always used to go to tuition starting from 8th<\/sup> grade to improve their competitiveness in acing the exams. This was a given for the previous generation. Now there are two shifts happening. More kids want to explore non-sciences background such as art direction, macroeconomics and the others that continue their journey towards an engineering or technical line are moving away from the only classroom driven training towards Baijus.com, ahaguru.com, Khan Academy, drama schools. These are clear disruptions and only when you understand the roles and goals of the personas, would you as a leader be able to understand what type of solutions that you should invest in.<\/p>\n\n\n\n

                                                                            To understand more about empathy driven tools \u2013 watch the design thinking webinar<\/a> or this blog link<\/a><\/p>\n\n\n\n

                                                                            Agile Product Budgeting<\/strong><\/h3>\n\n\n\n

                                                                            Empowered teams need to be followed by a change in the way finances are governed. When we look at Scaled Agile Framework (SAFe) it advocates a full-blown Train based budgeting. While that\u2019s definitely one way to go, another way to look at budgeting is to create a budget for a product to see the level of investments required in the 1-3 year horizon and budget for the entire business unit (or in Spotify terminology \u2013 Tribe).<\/p>\n\n\n\n

                                                                            While the traditional model was to keep the budgets directed to specific projects to avoid overrun, this defeats the purpose of fully agile teams. When we expect architecture to be emerging, the same should be expected in the budgets. Are PMO functions adept at letting control to the teams and only enabling them with the required capabilities?<\/p>\n\n\n\n

                                                                            An organization that I am consulting has truly started their digital transformation with the creation of empowered teams, agile product model and agile product budgeting with leadership providing a vision of where they want to go.<\/p>\n\n\n\n

                                                                            While it\u2019s great to think that when I have agile teams, my problems should be resolved magically, it is similar to the thought that once I have laid out the foundation, my house is done! Your work has just started to take the next steps towards agility.<\/span><\/p>\n","post_title":"The First Six Steps in an Agility journey","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"first-six-steps-agility-journey","to_ping":"","pinged":"","post_modified":"2024-10-04 08:45:15","post_modified_gmt":"2024-10-04 03:15:15","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=10131","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":10133,"post_author":"11","post_date":"2018-04-24 10:44:49","post_date_gmt":"2018-04-24 05:14:49","post_content":"\n

                                                                            Manas has been a scrum master for the team for a year now.  His team is working on a product targeted towards retail taxpayers. The recent sprint review gave a boost of confidence to the team. There was a distinct feeling from the team that they have truly reached Tuchman\u2019s performing stage.<\/p>\n\n\n\n

                                                                            They had streamlined their communication with the stakeholders\u2019 modelled towards having a clear understanding of expectation. The recurring area of concern seems to be the ability for the CI\/CD pipeline to be completely clear. For that Manas had worked with the team to create a set of stories. Further, he's got a buy-in from the stakeholders and the product owner had planned to prioritize the same. He had a sense of satisfaction of reaching the team to a high maturity stage. Now Manas was wondering, what next?<\/p>\n\n\n\n

                                                                            What will you do in Manas's shoes?<\/h6>\n\n\n\n

                                                                            Is it a matter of going to the next project by helping one of the team members to become a scrum master? Or is there an opportunity for him to create the next path of evolution for his product as a product owner? Or become an agile coach?<\/p>\n\n\n\n

                                                                            Suggested Solution:<\/strong><\/p>\n\n\n\n

                                                                            My colleague has dealt this subject in a complete blog and this is a very good read prior to going through the challenge. It is here (https:\/\/pm-powerconsulting.com\/blog\/after-scrum-master-what\/<\/a>)<\/p>\n\n\n\n

                                                                            Some of the options that Manas is evaluating are becoming a scrum master for a different team and progress horizontally to more deepened experience in the same domain. And there is also some level of interest Manas was having looking at his agile coach. When he asked himself whether being a player or a coach would excite him. It became very clear based on the past reflections that he want to continue to be a player. A technique of learning what excites you, is part of being mindful in your daily life.<\/p>\n\n\n\n

                                                                            Then Manas narrowed down to become a Product Owner for the same team or a Scrum master with a promise of becoming a Release train engineer when the product expands the vision. Again this is a fork in front with evolution or progression to a more complex role.<\/p>\n\n\n\n

                                                                            For a Product Owner, he needed to add skills around core agile product skills, improved communication, deeper market understanding and negotiation skills.<\/p>\n\n\n\n

                                                                            For a Scrum master to setup the team, he needed team building skills, release planning and personally ready to accept ambiguity.<\/p>\n\n\n\n

                                                                            Manas noted these traits that were required in the \"Needed\" column and his strengths in the \"Available\" column for each role. With these written out the next he did was a 5 year goal or what would his role model do (happens to be Steve Jobs). Manas decided to pursue being a Product Owner as a strong product manager.<\/p>\n\n\n\n

                                                                            Some of the tips of the trade that Manas employed<\/p>\n\n\n\n

                                                                              \n
                                                                            1. Understand all the options in front of you<\/li>\n\n\n\n
                                                                            2. Eliminate those that are aligned to you as a person<\/li>\n\n\n\n
                                                                            3. Create a skills matrix for the new role under \"Needed\" and \"Available\" column<\/li>\n\n\n\n
                                                                            4. If the skills required in the Needed are not possible in the near term(include personal constraints too), eliminate them.<\/li>\n\n\n\n
                                                                            5. Find your true north on what you dream of doing<\/li>\n<\/ol>\n\n\n\n

                                                                              Voila - You have a choice<\/p>\n","post_title":"CHOW #100 - Career progression or evolution - What next?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-100-career-progression-or-evolution","to_ping":"","pinged":"\nhttps:\/\/pm-powerconsulting.com\/blog\/after-scrum-master-what\/","post_modified":"2024-04-06 15:45:26","post_modified_gmt":"2024-04-06 15:45:26","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=10133","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":2},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

                                                                              \n

                                                                              Those models are changing towards creating a holistic answer to the question \u2018Are you doing the right thing?\u2019 and then looking at how do we do it right. For example, instead of considering metrics as something to be measured to ensure that SLAs are met, pondered and looked at, find ways to move towards the speed in which a problem is getting resolved. Using DevOps and Value stream realization is a way to find the waste generated in the whole lifecycle and using DevOps approaches to automate it.<\/p>\n\n\n\n

                                                                              \"\"<\/figure>\n\n\n\n

                                                                              Continuous improvement cycles (a.k.a retrospective) are at the heart of agility. And taking this simple model from the customer point of view and drawing out areas that need trimming has yielded the highest benefit at a lower cost. This has worked for an organization that I was consulting earlier.<\/p>\n\n\n\n

                                                                              Agile Product Model<\/strong><\/h3>\n\n\n\n

                                                                              Looking at the services you offer in a holistic way, would lead to identifying different teams. Some of the usual suspects are testing, development, production support, L3 support, Operations, Business Development. When you look at the value added to the customer, there is value added in every stage. However, by looking at the number of handovers from one team to the other, there is waste added inadvertently.<\/p>\n\n\n\n

                                                                              \n

                                                                              Local optimization leading to global sub-optimal performance<\/em><\/p>\n<\/blockquote>\n\n\n\n

                                                                              For instance, one of the organizations I had coached, created self-contained teams based on the user journeys \u2013 customer acquisition, market research, loyalty \/retention, market operations. Each of the teams included cross-functional team members having the technology, analytics, product vision all in the same unit.<\/p>\n\n\n\n

                                                                              This kind of product driven agility avoids the long tail syndrome, silo-ed organizations and waste reduction.<\/p>\n\n\n\n

                                                                              Empowered organization<\/strong><\/h3>\n\n\n\n

                                                                              Empowerment of agile teams doesn\u2019t stop at creating the goals and letting them complete it. While the easiest way is to imagine an enterprise of scrum teams as teams working together, an empowering organization is one that has a strong leadership to help create multiple empowered organizations.<\/p>\n\n\n\n

                                                                              \"\"<\/figure>\n\n\n\n

                                                                              Self-organized teams while looks very cool on paper, it\u2019s hard to implement when our jobs are at stake. You can almost imagine the leaders' hands holding everyone together to act as a safety net.<\/p>\n\n\n\n

                                                                              \"\"<\/figure>\n\n\n\n

                                                                              Empowerment, at times, is confused with the abdication of responsibility by the leaders. When that happens,  teams take decisions not necessarily aligned to the leaders\u2019 vision. This leads to the assumption that the teams are not necessarily making the most of the empowerment they have been given. Hence as a leader, while enabling empowered teams, the working agreement should be very clearly laid out by the leader on the goals for the team.<\/p>\n\n\n\n

                                                                              This not only keeps the teams focused, but also motivates them in making decisions that matter.<\/p>\n\n\n\n

                                                                              While there are multiple scaling agile practices present, this is one area that is not given enough impetus.<\/p>\n\n\n\n

                                                                              Empathy Driven Tools<\/strong><\/h3>\n\n\n\n

                                                                              There is a disruption in user behaviour and how and when they use certain services. For example, in Chennai, academic-oriented kids always used to go to tuition starting from 8th<\/sup> grade to improve their competitiveness in acing the exams. This was a given for the previous generation. Now there are two shifts happening. More kids want to explore non-sciences background such as art direction, macroeconomics and the others that continue their journey towards an engineering or technical line are moving away from the only classroom driven training towards Baijus.com, ahaguru.com, Khan Academy, drama schools. These are clear disruptions and only when you understand the roles and goals of the personas, would you as a leader be able to understand what type of solutions that you should invest in.<\/p>\n\n\n\n

                                                                              To understand more about empathy driven tools \u2013 watch the design thinking webinar<\/a> or this blog link<\/a><\/p>\n\n\n\n

                                                                              Agile Product Budgeting<\/strong><\/h3>\n\n\n\n

                                                                              Empowered teams need to be followed by a change in the way finances are governed. When we look at Scaled Agile Framework (SAFe) it advocates a full-blown Train based budgeting. While that\u2019s definitely one way to go, another way to look at budgeting is to create a budget for a product to see the level of investments required in the 1-3 year horizon and budget for the entire business unit (or in Spotify terminology \u2013 Tribe).<\/p>\n\n\n\n

                                                                              While the traditional model was to keep the budgets directed to specific projects to avoid overrun, this defeats the purpose of fully agile teams. When we expect architecture to be emerging, the same should be expected in the budgets. Are PMO functions adept at letting control to the teams and only enabling them with the required capabilities?<\/p>\n\n\n\n

                                                                              An organization that I am consulting has truly started their digital transformation with the creation of empowered teams, agile product model and agile product budgeting with leadership providing a vision of where they want to go.<\/p>\n\n\n\n

                                                                              While it\u2019s great to think that when I have agile teams, my problems should be resolved magically, it is similar to the thought that once I have laid out the foundation, my house is done! Your work has just started to take the next steps towards agility.<\/span><\/p>\n","post_title":"The First Six Steps in an Agility journey","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"first-six-steps-agility-journey","to_ping":"","pinged":"","post_modified":"2024-10-04 08:45:15","post_modified_gmt":"2024-10-04 03:15:15","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=10131","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":10133,"post_author":"11","post_date":"2018-04-24 10:44:49","post_date_gmt":"2018-04-24 05:14:49","post_content":"\n

                                                                              Manas has been a scrum master for the team for a year now.  His team is working on a product targeted towards retail taxpayers. The recent sprint review gave a boost of confidence to the team. There was a distinct feeling from the team that they have truly reached Tuchman\u2019s performing stage.<\/p>\n\n\n\n

                                                                              They had streamlined their communication with the stakeholders\u2019 modelled towards having a clear understanding of expectation. The recurring area of concern seems to be the ability for the CI\/CD pipeline to be completely clear. For that Manas had worked with the team to create a set of stories. Further, he's got a buy-in from the stakeholders and the product owner had planned to prioritize the same. He had a sense of satisfaction of reaching the team to a high maturity stage. Now Manas was wondering, what next?<\/p>\n\n\n\n

                                                                              What will you do in Manas's shoes?<\/h6>\n\n\n\n

                                                                              Is it a matter of going to the next project by helping one of the team members to become a scrum master? Or is there an opportunity for him to create the next path of evolution for his product as a product owner? Or become an agile coach?<\/p>\n\n\n\n

                                                                              Suggested Solution:<\/strong><\/p>\n\n\n\n

                                                                              My colleague has dealt this subject in a complete blog and this is a very good read prior to going through the challenge. It is here (https:\/\/pm-powerconsulting.com\/blog\/after-scrum-master-what\/<\/a>)<\/p>\n\n\n\n

                                                                              Some of the options that Manas is evaluating are becoming a scrum master for a different team and progress horizontally to more deepened experience in the same domain. And there is also some level of interest Manas was having looking at his agile coach. When he asked himself whether being a player or a coach would excite him. It became very clear based on the past reflections that he want to continue to be a player. A technique of learning what excites you, is part of being mindful in your daily life.<\/p>\n\n\n\n

                                                                              Then Manas narrowed down to become a Product Owner for the same team or a Scrum master with a promise of becoming a Release train engineer when the product expands the vision. Again this is a fork in front with evolution or progression to a more complex role.<\/p>\n\n\n\n

                                                                              For a Product Owner, he needed to add skills around core agile product skills, improved communication, deeper market understanding and negotiation skills.<\/p>\n\n\n\n

                                                                              For a Scrum master to setup the team, he needed team building skills, release planning and personally ready to accept ambiguity.<\/p>\n\n\n\n

                                                                              Manas noted these traits that were required in the \"Needed\" column and his strengths in the \"Available\" column for each role. With these written out the next he did was a 5 year goal or what would his role model do (happens to be Steve Jobs). Manas decided to pursue being a Product Owner as a strong product manager.<\/p>\n\n\n\n

                                                                              Some of the tips of the trade that Manas employed<\/p>\n\n\n\n

                                                                                \n
                                                                              1. Understand all the options in front of you<\/li>\n\n\n\n
                                                                              2. Eliminate those that are aligned to you as a person<\/li>\n\n\n\n
                                                                              3. Create a skills matrix for the new role under \"Needed\" and \"Available\" column<\/li>\n\n\n\n
                                                                              4. If the skills required in the Needed are not possible in the near term(include personal constraints too), eliminate them.<\/li>\n\n\n\n
                                                                              5. Find your true north on what you dream of doing<\/li>\n<\/ol>\n\n\n\n

                                                                                Voila - You have a choice<\/p>\n","post_title":"CHOW #100 - Career progression or evolution - What next?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-100-career-progression-or-evolution","to_ping":"","pinged":"\nhttps:\/\/pm-powerconsulting.com\/blog\/after-scrum-master-what\/","post_modified":"2024-04-06 15:45:26","post_modified_gmt":"2024-04-06 15:45:26","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=10133","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":2},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

                                                                                \n

                                                                                Six Sigma and ITIL were toolkits for understanding whether there is consistency in what is being delivered.<\/p>\n\n\n\n

                                                                                Those models are changing towards creating a holistic answer to the question \u2018Are you doing the right thing?\u2019 and then looking at how do we do it right. For example, instead of considering metrics as something to be measured to ensure that SLAs are met, pondered and looked at, find ways to move towards the speed in which a problem is getting resolved. Using DevOps and Value stream realization is a way to find the waste generated in the whole lifecycle and using DevOps approaches to automate it.<\/p>\n\n\n\n

                                                                                \"\"<\/figure>\n\n\n\n

                                                                                Continuous improvement cycles (a.k.a retrospective) are at the heart of agility. And taking this simple model from the customer point of view and drawing out areas that need trimming has yielded the highest benefit at a lower cost. This has worked for an organization that I was consulting earlier.<\/p>\n\n\n\n

                                                                                Agile Product Model<\/strong><\/h3>\n\n\n\n

                                                                                Looking at the services you offer in a holistic way, would lead to identifying different teams. Some of the usual suspects are testing, development, production support, L3 support, Operations, Business Development. When you look at the value added to the customer, there is value added in every stage. However, by looking at the number of handovers from one team to the other, there is waste added inadvertently.<\/p>\n\n\n\n

                                                                                \n

                                                                                Local optimization leading to global sub-optimal performance<\/em><\/p>\n<\/blockquote>\n\n\n\n

                                                                                For instance, one of the organizations I had coached, created self-contained teams based on the user journeys \u2013 customer acquisition, market research, loyalty \/retention, market operations. Each of the teams included cross-functional team members having the technology, analytics, product vision all in the same unit.<\/p>\n\n\n\n

                                                                                This kind of product driven agility avoids the long tail syndrome, silo-ed organizations and waste reduction.<\/p>\n\n\n\n

                                                                                Empowered organization<\/strong><\/h3>\n\n\n\n

                                                                                Empowerment of agile teams doesn\u2019t stop at creating the goals and letting them complete it. While the easiest way is to imagine an enterprise of scrum teams as teams working together, an empowering organization is one that has a strong leadership to help create multiple empowered organizations.<\/p>\n\n\n\n

                                                                                \"\"<\/figure>\n\n\n\n

                                                                                Self-organized teams while looks very cool on paper, it\u2019s hard to implement when our jobs are at stake. You can almost imagine the leaders' hands holding everyone together to act as a safety net.<\/p>\n\n\n\n

                                                                                \"\"<\/figure>\n\n\n\n

                                                                                Empowerment, at times, is confused with the abdication of responsibility by the leaders. When that happens,  teams take decisions not necessarily aligned to the leaders\u2019 vision. This leads to the assumption that the teams are not necessarily making the most of the empowerment they have been given. Hence as a leader, while enabling empowered teams, the working agreement should be very clearly laid out by the leader on the goals for the team.<\/p>\n\n\n\n

                                                                                This not only keeps the teams focused, but also motivates them in making decisions that matter.<\/p>\n\n\n\n

                                                                                While there are multiple scaling agile practices present, this is one area that is not given enough impetus.<\/p>\n\n\n\n

                                                                                Empathy Driven Tools<\/strong><\/h3>\n\n\n\n

                                                                                There is a disruption in user behaviour and how and when they use certain services. For example, in Chennai, academic-oriented kids always used to go to tuition starting from 8th<\/sup> grade to improve their competitiveness in acing the exams. This was a given for the previous generation. Now there are two shifts happening. More kids want to explore non-sciences background such as art direction, macroeconomics and the others that continue their journey towards an engineering or technical line are moving away from the only classroom driven training towards Baijus.com, ahaguru.com, Khan Academy, drama schools. These are clear disruptions and only when you understand the roles and goals of the personas, would you as a leader be able to understand what type of solutions that you should invest in.<\/p>\n\n\n\n

                                                                                To understand more about empathy driven tools \u2013 watch the design thinking webinar<\/a> or this blog link<\/a><\/p>\n\n\n\n

                                                                                Agile Product Budgeting<\/strong><\/h3>\n\n\n\n

                                                                                Empowered teams need to be followed by a change in the way finances are governed. When we look at Scaled Agile Framework (SAFe) it advocates a full-blown Train based budgeting. While that\u2019s definitely one way to go, another way to look at budgeting is to create a budget for a product to see the level of investments required in the 1-3 year horizon and budget for the entire business unit (or in Spotify terminology \u2013 Tribe).<\/p>\n\n\n\n

                                                                                While the traditional model was to keep the budgets directed to specific projects to avoid overrun, this defeats the purpose of fully agile teams. When we expect architecture to be emerging, the same should be expected in the budgets. Are PMO functions adept at letting control to the teams and only enabling them with the required capabilities?<\/p>\n\n\n\n

                                                                                An organization that I am consulting has truly started their digital transformation with the creation of empowered teams, agile product model and agile product budgeting with leadership providing a vision of where they want to go.<\/p>\n\n\n\n

                                                                                While it\u2019s great to think that when I have agile teams, my problems should be resolved magically, it is similar to the thought that once I have laid out the foundation, my house is done! Your work has just started to take the next steps towards agility.<\/span><\/p>\n","post_title":"The First Six Steps in an Agility journey","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"first-six-steps-agility-journey","to_ping":"","pinged":"","post_modified":"2024-10-04 08:45:15","post_modified_gmt":"2024-10-04 03:15:15","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=10131","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":10133,"post_author":"11","post_date":"2018-04-24 10:44:49","post_date_gmt":"2018-04-24 05:14:49","post_content":"\n

                                                                                Manas has been a scrum master for the team for a year now.  His team is working on a product targeted towards retail taxpayers. The recent sprint review gave a boost of confidence to the team. There was a distinct feeling from the team that they have truly reached Tuchman\u2019s performing stage.<\/p>\n\n\n\n

                                                                                They had streamlined their communication with the stakeholders\u2019 modelled towards having a clear understanding of expectation. The recurring area of concern seems to be the ability for the CI\/CD pipeline to be completely clear. For that Manas had worked with the team to create a set of stories. Further, he's got a buy-in from the stakeholders and the product owner had planned to prioritize the same. He had a sense of satisfaction of reaching the team to a high maturity stage. Now Manas was wondering, what next?<\/p>\n\n\n\n

                                                                                What will you do in Manas's shoes?<\/h6>\n\n\n\n

                                                                                Is it a matter of going to the next project by helping one of the team members to become a scrum master? Or is there an opportunity for him to create the next path of evolution for his product as a product owner? Or become an agile coach?<\/p>\n\n\n\n

                                                                                Suggested Solution:<\/strong><\/p>\n\n\n\n

                                                                                My colleague has dealt this subject in a complete blog and this is a very good read prior to going through the challenge. It is here (https:\/\/pm-powerconsulting.com\/blog\/after-scrum-master-what\/<\/a>)<\/p>\n\n\n\n

                                                                                Some of the options that Manas is evaluating are becoming a scrum master for a different team and progress horizontally to more deepened experience in the same domain. And there is also some level of interest Manas was having looking at his agile coach. When he asked himself whether being a player or a coach would excite him. It became very clear based on the past reflections that he want to continue to be a player. A technique of learning what excites you, is part of being mindful in your daily life.<\/p>\n\n\n\n

                                                                                Then Manas narrowed down to become a Product Owner for the same team or a Scrum master with a promise of becoming a Release train engineer when the product expands the vision. Again this is a fork in front with evolution or progression to a more complex role.<\/p>\n\n\n\n

                                                                                For a Product Owner, he needed to add skills around core agile product skills, improved communication, deeper market understanding and negotiation skills.<\/p>\n\n\n\n

                                                                                For a Scrum master to setup the team, he needed team building skills, release planning and personally ready to accept ambiguity.<\/p>\n\n\n\n

                                                                                Manas noted these traits that were required in the \"Needed\" column and his strengths in the \"Available\" column for each role. With these written out the next he did was a 5 year goal or what would his role model do (happens to be Steve Jobs). Manas decided to pursue being a Product Owner as a strong product manager.<\/p>\n\n\n\n

                                                                                Some of the tips of the trade that Manas employed<\/p>\n\n\n\n

                                                                                  \n
                                                                                1. Understand all the options in front of you<\/li>\n\n\n\n
                                                                                2. Eliminate those that are aligned to you as a person<\/li>\n\n\n\n
                                                                                3. Create a skills matrix for the new role under \"Needed\" and \"Available\" column<\/li>\n\n\n\n
                                                                                4. If the skills required in the Needed are not possible in the near term(include personal constraints too), eliminate them.<\/li>\n\n\n\n
                                                                                5. Find your true north on what you dream of doing<\/li>\n<\/ol>\n\n\n\n

                                                                                  Voila - You have a choice<\/p>\n","post_title":"CHOW #100 - Career progression or evolution - What next?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-100-career-progression-or-evolution","to_ping":"","pinged":"\nhttps:\/\/pm-powerconsulting.com\/blog\/after-scrum-master-what\/","post_modified":"2024-04-06 15:45:26","post_modified_gmt":"2024-04-06 15:45:26","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=10133","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":2},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

                                                                                  \n

                                                                                  Think Lean Management<\/strong><\/h3>\n\n\n\n

                                                                                  Six Sigma and ITIL were toolkits for understanding whether there is consistency in what is being delivered.<\/p>\n\n\n\n

                                                                                  Those models are changing towards creating a holistic answer to the question \u2018Are you doing the right thing?\u2019 and then looking at how do we do it right. For example, instead of considering metrics as something to be measured to ensure that SLAs are met, pondered and looked at, find ways to move towards the speed in which a problem is getting resolved. Using DevOps and Value stream realization is a way to find the waste generated in the whole lifecycle and using DevOps approaches to automate it.<\/p>\n\n\n\n

                                                                                  \"\"<\/figure>\n\n\n\n

                                                                                  Continuous improvement cycles (a.k.a retrospective) are at the heart of agility. And taking this simple model from the customer point of view and drawing out areas that need trimming has yielded the highest benefit at a lower cost. This has worked for an organization that I was consulting earlier.<\/p>\n\n\n\n

                                                                                  Agile Product Model<\/strong><\/h3>\n\n\n\n

                                                                                  Looking at the services you offer in a holistic way, would lead to identifying different teams. Some of the usual suspects are testing, development, production support, L3 support, Operations, Business Development. When you look at the value added to the customer, there is value added in every stage. However, by looking at the number of handovers from one team to the other, there is waste added inadvertently.<\/p>\n\n\n\n

                                                                                  \n

                                                                                  Local optimization leading to global sub-optimal performance<\/em><\/p>\n<\/blockquote>\n\n\n\n

                                                                                  For instance, one of the organizations I had coached, created self-contained teams based on the user journeys \u2013 customer acquisition, market research, loyalty \/retention, market operations. Each of the teams included cross-functional team members having the technology, analytics, product vision all in the same unit.<\/p>\n\n\n\n

                                                                                  This kind of product driven agility avoids the long tail syndrome, silo-ed organizations and waste reduction.<\/p>\n\n\n\n

                                                                                  Empowered organization<\/strong><\/h3>\n\n\n\n

                                                                                  Empowerment of agile teams doesn\u2019t stop at creating the goals and letting them complete it. While the easiest way is to imagine an enterprise of scrum teams as teams working together, an empowering organization is one that has a strong leadership to help create multiple empowered organizations.<\/p>\n\n\n\n

                                                                                  \"\"<\/figure>\n\n\n\n

                                                                                  Self-organized teams while looks very cool on paper, it\u2019s hard to implement when our jobs are at stake. You can almost imagine the leaders' hands holding everyone together to act as a safety net.<\/p>\n\n\n\n

                                                                                  \"\"<\/figure>\n\n\n\n

                                                                                  Empowerment, at times, is confused with the abdication of responsibility by the leaders. When that happens,  teams take decisions not necessarily aligned to the leaders\u2019 vision. This leads to the assumption that the teams are not necessarily making the most of the empowerment they have been given. Hence as a leader, while enabling empowered teams, the working agreement should be very clearly laid out by the leader on the goals for the team.<\/p>\n\n\n\n

                                                                                  This not only keeps the teams focused, but also motivates them in making decisions that matter.<\/p>\n\n\n\n

                                                                                  While there are multiple scaling agile practices present, this is one area that is not given enough impetus.<\/p>\n\n\n\n

                                                                                  Empathy Driven Tools<\/strong><\/h3>\n\n\n\n

                                                                                  There is a disruption in user behaviour and how and when they use certain services. For example, in Chennai, academic-oriented kids always used to go to tuition starting from 8th<\/sup> grade to improve their competitiveness in acing the exams. This was a given for the previous generation. Now there are two shifts happening. More kids want to explore non-sciences background such as art direction, macroeconomics and the others that continue their journey towards an engineering or technical line are moving away from the only classroom driven training towards Baijus.com, ahaguru.com, Khan Academy, drama schools. These are clear disruptions and only when you understand the roles and goals of the personas, would you as a leader be able to understand what type of solutions that you should invest in.<\/p>\n\n\n\n

                                                                                  To understand more about empathy driven tools \u2013 watch the design thinking webinar<\/a> or this blog link<\/a><\/p>\n\n\n\n

                                                                                  Agile Product Budgeting<\/strong><\/h3>\n\n\n\n

                                                                                  Empowered teams need to be followed by a change in the way finances are governed. When we look at Scaled Agile Framework (SAFe) it advocates a full-blown Train based budgeting. While that\u2019s definitely one way to go, another way to look at budgeting is to create a budget for a product to see the level of investments required in the 1-3 year horizon and budget for the entire business unit (or in Spotify terminology \u2013 Tribe).<\/p>\n\n\n\n

                                                                                  While the traditional model was to keep the budgets directed to specific projects to avoid overrun, this defeats the purpose of fully agile teams. When we expect architecture to be emerging, the same should be expected in the budgets. Are PMO functions adept at letting control to the teams and only enabling them with the required capabilities?<\/p>\n\n\n\n

                                                                                  An organization that I am consulting has truly started their digital transformation with the creation of empowered teams, agile product model and agile product budgeting with leadership providing a vision of where they want to go.<\/p>\n\n\n\n

                                                                                  While it\u2019s great to think that when I have agile teams, my problems should be resolved magically, it is similar to the thought that once I have laid out the foundation, my house is done! Your work has just started to take the next steps towards agility.<\/span><\/p>\n","post_title":"The First Six Steps in an Agility journey","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"first-six-steps-agility-journey","to_ping":"","pinged":"","post_modified":"2024-10-04 08:45:15","post_modified_gmt":"2024-10-04 03:15:15","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=10131","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":10133,"post_author":"11","post_date":"2018-04-24 10:44:49","post_date_gmt":"2018-04-24 05:14:49","post_content":"\n

                                                                                  Manas has been a scrum master for the team for a year now.  His team is working on a product targeted towards retail taxpayers. The recent sprint review gave a boost of confidence to the team. There was a distinct feeling from the team that they have truly reached Tuchman\u2019s performing stage.<\/p>\n\n\n\n

                                                                                  They had streamlined their communication with the stakeholders\u2019 modelled towards having a clear understanding of expectation. The recurring area of concern seems to be the ability for the CI\/CD pipeline to be completely clear. For that Manas had worked with the team to create a set of stories. Further, he's got a buy-in from the stakeholders and the product owner had planned to prioritize the same. He had a sense of satisfaction of reaching the team to a high maturity stage. Now Manas was wondering, what next?<\/p>\n\n\n\n

                                                                                  What will you do in Manas's shoes?<\/h6>\n\n\n\n

                                                                                  Is it a matter of going to the next project by helping one of the team members to become a scrum master? Or is there an opportunity for him to create the next path of evolution for his product as a product owner? Or become an agile coach?<\/p>\n\n\n\n

                                                                                  Suggested Solution:<\/strong><\/p>\n\n\n\n

                                                                                  My colleague has dealt this subject in a complete blog and this is a very good read prior to going through the challenge. It is here (https:\/\/pm-powerconsulting.com\/blog\/after-scrum-master-what\/<\/a>)<\/p>\n\n\n\n

                                                                                  Some of the options that Manas is evaluating are becoming a scrum master for a different team and progress horizontally to more deepened experience in the same domain. And there is also some level of interest Manas was having looking at his agile coach. When he asked himself whether being a player or a coach would excite him. It became very clear based on the past reflections that he want to continue to be a player. A technique of learning what excites you, is part of being mindful in your daily life.<\/p>\n\n\n\n

                                                                                  Then Manas narrowed down to become a Product Owner for the same team or a Scrum master with a promise of becoming a Release train engineer when the product expands the vision. Again this is a fork in front with evolution or progression to a more complex role.<\/p>\n\n\n\n

                                                                                  For a Product Owner, he needed to add skills around core agile product skills, improved communication, deeper market understanding and negotiation skills.<\/p>\n\n\n\n

                                                                                  For a Scrum master to setup the team, he needed team building skills, release planning and personally ready to accept ambiguity.<\/p>\n\n\n\n

                                                                                  Manas noted these traits that were required in the \"Needed\" column and his strengths in the \"Available\" column for each role. With these written out the next he did was a 5 year goal or what would his role model do (happens to be Steve Jobs). Manas decided to pursue being a Product Owner as a strong product manager.<\/p>\n\n\n\n

                                                                                  Some of the tips of the trade that Manas employed<\/p>\n\n\n\n

                                                                                    \n
                                                                                  1. Understand all the options in front of you<\/li>\n\n\n\n
                                                                                  2. Eliminate those that are aligned to you as a person<\/li>\n\n\n\n
                                                                                  3. Create a skills matrix for the new role under \"Needed\" and \"Available\" column<\/li>\n\n\n\n
                                                                                  4. If the skills required in the Needed are not possible in the near term(include personal constraints too), eliminate them.<\/li>\n\n\n\n
                                                                                  5. Find your true north on what you dream of doing<\/li>\n<\/ol>\n\n\n\n

                                                                                    Voila - You have a choice<\/p>\n","post_title":"CHOW #100 - Career progression or evolution - What next?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-100-career-progression-or-evolution","to_ping":"","pinged":"\nhttps:\/\/pm-powerconsulting.com\/blog\/after-scrum-master-what\/","post_modified":"2024-04-06 15:45:26","post_modified_gmt":"2024-04-06 15:45:26","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=10133","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":2},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

                                                                                    \n

                                                                                    Ability to succinctly convey your goals in an elevator is considered as a key leadership trait. While the first response could be all of them are goals, great leaders need to resist that temptation. It would make it practical and realistic when you prioritise the goals and then look at different possible next steps. Think of this as a set of tools. Not every problem needs a hammer. One should explore possible models in mind before you try going in one path.<\/p>\n\n\n\n

                                                                                    Think Lean Management<\/strong><\/h3>\n\n\n\n

                                                                                    Six Sigma and ITIL were toolkits for understanding whether there is consistency in what is being delivered.<\/p>\n\n\n\n

                                                                                    Those models are changing towards creating a holistic answer to the question \u2018Are you doing the right thing?\u2019 and then looking at how do we do it right. For example, instead of considering metrics as something to be measured to ensure that SLAs are met, pondered and looked at, find ways to move towards the speed in which a problem is getting resolved. Using DevOps and Value stream realization is a way to find the waste generated in the whole lifecycle and using DevOps approaches to automate it.<\/p>\n\n\n\n

                                                                                    \"\"<\/figure>\n\n\n\n

                                                                                    Continuous improvement cycles (a.k.a retrospective) are at the heart of agility. And taking this simple model from the customer point of view and drawing out areas that need trimming has yielded the highest benefit at a lower cost. This has worked for an organization that I was consulting earlier.<\/p>\n\n\n\n

                                                                                    Agile Product Model<\/strong><\/h3>\n\n\n\n

                                                                                    Looking at the services you offer in a holistic way, would lead to identifying different teams. Some of the usual suspects are testing, development, production support, L3 support, Operations, Business Development. When you look at the value added to the customer, there is value added in every stage. However, by looking at the number of handovers from one team to the other, there is waste added inadvertently.<\/p>\n\n\n\n

                                                                                    \n

                                                                                    Local optimization leading to global sub-optimal performance<\/em><\/p>\n<\/blockquote>\n\n\n\n

                                                                                    For instance, one of the organizations I had coached, created self-contained teams based on the user journeys \u2013 customer acquisition, market research, loyalty \/retention, market operations. Each of the teams included cross-functional team members having the technology, analytics, product vision all in the same unit.<\/p>\n\n\n\n

                                                                                    This kind of product driven agility avoids the long tail syndrome, silo-ed organizations and waste reduction.<\/p>\n\n\n\n

                                                                                    Empowered organization<\/strong><\/h3>\n\n\n\n

                                                                                    Empowerment of agile teams doesn\u2019t stop at creating the goals and letting them complete it. While the easiest way is to imagine an enterprise of scrum teams as teams working together, an empowering organization is one that has a strong leadership to help create multiple empowered organizations.<\/p>\n\n\n\n

                                                                                    \"\"<\/figure>\n\n\n\n

                                                                                    Self-organized teams while looks very cool on paper, it\u2019s hard to implement when our jobs are at stake. You can almost imagine the leaders' hands holding everyone together to act as a safety net.<\/p>\n\n\n\n

                                                                                    \"\"<\/figure>\n\n\n\n

                                                                                    Empowerment, at times, is confused with the abdication of responsibility by the leaders. When that happens,  teams take decisions not necessarily aligned to the leaders\u2019 vision. This leads to the assumption that the teams are not necessarily making the most of the empowerment they have been given. Hence as a leader, while enabling empowered teams, the working agreement should be very clearly laid out by the leader on the goals for the team.<\/p>\n\n\n\n

                                                                                    This not only keeps the teams focused, but also motivates them in making decisions that matter.<\/p>\n\n\n\n

                                                                                    While there are multiple scaling agile practices present, this is one area that is not given enough impetus.<\/p>\n\n\n\n

                                                                                    Empathy Driven Tools<\/strong><\/h3>\n\n\n\n

                                                                                    There is a disruption in user behaviour and how and when they use certain services. For example, in Chennai, academic-oriented kids always used to go to tuition starting from 8th<\/sup> grade to improve their competitiveness in acing the exams. This was a given for the previous generation. Now there are two shifts happening. More kids want to explore non-sciences background such as art direction, macroeconomics and the others that continue their journey towards an engineering or technical line are moving away from the only classroom driven training towards Baijus.com, ahaguru.com, Khan Academy, drama schools. These are clear disruptions and only when you understand the roles and goals of the personas, would you as a leader be able to understand what type of solutions that you should invest in.<\/p>\n\n\n\n

                                                                                    To understand more about empathy driven tools \u2013 watch the design thinking webinar<\/a> or this blog link<\/a><\/p>\n\n\n\n

                                                                                    Agile Product Budgeting<\/strong><\/h3>\n\n\n\n

                                                                                    Empowered teams need to be followed by a change in the way finances are governed. When we look at Scaled Agile Framework (SAFe) it advocates a full-blown Train based budgeting. While that\u2019s definitely one way to go, another way to look at budgeting is to create a budget for a product to see the level of investments required in the 1-3 year horizon and budget for the entire business unit (or in Spotify terminology \u2013 Tribe).<\/p>\n\n\n\n

                                                                                    While the traditional model was to keep the budgets directed to specific projects to avoid overrun, this defeats the purpose of fully agile teams. When we expect architecture to be emerging, the same should be expected in the budgets. Are PMO functions adept at letting control to the teams and only enabling them with the required capabilities?<\/p>\n\n\n\n

                                                                                    An organization that I am consulting has truly started their digital transformation with the creation of empowered teams, agile product model and agile product budgeting with leadership providing a vision of where they want to go.<\/p>\n\n\n\n

                                                                                    While it\u2019s great to think that when I have agile teams, my problems should be resolved magically, it is similar to the thought that once I have laid out the foundation, my house is done! Your work has just started to take the next steps towards agility.<\/span><\/p>\n","post_title":"The First Six Steps in an Agility journey","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"first-six-steps-agility-journey","to_ping":"","pinged":"","post_modified":"2024-10-04 08:45:15","post_modified_gmt":"2024-10-04 03:15:15","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=10131","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":10133,"post_author":"11","post_date":"2018-04-24 10:44:49","post_date_gmt":"2018-04-24 05:14:49","post_content":"\n

                                                                                    Manas has been a scrum master for the team for a year now.  His team is working on a product targeted towards retail taxpayers. The recent sprint review gave a boost of confidence to the team. There was a distinct feeling from the team that they have truly reached Tuchman\u2019s performing stage.<\/p>\n\n\n\n

                                                                                    They had streamlined their communication with the stakeholders\u2019 modelled towards having a clear understanding of expectation. The recurring area of concern seems to be the ability for the CI\/CD pipeline to be completely clear. For that Manas had worked with the team to create a set of stories. Further, he's got a buy-in from the stakeholders and the product owner had planned to prioritize the same. He had a sense of satisfaction of reaching the team to a high maturity stage. Now Manas was wondering, what next?<\/p>\n\n\n\n

                                                                                    What will you do in Manas's shoes?<\/h6>\n\n\n\n

                                                                                    Is it a matter of going to the next project by helping one of the team members to become a scrum master? Or is there an opportunity for him to create the next path of evolution for his product as a product owner? Or become an agile coach?<\/p>\n\n\n\n

                                                                                    Suggested Solution:<\/strong><\/p>\n\n\n\n

                                                                                    My colleague has dealt this subject in a complete blog and this is a very good read prior to going through the challenge. It is here (https:\/\/pm-powerconsulting.com\/blog\/after-scrum-master-what\/<\/a>)<\/p>\n\n\n\n

                                                                                    Some of the options that Manas is evaluating are becoming a scrum master for a different team and progress horizontally to more deepened experience in the same domain. And there is also some level of interest Manas was having looking at his agile coach. When he asked himself whether being a player or a coach would excite him. It became very clear based on the past reflections that he want to continue to be a player. A technique of learning what excites you, is part of being mindful in your daily life.<\/p>\n\n\n\n

                                                                                    Then Manas narrowed down to become a Product Owner for the same team or a Scrum master with a promise of becoming a Release train engineer when the product expands the vision. Again this is a fork in front with evolution or progression to a more complex role.<\/p>\n\n\n\n

                                                                                    For a Product Owner, he needed to add skills around core agile product skills, improved communication, deeper market understanding and negotiation skills.<\/p>\n\n\n\n

                                                                                    For a Scrum master to setup the team, he needed team building skills, release planning and personally ready to accept ambiguity.<\/p>\n\n\n\n

                                                                                    Manas noted these traits that were required in the \"Needed\" column and his strengths in the \"Available\" column for each role. With these written out the next he did was a 5 year goal or what would his role model do (happens to be Steve Jobs). Manas decided to pursue being a Product Owner as a strong product manager.<\/p>\n\n\n\n

                                                                                    Some of the tips of the trade that Manas employed<\/p>\n\n\n\n

                                                                                      \n
                                                                                    1. Understand all the options in front of you<\/li>\n\n\n\n
                                                                                    2. Eliminate those that are aligned to you as a person<\/li>\n\n\n\n
                                                                                    3. Create a skills matrix for the new role under \"Needed\" and \"Available\" column<\/li>\n\n\n\n
                                                                                    4. If the skills required in the Needed are not possible in the near term(include personal constraints too), eliminate them.<\/li>\n\n\n\n
                                                                                    5. Find your true north on what you dream of doing<\/li>\n<\/ol>\n\n\n\n

                                                                                      Voila - You have a choice<\/p>\n","post_title":"CHOW #100 - Career progression or evolution - What next?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-100-career-progression-or-evolution","to_ping":"","pinged":"\nhttps:\/\/pm-powerconsulting.com\/blog\/after-scrum-master-what\/","post_modified":"2024-04-06 15:45:26","post_modified_gmt":"2024-04-06 15:45:26","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=10133","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":2},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

                                                                                      \n
                                                                                    6. Disrupt the existing revenue generator or new geographies<\/li>\n<\/ul>\n\n\n\n

                                                                                      Ability to succinctly convey your goals in an elevator is considered as a key leadership trait. While the first response could be all of them are goals, great leaders need to resist that temptation. It would make it practical and realistic when you prioritise the goals and then look at different possible next steps. Think of this as a set of tools. Not every problem needs a hammer. One should explore possible models in mind before you try going in one path.<\/p>\n\n\n\n

                                                                                      Think Lean Management<\/strong><\/h3>\n\n\n\n

                                                                                      Six Sigma and ITIL were toolkits for understanding whether there is consistency in what is being delivered.<\/p>\n\n\n\n

                                                                                      Those models are changing towards creating a holistic answer to the question \u2018Are you doing the right thing?\u2019 and then looking at how do we do it right. For example, instead of considering metrics as something to be measured to ensure that SLAs are met, pondered and looked at, find ways to move towards the speed in which a problem is getting resolved. Using DevOps and Value stream realization is a way to find the waste generated in the whole lifecycle and using DevOps approaches to automate it.<\/p>\n\n\n\n

                                                                                      \"\"<\/figure>\n\n\n\n

                                                                                      Continuous improvement cycles (a.k.a retrospective) are at the heart of agility. And taking this simple model from the customer point of view and drawing out areas that need trimming has yielded the highest benefit at a lower cost. This has worked for an organization that I was consulting earlier.<\/p>\n\n\n\n

                                                                                      Agile Product Model<\/strong><\/h3>\n\n\n\n

                                                                                      Looking at the services you offer in a holistic way, would lead to identifying different teams. Some of the usual suspects are testing, development, production support, L3 support, Operations, Business Development. When you look at the value added to the customer, there is value added in every stage. However, by looking at the number of handovers from one team to the other, there is waste added inadvertently.<\/p>\n\n\n\n

                                                                                      \n

                                                                                      Local optimization leading to global sub-optimal performance<\/em><\/p>\n<\/blockquote>\n\n\n\n

                                                                                      For instance, one of the organizations I had coached, created self-contained teams based on the user journeys \u2013 customer acquisition, market research, loyalty \/retention, market operations. Each of the teams included cross-functional team members having the technology, analytics, product vision all in the same unit.<\/p>\n\n\n\n

                                                                                      This kind of product driven agility avoids the long tail syndrome, silo-ed organizations and waste reduction.<\/p>\n\n\n\n

                                                                                      Empowered organization<\/strong><\/h3>\n\n\n\n

                                                                                      Empowerment of agile teams doesn\u2019t stop at creating the goals and letting them complete it. While the easiest way is to imagine an enterprise of scrum teams as teams working together, an empowering organization is one that has a strong leadership to help create multiple empowered organizations.<\/p>\n\n\n\n

                                                                                      \"\"<\/figure>\n\n\n\n

                                                                                      Self-organized teams while looks very cool on paper, it\u2019s hard to implement when our jobs are at stake. You can almost imagine the leaders' hands holding everyone together to act as a safety net.<\/p>\n\n\n\n

                                                                                      \"\"<\/figure>\n\n\n\n

                                                                                      Empowerment, at times, is confused with the abdication of responsibility by the leaders. When that happens,  teams take decisions not necessarily aligned to the leaders\u2019 vision. This leads to the assumption that the teams are not necessarily making the most of the empowerment they have been given. Hence as a leader, while enabling empowered teams, the working agreement should be very clearly laid out by the leader on the goals for the team.<\/p>\n\n\n\n

                                                                                      This not only keeps the teams focused, but also motivates them in making decisions that matter.<\/p>\n\n\n\n

                                                                                      While there are multiple scaling agile practices present, this is one area that is not given enough impetus.<\/p>\n\n\n\n

                                                                                      Empathy Driven Tools<\/strong><\/h3>\n\n\n\n

                                                                                      There is a disruption in user behaviour and how and when they use certain services. For example, in Chennai, academic-oriented kids always used to go to tuition starting from 8th<\/sup> grade to improve their competitiveness in acing the exams. This was a given for the previous generation. Now there are two shifts happening. More kids want to explore non-sciences background such as art direction, macroeconomics and the others that continue their journey towards an engineering or technical line are moving away from the only classroom driven training towards Baijus.com, ahaguru.com, Khan Academy, drama schools. These are clear disruptions and only when you understand the roles and goals of the personas, would you as a leader be able to understand what type of solutions that you should invest in.<\/p>\n\n\n\n

                                                                                      To understand more about empathy driven tools \u2013 watch the design thinking webinar<\/a> or this blog link<\/a><\/p>\n\n\n\n

                                                                                      Agile Product Budgeting<\/strong><\/h3>\n\n\n\n

                                                                                      Empowered teams need to be followed by a change in the way finances are governed. When we look at Scaled Agile Framework (SAFe) it advocates a full-blown Train based budgeting. While that\u2019s definitely one way to go, another way to look at budgeting is to create a budget for a product to see the level of investments required in the 1-3 year horizon and budget for the entire business unit (or in Spotify terminology \u2013 Tribe).<\/p>\n\n\n\n

                                                                                      While the traditional model was to keep the budgets directed to specific projects to avoid overrun, this defeats the purpose of fully agile teams. When we expect architecture to be emerging, the same should be expected in the budgets. Are PMO functions adept at letting control to the teams and only enabling them with the required capabilities?<\/p>\n\n\n\n

                                                                                      An organization that I am consulting has truly started their digital transformation with the creation of empowered teams, agile product model and agile product budgeting with leadership providing a vision of where they want to go.<\/p>\n\n\n\n

                                                                                      While it\u2019s great to think that when I have agile teams, my problems should be resolved magically, it is similar to the thought that once I have laid out the foundation, my house is done! Your work has just started to take the next steps towards agility.<\/span><\/p>\n","post_title":"The First Six Steps in an Agility journey","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"first-six-steps-agility-journey","to_ping":"","pinged":"","post_modified":"2024-10-04 08:45:15","post_modified_gmt":"2024-10-04 03:15:15","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=10131","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":10133,"post_author":"11","post_date":"2018-04-24 10:44:49","post_date_gmt":"2018-04-24 05:14:49","post_content":"\n

                                                                                      Manas has been a scrum master for the team for a year now.  His team is working on a product targeted towards retail taxpayers. The recent sprint review gave a boost of confidence to the team. There was a distinct feeling from the team that they have truly reached Tuchman\u2019s performing stage.<\/p>\n\n\n\n

                                                                                      They had streamlined their communication with the stakeholders\u2019 modelled towards having a clear understanding of expectation. The recurring area of concern seems to be the ability for the CI\/CD pipeline to be completely clear. For that Manas had worked with the team to create a set of stories. Further, he's got a buy-in from the stakeholders and the product owner had planned to prioritize the same. He had a sense of satisfaction of reaching the team to a high maturity stage. Now Manas was wondering, what next?<\/p>\n\n\n\n

                                                                                      What will you do in Manas's shoes?<\/h6>\n\n\n\n

                                                                                      Is it a matter of going to the next project by helping one of the team members to become a scrum master? Or is there an opportunity for him to create the next path of evolution for his product as a product owner? Or become an agile coach?<\/p>\n\n\n\n

                                                                                      Suggested Solution:<\/strong><\/p>\n\n\n\n

                                                                                      My colleague has dealt this subject in a complete blog and this is a very good read prior to going through the challenge. It is here (https:\/\/pm-powerconsulting.com\/blog\/after-scrum-master-what\/<\/a>)<\/p>\n\n\n\n

                                                                                      Some of the options that Manas is evaluating are becoming a scrum master for a different team and progress horizontally to more deepened experience in the same domain. And there is also some level of interest Manas was having looking at his agile coach. When he asked himself whether being a player or a coach would excite him. It became very clear based on the past reflections that he want to continue to be a player. A technique of learning what excites you, is part of being mindful in your daily life.<\/p>\n\n\n\n

                                                                                      Then Manas narrowed down to become a Product Owner for the same team or a Scrum master with a promise of becoming a Release train engineer when the product expands the vision. Again this is a fork in front with evolution or progression to a more complex role.<\/p>\n\n\n\n

                                                                                      For a Product Owner, he needed to add skills around core agile product skills, improved communication, deeper market understanding and negotiation skills.<\/p>\n\n\n\n

                                                                                      For a Scrum master to setup the team, he needed team building skills, release planning and personally ready to accept ambiguity.<\/p>\n\n\n\n

                                                                                      Manas noted these traits that were required in the \"Needed\" column and his strengths in the \"Available\" column for each role. With these written out the next he did was a 5 year goal or what would his role model do (happens to be Steve Jobs). Manas decided to pursue being a Product Owner as a strong product manager.<\/p>\n\n\n\n

                                                                                      Some of the tips of the trade that Manas employed<\/p>\n\n\n\n

                                                                                        \n
                                                                                      1. Understand all the options in front of you<\/li>\n\n\n\n
                                                                                      2. Eliminate those that are aligned to you as a person<\/li>\n\n\n\n
                                                                                      3. Create a skills matrix for the new role under \"Needed\" and \"Available\" column<\/li>\n\n\n\n
                                                                                      4. If the skills required in the Needed are not possible in the near term(include personal constraints too), eliminate them.<\/li>\n\n\n\n
                                                                                      5. Find your true north on what you dream of doing<\/li>\n<\/ol>\n\n\n\n

                                                                                        Voila - You have a choice<\/p>\n","post_title":"CHOW #100 - Career progression or evolution - What next?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-100-career-progression-or-evolution","to_ping":"","pinged":"\nhttps:\/\/pm-powerconsulting.com\/blog\/after-scrum-master-what\/","post_modified":"2024-04-06 15:45:26","post_modified_gmt":"2024-04-06 15:45:26","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=10133","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":2},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

                                                                                        \n
                                                                                      6. Reduce the cost of technology or overall service<\/li>\n\n\n\n
                                                                                      7. Disrupt the existing revenue generator or new geographies<\/li>\n<\/ul>\n\n\n\n

                                                                                        Ability to succinctly convey your goals in an elevator is considered as a key leadership trait. While the first response could be all of them are goals, great leaders need to resist that temptation. It would make it practical and realistic when you prioritise the goals and then look at different possible next steps. Think of this as a set of tools. Not every problem needs a hammer. One should explore possible models in mind before you try going in one path.<\/p>\n\n\n\n

                                                                                        Think Lean Management<\/strong><\/h3>\n\n\n\n

                                                                                        Six Sigma and ITIL were toolkits for understanding whether there is consistency in what is being delivered.<\/p>\n\n\n\n

                                                                                        Those models are changing towards creating a holistic answer to the question \u2018Are you doing the right thing?\u2019 and then looking at how do we do it right. For example, instead of considering metrics as something to be measured to ensure that SLAs are met, pondered and looked at, find ways to move towards the speed in which a problem is getting resolved. Using DevOps and Value stream realization is a way to find the waste generated in the whole lifecycle and using DevOps approaches to automate it.<\/p>\n\n\n\n

                                                                                        \"\"<\/figure>\n\n\n\n

                                                                                        Continuous improvement cycles (a.k.a retrospective) are at the heart of agility. And taking this simple model from the customer point of view and drawing out areas that need trimming has yielded the highest benefit at a lower cost. This has worked for an organization that I was consulting earlier.<\/p>\n\n\n\n

                                                                                        Agile Product Model<\/strong><\/h3>\n\n\n\n

                                                                                        Looking at the services you offer in a holistic way, would lead to identifying different teams. Some of the usual suspects are testing, development, production support, L3 support, Operations, Business Development. When you look at the value added to the customer, there is value added in every stage. However, by looking at the number of handovers from one team to the other, there is waste added inadvertently.<\/p>\n\n\n\n

                                                                                        \n

                                                                                        Local optimization leading to global sub-optimal performance<\/em><\/p>\n<\/blockquote>\n\n\n\n

                                                                                        For instance, one of the organizations I had coached, created self-contained teams based on the user journeys \u2013 customer acquisition, market research, loyalty \/retention, market operations. Each of the teams included cross-functional team members having the technology, analytics, product vision all in the same unit.<\/p>\n\n\n\n

                                                                                        This kind of product driven agility avoids the long tail syndrome, silo-ed organizations and waste reduction.<\/p>\n\n\n\n

                                                                                        Empowered organization<\/strong><\/h3>\n\n\n\n

                                                                                        Empowerment of agile teams doesn\u2019t stop at creating the goals and letting them complete it. While the easiest way is to imagine an enterprise of scrum teams as teams working together, an empowering organization is one that has a strong leadership to help create multiple empowered organizations.<\/p>\n\n\n\n

                                                                                        \"\"<\/figure>\n\n\n\n

                                                                                        Self-organized teams while looks very cool on paper, it\u2019s hard to implement when our jobs are at stake. You can almost imagine the leaders' hands holding everyone together to act as a safety net.<\/p>\n\n\n\n

                                                                                        \"\"<\/figure>\n\n\n\n

                                                                                        Empowerment, at times, is confused with the abdication of responsibility by the leaders. When that happens,  teams take decisions not necessarily aligned to the leaders\u2019 vision. This leads to the assumption that the teams are not necessarily making the most of the empowerment they have been given. Hence as a leader, while enabling empowered teams, the working agreement should be very clearly laid out by the leader on the goals for the team.<\/p>\n\n\n\n

                                                                                        This not only keeps the teams focused, but also motivates them in making decisions that matter.<\/p>\n\n\n\n

                                                                                        While there are multiple scaling agile practices present, this is one area that is not given enough impetus.<\/p>\n\n\n\n

                                                                                        Empathy Driven Tools<\/strong><\/h3>\n\n\n\n

                                                                                        There is a disruption in user behaviour and how and when they use certain services. For example, in Chennai, academic-oriented kids always used to go to tuition starting from 8th<\/sup> grade to improve their competitiveness in acing the exams. This was a given for the previous generation. Now there are two shifts happening. More kids want to explore non-sciences background such as art direction, macroeconomics and the others that continue their journey towards an engineering or technical line are moving away from the only classroom driven training towards Baijus.com, ahaguru.com, Khan Academy, drama schools. These are clear disruptions and only when you understand the roles and goals of the personas, would you as a leader be able to understand what type of solutions that you should invest in.<\/p>\n\n\n\n

                                                                                        To understand more about empathy driven tools \u2013 watch the design thinking webinar<\/a> or this blog link<\/a><\/p>\n\n\n\n

                                                                                        Agile Product Budgeting<\/strong><\/h3>\n\n\n\n

                                                                                        Empowered teams need to be followed by a change in the way finances are governed. When we look at Scaled Agile Framework (SAFe) it advocates a full-blown Train based budgeting. While that\u2019s definitely one way to go, another way to look at budgeting is to create a budget for a product to see the level of investments required in the 1-3 year horizon and budget for the entire business unit (or in Spotify terminology \u2013 Tribe).<\/p>\n\n\n\n

                                                                                        While the traditional model was to keep the budgets directed to specific projects to avoid overrun, this defeats the purpose of fully agile teams. When we expect architecture to be emerging, the same should be expected in the budgets. Are PMO functions adept at letting control to the teams and only enabling them with the required capabilities?<\/p>\n\n\n\n

                                                                                        An organization that I am consulting has truly started their digital transformation with the creation of empowered teams, agile product model and agile product budgeting with leadership providing a vision of where they want to go.<\/p>\n\n\n\n

                                                                                        While it\u2019s great to think that when I have agile teams, my problems should be resolved magically, it is similar to the thought that once I have laid out the foundation, my house is done! Your work has just started to take the next steps towards agility.<\/span><\/p>\n","post_title":"The First Six Steps in an Agility journey","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"first-six-steps-agility-journey","to_ping":"","pinged":"","post_modified":"2024-10-04 08:45:15","post_modified_gmt":"2024-10-04 03:15:15","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=10131","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":10133,"post_author":"11","post_date":"2018-04-24 10:44:49","post_date_gmt":"2018-04-24 05:14:49","post_content":"\n

                                                                                        Manas has been a scrum master for the team for a year now.  His team is working on a product targeted towards retail taxpayers. The recent sprint review gave a boost of confidence to the team. There was a distinct feeling from the team that they have truly reached Tuchman\u2019s performing stage.<\/p>\n\n\n\n

                                                                                        They had streamlined their communication with the stakeholders\u2019 modelled towards having a clear understanding of expectation. The recurring area of concern seems to be the ability for the CI\/CD pipeline to be completely clear. For that Manas had worked with the team to create a set of stories. Further, he's got a buy-in from the stakeholders and the product owner had planned to prioritize the same. He had a sense of satisfaction of reaching the team to a high maturity stage. Now Manas was wondering, what next?<\/p>\n\n\n\n

                                                                                        What will you do in Manas's shoes?<\/h6>\n\n\n\n

                                                                                        Is it a matter of going to the next project by helping one of the team members to become a scrum master? Or is there an opportunity for him to create the next path of evolution for his product as a product owner? Or become an agile coach?<\/p>\n\n\n\n

                                                                                        Suggested Solution:<\/strong><\/p>\n\n\n\n

                                                                                        My colleague has dealt this subject in a complete blog and this is a very good read prior to going through the challenge. It is here (https:\/\/pm-powerconsulting.com\/blog\/after-scrum-master-what\/<\/a>)<\/p>\n\n\n\n

                                                                                        Some of the options that Manas is evaluating are becoming a scrum master for a different team and progress horizontally to more deepened experience in the same domain. And there is also some level of interest Manas was having looking at his agile coach. When he asked himself whether being a player or a coach would excite him. It became very clear based on the past reflections that he want to continue to be a player. A technique of learning what excites you, is part of being mindful in your daily life.<\/p>\n\n\n\n

                                                                                        Then Manas narrowed down to become a Product Owner for the same team or a Scrum master with a promise of becoming a Release train engineer when the product expands the vision. Again this is a fork in front with evolution or progression to a more complex role.<\/p>\n\n\n\n

                                                                                        For a Product Owner, he needed to add skills around core agile product skills, improved communication, deeper market understanding and negotiation skills.<\/p>\n\n\n\n

                                                                                        For a Scrum master to setup the team, he needed team building skills, release planning and personally ready to accept ambiguity.<\/p>\n\n\n\n

                                                                                        Manas noted these traits that were required in the \"Needed\" column and his strengths in the \"Available\" column for each role. With these written out the next he did was a 5 year goal or what would his role model do (happens to be Steve Jobs). Manas decided to pursue being a Product Owner as a strong product manager.<\/p>\n\n\n\n

                                                                                        Some of the tips of the trade that Manas employed<\/p>\n\n\n\n

                                                                                          \n
                                                                                        1. Understand all the options in front of you<\/li>\n\n\n\n
                                                                                        2. Eliminate those that are aligned to you as a person<\/li>\n\n\n\n
                                                                                        3. Create a skills matrix for the new role under \"Needed\" and \"Available\" column<\/li>\n\n\n\n
                                                                                        4. If the skills required in the Needed are not possible in the near term(include personal constraints too), eliminate them.<\/li>\n\n\n\n
                                                                                        5. Find your true north on what you dream of doing<\/li>\n<\/ol>\n\n\n\n

                                                                                          Voila - You have a choice<\/p>\n","post_title":"CHOW #100 - Career progression or evolution - What next?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-100-career-progression-or-evolution","to_ping":"","pinged":"\nhttps:\/\/pm-powerconsulting.com\/blog\/after-scrum-master-what\/","post_modified":"2024-04-06 15:45:26","post_modified_gmt":"2024-04-06 15:45:26","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=10133","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":2},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

                                                                                          \n
                                                                                        6. Increase Revenue by increasing customer segments or customer wallet<\/li>\n\n\n\n
                                                                                        7. Reduce the cost of technology or overall service<\/li>\n\n\n\n
                                                                                        8. Disrupt the existing revenue generator or new geographies<\/li>\n<\/ul>\n\n\n\n

                                                                                          Ability to succinctly convey your goals in an elevator is considered as a key leadership trait. While the first response could be all of them are goals, great leaders need to resist that temptation. It would make it practical and realistic when you prioritise the goals and then look at different possible next steps. Think of this as a set of tools. Not every problem needs a hammer. One should explore possible models in mind before you try going in one path.<\/p>\n\n\n\n

                                                                                          Think Lean Management<\/strong><\/h3>\n\n\n\n

                                                                                          Six Sigma and ITIL were toolkits for understanding whether there is consistency in what is being delivered.<\/p>\n\n\n\n

                                                                                          Those models are changing towards creating a holistic answer to the question \u2018Are you doing the right thing?\u2019 and then looking at how do we do it right. For example, instead of considering metrics as something to be measured to ensure that SLAs are met, pondered and looked at, find ways to move towards the speed in which a problem is getting resolved. Using DevOps and Value stream realization is a way to find the waste generated in the whole lifecycle and using DevOps approaches to automate it.<\/p>\n\n\n\n

                                                                                          \"\"<\/figure>\n\n\n\n

                                                                                          Continuous improvement cycles (a.k.a retrospective) are at the heart of agility. And taking this simple model from the customer point of view and drawing out areas that need trimming has yielded the highest benefit at a lower cost. This has worked for an organization that I was consulting earlier.<\/p>\n\n\n\n

                                                                                          Agile Product Model<\/strong><\/h3>\n\n\n\n

                                                                                          Looking at the services you offer in a holistic way, would lead to identifying different teams. Some of the usual suspects are testing, development, production support, L3 support, Operations, Business Development. When you look at the value added to the customer, there is value added in every stage. However, by looking at the number of handovers from one team to the other, there is waste added inadvertently.<\/p>\n\n\n\n

                                                                                          \n

                                                                                          Local optimization leading to global sub-optimal performance<\/em><\/p>\n<\/blockquote>\n\n\n\n

                                                                                          For instance, one of the organizations I had coached, created self-contained teams based on the user journeys \u2013 customer acquisition, market research, loyalty \/retention, market operations. Each of the teams included cross-functional team members having the technology, analytics, product vision all in the same unit.<\/p>\n\n\n\n

                                                                                          This kind of product driven agility avoids the long tail syndrome, silo-ed organizations and waste reduction.<\/p>\n\n\n\n

                                                                                          Empowered organization<\/strong><\/h3>\n\n\n\n

                                                                                          Empowerment of agile teams doesn\u2019t stop at creating the goals and letting them complete it. While the easiest way is to imagine an enterprise of scrum teams as teams working together, an empowering organization is one that has a strong leadership to help create multiple empowered organizations.<\/p>\n\n\n\n

                                                                                          \"\"<\/figure>\n\n\n\n

                                                                                          Self-organized teams while looks very cool on paper, it\u2019s hard to implement when our jobs are at stake. You can almost imagine the leaders' hands holding everyone together to act as a safety net.<\/p>\n\n\n\n

                                                                                          \"\"<\/figure>\n\n\n\n

                                                                                          Empowerment, at times, is confused with the abdication of responsibility by the leaders. When that happens,  teams take decisions not necessarily aligned to the leaders\u2019 vision. This leads to the assumption that the teams are not necessarily making the most of the empowerment they have been given. Hence as a leader, while enabling empowered teams, the working agreement should be very clearly laid out by the leader on the goals for the team.<\/p>\n\n\n\n

                                                                                          This not only keeps the teams focused, but also motivates them in making decisions that matter.<\/p>\n\n\n\n

                                                                                          While there are multiple scaling agile practices present, this is one area that is not given enough impetus.<\/p>\n\n\n\n

                                                                                          Empathy Driven Tools<\/strong><\/h3>\n\n\n\n

                                                                                          There is a disruption in user behaviour and how and when they use certain services. For example, in Chennai, academic-oriented kids always used to go to tuition starting from 8th<\/sup> grade to improve their competitiveness in acing the exams. This was a given for the previous generation. Now there are two shifts happening. More kids want to explore non-sciences background such as art direction, macroeconomics and the others that continue their journey towards an engineering or technical line are moving away from the only classroom driven training towards Baijus.com, ahaguru.com, Khan Academy, drama schools. These are clear disruptions and only when you understand the roles and goals of the personas, would you as a leader be able to understand what type of solutions that you should invest in.<\/p>\n\n\n\n

                                                                                          To understand more about empathy driven tools \u2013 watch the design thinking webinar<\/a> or this blog link<\/a><\/p>\n\n\n\n

                                                                                          Agile Product Budgeting<\/strong><\/h3>\n\n\n\n

                                                                                          Empowered teams need to be followed by a change in the way finances are governed. When we look at Scaled Agile Framework (SAFe) it advocates a full-blown Train based budgeting. While that\u2019s definitely one way to go, another way to look at budgeting is to create a budget for a product to see the level of investments required in the 1-3 year horizon and budget for the entire business unit (or in Spotify terminology \u2013 Tribe).<\/p>\n\n\n\n

                                                                                          While the traditional model was to keep the budgets directed to specific projects to avoid overrun, this defeats the purpose of fully agile teams. When we expect architecture to be emerging, the same should be expected in the budgets. Are PMO functions adept at letting control to the teams and only enabling them with the required capabilities?<\/p>\n\n\n\n

                                                                                          An organization that I am consulting has truly started their digital transformation with the creation of empowered teams, agile product model and agile product budgeting with leadership providing a vision of where they want to go.<\/p>\n\n\n\n

                                                                                          While it\u2019s great to think that when I have agile teams, my problems should be resolved magically, it is similar to the thought that once I have laid out the foundation, my house is done! Your work has just started to take the next steps towards agility.<\/span><\/p>\n","post_title":"The First Six Steps in an Agility journey","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"first-six-steps-agility-journey","to_ping":"","pinged":"","post_modified":"2024-10-04 08:45:15","post_modified_gmt":"2024-10-04 03:15:15","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=10131","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":10133,"post_author":"11","post_date":"2018-04-24 10:44:49","post_date_gmt":"2018-04-24 05:14:49","post_content":"\n

                                                                                          Manas has been a scrum master for the team for a year now.  His team is working on a product targeted towards retail taxpayers. The recent sprint review gave a boost of confidence to the team. There was a distinct feeling from the team that they have truly reached Tuchman\u2019s performing stage.<\/p>\n\n\n\n

                                                                                          They had streamlined their communication with the stakeholders\u2019 modelled towards having a clear understanding of expectation. The recurring area of concern seems to be the ability for the CI\/CD pipeline to be completely clear. For that Manas had worked with the team to create a set of stories. Further, he's got a buy-in from the stakeholders and the product owner had planned to prioritize the same. He had a sense of satisfaction of reaching the team to a high maturity stage. Now Manas was wondering, what next?<\/p>\n\n\n\n

                                                                                          What will you do in Manas's shoes?<\/h6>\n\n\n\n

                                                                                          Is it a matter of going to the next project by helping one of the team members to become a scrum master? Or is there an opportunity for him to create the next path of evolution for his product as a product owner? Or become an agile coach?<\/p>\n\n\n\n

                                                                                          Suggested Solution:<\/strong><\/p>\n\n\n\n

                                                                                          My colleague has dealt this subject in a complete blog and this is a very good read prior to going through the challenge. It is here (https:\/\/pm-powerconsulting.com\/blog\/after-scrum-master-what\/<\/a>)<\/p>\n\n\n\n

                                                                                          Some of the options that Manas is evaluating are becoming a scrum master for a different team and progress horizontally to more deepened experience in the same domain. And there is also some level of interest Manas was having looking at his agile coach. When he asked himself whether being a player or a coach would excite him. It became very clear based on the past reflections that he want to continue to be a player. A technique of learning what excites you, is part of being mindful in your daily life.<\/p>\n\n\n\n

                                                                                          Then Manas narrowed down to become a Product Owner for the same team or a Scrum master with a promise of becoming a Release train engineer when the product expands the vision. Again this is a fork in front with evolution or progression to a more complex role.<\/p>\n\n\n\n

                                                                                          For a Product Owner, he needed to add skills around core agile product skills, improved communication, deeper market understanding and negotiation skills.<\/p>\n\n\n\n

                                                                                          For a Scrum master to setup the team, he needed team building skills, release planning and personally ready to accept ambiguity.<\/p>\n\n\n\n

                                                                                          Manas noted these traits that were required in the \"Needed\" column and his strengths in the \"Available\" column for each role. With these written out the next he did was a 5 year goal or what would his role model do (happens to be Steve Jobs). Manas decided to pursue being a Product Owner as a strong product manager.<\/p>\n\n\n\n

                                                                                          Some of the tips of the trade that Manas employed<\/p>\n\n\n\n

                                                                                            \n
                                                                                          1. Understand all the options in front of you<\/li>\n\n\n\n
                                                                                          2. Eliminate those that are aligned to you as a person<\/li>\n\n\n\n
                                                                                          3. Create a skills matrix for the new role under \"Needed\" and \"Available\" column<\/li>\n\n\n\n
                                                                                          4. If the skills required in the Needed are not possible in the near term(include personal constraints too), eliminate them.<\/li>\n\n\n\n
                                                                                          5. Find your true north on what you dream of doing<\/li>\n<\/ol>\n\n\n\n

                                                                                            Voila - You have a choice<\/p>\n","post_title":"CHOW #100 - Career progression or evolution - What next?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-100-career-progression-or-evolution","to_ping":"","pinged":"\nhttps:\/\/pm-powerconsulting.com\/blog\/after-scrum-master-what\/","post_modified":"2024-04-06 15:45:26","post_modified_gmt":"2024-04-06 15:45:26","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=10133","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":2},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

                                                                                            \n