Shiv Sivaguru

What has been your approach and experience with identifying or playing roles vis-\u00e0-vis titles?<\/p>\n\n\n\n

I am eager to know<\/p>\n","post_title":"Role and Title \u2013 what is the difference?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"role-and-title-what-is-the-difference","to_ping":"","pinged":"","post_modified":"2024-01-29 11:36:36","post_modified_gmt":"2024-01-29 11:36:36","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19138","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

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To help individuals play roles effectively, role based mentoring and coaching may be considered<\/li>\n<\/ul>\n\n\n\n

What has been your approach and experience with identifying or playing roles vis-\u00e0-vis titles?<\/p>\n\n\n\n

Page 1 of 7 1 2 … 7 Next

A role, which may or may not be explicitly articulated, determines the contributions and influence on the outputs or outcomes [when extended beyond the development team]. An individual might play multiple roles in the context of a team and, sometimes, different roles in different teams \u2013 in parallel<\/li>\n\n\n\n

To help individuals play roles effectively, role based mentoring and coaching may be considered<\/li>\n<\/ul>\n\n\n\n

What has been your approach and experience with identifying or playing roles vis-\u00e0-vis titles?<\/p>\n\n\n\n

Page 1 of 7 1 2 … 7 Next

A title is more representative of the position in an organization structure and would have some associated expectations in terms of the areas of contribution. May also be known as a designation or rank. Typically, an individual will have only one title at a time<\/li>\n\n\n\n

To help individuals play roles effectively, role based mentoring and coaching may be considered<\/li>\n<\/ul>\n\n\n\n

What has been your approach and experience with identifying or playing roles vis-\u00e0-vis titles?<\/p>\n\n\n\n

Page 1 of 7 1 2 … 7 Next

A title is more representative of the position in an organization structure and would have some associated expectations in terms of the areas of contribution. May also be known as a designation or rank. Typically, an individual will have only one title at a time<\/li>\n\n\n\n
A role, which may or may not be explicitly articulated, determines the contributions and influence on the outputs or outcomes [when extended beyond the development team]. An individual might play multiple roles in the context of a team and, sometimes, different roles in different teams \u2013 in parallel<\/li>\n\n\n\n
To help individuals play roles effectively, role based mentoring and coaching may be considered<\/li>\n<\/ul>\n\n\n\n
What has been your approach and experience with identifying or playing roles vis-\u00e0-vis titles?<\/p>\n\n\n\n
I am eager to know<\/p>\n","post_title":"Role and Title \u2013 what is the difference?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"role-and-title-what-is-the-difference","to_ping":"","pinged":"","post_modified":"2024-01-29 11:36:36","post_modified_gmt":"2024-01-29 11:36:36","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19138","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

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\n
To summarize:<\/p>\n\n\n\n
- A title is more representative of the position in an organization structure and would have some associated expectations in terms of the areas of contribution. May also be known as a designation or rank. Typically, an individual will have only one title at a time<\/li>\n\n\n\n
- A role, which may or may not be explicitly articulated, determines the contributions and influence on the outputs or outcomes [when extended beyond the development team]. An individual might play multiple roles in the context of a team and, sometimes, different roles in different teams \u2013 in parallel<\/li>\n\n\n\n
- To help individuals play roles effectively, role based mentoring and coaching may be considered<\/li>\n<\/ul>\n\n\n\n
  What has been your approach and experience with identifying or playing roles vis-\u00e0-vis titles?<\/p>\n\n\n\n
  I am eager to know<\/p>\n","post_title":"Role and Title \u2013 what is the difference?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"role-and-title-what-is-the-difference","to_ping":"","pinged":"","post_modified":"2024-01-29 11:36:36","post_modified_gmt":"2024-01-29 11:36:36","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19138","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};
  
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  \n
- There may be multiple persons playing similar or same roles, depending on the team and project requirements<\/li>\n<\/ul>\n\n\n\n
  To summarize:<\/p>\n\n\n\n
  - A title is more representative of the position in an organization structure and would have some associated expectations in terms of the areas of contribution. May also be known as a designation or rank. Typically, an individual will have only one title at a time<\/li>\n\n\n\n
  - A role, which may or may not be explicitly articulated, determines the contributions and influence on the outputs or outcomes [when extended beyond the development team]. An individual might play multiple roles in the context of a team and, sometimes, different roles in different teams \u2013 in parallel<\/li>\n\n\n\n
  - To help individuals play roles effectively, role based mentoring and coaching may be considered<\/li>\n<\/ul>\n\n\n\n
    What has been your approach and experience with identifying or playing roles vis-\u00e0-vis titles?<\/p>\n\n\n\n
    I am eager to know<\/p>\n","post_title":"Role and Title \u2013 what is the difference?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"role-and-title-what-is-the-difference","to_ping":"","pinged":"","post_modified":"2024-01-29 11:36:36","post_modified_gmt":"2024-01-29 11:36:36","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19138","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};
    
    Page 1 of 7 1 2 … 7 Next
    
    \n
  - Make sure that ALL activities needed in the team are owned by at least one role<\/li>\n\n\n\n
  - There may be multiple persons playing similar or same roles, depending on the team and project requirements<\/li>\n<\/ul>\n\n\n\n
    To summarize:<\/p>\n\n\n\n
    - A title is more representative of the position in an organization structure and would have some associated expectations in terms of the areas of contribution. May also be known as a designation or rank. Typically, an individual will have only one title at a time<\/li>\n\n\n\n
    - A role, which may or may not be explicitly articulated, determines the contributions and influence on the outputs or outcomes [when extended beyond the development team]. An individual might play multiple roles in the context of a team and, sometimes, different roles in different teams \u2013 in parallel<\/li>\n\n\n\n
    - To help individuals play roles effectively, role based mentoring and coaching may be considered<\/li>\n<\/ul>\n\n\n\n
      What has been your approach and experience with identifying or playing roles vis-\u00e0-vis titles?<\/p>\n\n\n\n
      I am eager to know<\/p>\n","post_title":"Role and Title \u2013 what is the difference?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"role-and-title-what-is-the-difference","to_ping":"","pinged":"","post_modified":"2024-01-29 11:36:36","post_modified_gmt":"2024-01-29 11:36:36","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19138","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};
      
      Page 1 of 7 1 2 … 7 Next
      
      \n
      - Make sure that ALL activities needed in the team are owned by at least one role<\/li>\n\n\n\n
      - There may be multiple persons playing similar or same roles, depending on the team and project requirements<\/li>\n<\/ul>\n\n\n\n
        To summarize:<\/p>\n\n\n\n
        \n
        A title is more representative of the position in an organization structure and would have some associated expectations in terms of the areas of contribution. May also be known as a designation or rank. Typically, an individual will have only one title at a time<\/li>\n\n\n\n
        A role, which may or may not be explicitly articulated, determines the contributions and influence on the outputs or outcomes [when extended beyond the development team]. An individual might play multiple roles in the context of a team and, sometimes, different roles in different teams \u2013 in parallel<\/li>\n\n\n\n
        To help individuals play roles effectively, role based mentoring and coaching may be considered<\/li>\n<\/ul>\n\n\n\n
        What has been your approach and experience with identifying or playing roles vis-\u00e0-vis titles?<\/p>\n\n\n\n
        I am eager to know<\/p>\n","post_title":"Role and Title \u2013 what is the difference?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"role-and-title-what-is-the-difference","to_ping":"","pinged":"","post_modified":"2024-01-29 11:36:36","post_modified_gmt":"2024-01-29 11:36:36","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19138","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};
        
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        \n
        Some tips to make this work well:<\/p>\n\n\n\n
        \n
        Make sure that ALL activities needed in the team are owned by at least one role<\/li>\n\n\n\n
        There may be multiple persons playing similar or same roles, depending on the team and project requirements<\/li>\n<\/ul>\n\n\n\n
        To summarize:<\/p>\n\n\n\n
        \n
        A title is more representative of the position in an organization structure and would have some associated expectations in terms of the areas of contribution. May also be known as a designation or rank. Typically, an individual will have only one title at a time<\/li>\n\n\n\n
        A role, which may or may not be explicitly articulated, determines the contributions and influence on the outputs or outcomes [when extended beyond the development team]. An individual might play multiple roles in the context of a team and, sometimes, different roles in different teams \u2013 in parallel<\/li>\n\n\n\n
        To help individuals play roles effectively, role based mentoring and coaching may be considered<\/li>\n<\/ul>\n\n\n\n
        What has been your approach and experience with identifying or playing roles vis-\u00e0-vis titles?<\/p>\n\n\n\n
        I am eager to know<\/p>\n","post_title":"Role and Title \u2013 what is the difference?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"role-and-title-what-is-the-difference","to_ping":"","pinged":"","post_modified":"2024-01-29 11:36:36","post_modified_gmt":"2024-01-29 11:36:36","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19138","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};
        
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        \n
        With many teams preferring to have 'full stack developers', every member would have the flexibility of playing different roles, based on the need of the hour, to meet the team goals \u2013 for an iteration or release.<\/p>\n\n\n\n
        Some tips to make this work well:<\/p>\n\n\n\n
        \n
        Make sure that ALL activities needed in the team are owned by at least one role<\/li>\n\n\n\n
        There may be multiple persons playing similar or same roles, depending on the team and project requirements<\/li>\n<\/ul>\n\n\n\n
        To summarize:<\/p>\n\n\n\n
        \n
        A title is more representative of the position in an organization structure and would have some associated expectations in terms of the areas of contribution. May also be known as a designation or rank. Typically, an individual will have only one title at a time<\/li>\n\n\n\n
        A role, which may or may not be explicitly articulated, determines the contributions and influence on the outputs or outcomes [when extended beyond the development team]. An individual might play multiple roles in the context of a team and, sometimes, different roles in different teams \u2013 in parallel<\/li>\n\n\n\n
        To help individuals play roles effectively, role based mentoring and coaching may be considered<\/li>\n<\/ul>\n\n\n\n
        What has been your approach and experience with identifying or playing roles vis-\u00e0-vis titles?<\/p>\n\n\n\n
        I am eager to know<\/p>\n","post_title":"Role and Title \u2013 what is the difference?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"role-and-title-what-is-the-difference","to_ping":"","pinged":"","post_modified":"2024-01-29 11:36:36","post_modified_gmt":"2024-01-29 11:36:36","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19138","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};
        
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        \n
        Each person may play one or more roles. A Developer could also be a Reviewer. A tester could also be an automation programmer. A team lead could also be an architect .. and so on..<\/p>\n\n\n\n
        With many teams preferring to have 'full stack developers', every member would have the flexibility of playing different roles, based on the need of the hour, to meet the team goals \u2013 for an iteration or release.<\/p>\n\n\n\n
        Some tips to make this work well:<\/p>\n\n\n\n
        \n
        Make sure that ALL activities needed in the team are owned by at least one role<\/li>\n\n\n\n
        There may be multiple persons playing similar or same roles, depending on the team and project requirements<\/li>\n<\/ul>\n\n\n\n
        To summarize:<\/p>\n\n\n\n
        \n
        A title is more representative of the position in an organization structure and would have some associated expectations in terms of the areas of contribution. May also be known as a designation or rank. Typically, an individual will have only one title at a time<\/li>\n\n\n\n
        A role, which may or may not be explicitly articulated, determines the contributions and influence on the outputs or outcomes [when extended beyond the development team]. An individual might play multiple roles in the context of a team and, sometimes, different roles in different teams \u2013 in parallel<\/li>\n\n\n\n
        To help individuals play roles effectively, role based mentoring and coaching may be considered<\/li>\n<\/ul>\n\n\n\n
        What has been your approach and experience with identifying or playing roles vis-\u00e0-vis titles?<\/p>\n\n\n\n
        I am eager to know<\/p>\n","post_title":"Role and Title \u2013 what is the difference?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"role-and-title-what-is-the-difference","to_ping":"","pinged":"","post_modified":"2024-01-29 11:36:36","post_modified_gmt":"2024-01-29 11:36:36","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19138","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};
        
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        \n
        In the context of a team, there are activities to be owned and performed by all members. In that sense, a neutral title for everyone part of a team could be just 'member'.<\/p>\n\n\n\n
        Each person may play one or more roles. A Developer could also be a Reviewer. A tester could also be an automation programmer. A team lead could also be an architect .. and so on..<\/p>\n\n\n\n
        With many teams preferring to have 'full stack developers', every member would have the flexibility of playing different roles, based on the need of the hour, to meet the team goals \u2013 for an iteration or release.<\/p>\n\n\n\n
        Some tips to make this work well:<\/p>\n\n\n\n
        \n
        Make sure that ALL activities needed in the team are owned by at least one role<\/li>\n\n\n\n
        There may be multiple persons playing similar or same roles, depending on the team and project requirements<\/li>\n<\/ul>\n\n\n\n
        To summarize:<\/p>\n\n\n\n
        \n
        A title is more representative of the position in an organization structure and would have some associated expectations in terms of the areas of contribution. May also be known as a designation or rank. Typically, an individual will have only one title at a time<\/li>\n\n\n\n
        A role, which may or may not be explicitly articulated, determines the contributions and influence on the outputs or outcomes [when extended beyond the development team]. An individual might play multiple roles in the context of a team and, sometimes, different roles in different teams \u2013 in parallel<\/li>\n\n\n\n
        To help individuals play roles effectively, role based mentoring and coaching may be considered<\/li>\n<\/ul>\n\n\n\n
        What has been your approach and experience with identifying or playing roles vis-\u00e0-vis titles?<\/p>\n\n\n\n
        I am eager to know<\/p>\n","post_title":"Role and Title \u2013 what is the difference?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"role-and-title-what-is-the-difference","to_ping":"","pinged":"","post_modified":"2024-01-29 11:36:36","post_modified_gmt":"2024-01-29 11:36:36","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19138","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};
        
        Page 1 of 7 1 2 … 7 Next
        
        \n
        While one may carry a title or designation of a Manager \u2013 that could be more for organizational hierarchy and managing spans of control.<\/p>\n\n\n\n
        In the context of a team, there are activities to be owned and performed by all members. In that sense, a neutral title for everyone part of a team could be just 'member'.<\/p>\n\n\n\n
        Each person may play one or more roles. A Developer could also be a Reviewer. A tester could also be an automation programmer. A team lead could also be an architect .. and so on..<\/p>\n\n\n\n
        With many teams preferring to have 'full stack developers', every member would have the flexibility of playing different roles, based on the need of the hour, to meet the team goals \u2013 for an iteration or release.<\/p>\n\n\n\n
        Some tips to make this work well:<\/p>\n\n\n\n
        \n
        Make sure that ALL activities needed in the team are owned by at least one role<\/li>\n\n\n\n
        There may be multiple persons playing similar or same roles, depending on the team and project requirements<\/li>\n<\/ul>\n\n\n\n
        To summarize:<\/p>\n\n\n\n
        \n
        A title is more representative of the position in an organization structure and would have some associated expectations in terms of the areas of contribution. May also be known as a designation or rank. Typically, an individual will have only one title at a time<\/li>\n\n\n\n
        A role, which may or may not be explicitly articulated, determines the contributions and influence on the outputs or outcomes [when extended beyond the development team]. An individual might play multiple roles in the context of a team and, sometimes, different roles in different teams \u2013 in parallel<\/li>\n\n\n\n
        To help individuals play roles effectively, role based mentoring and coaching may be considered<\/li>\n<\/ul>\n\n\n\n
        What has been your approach and experience with identifying or playing roles vis-\u00e0-vis titles?<\/p>\n\n\n\n
        I am eager to know<\/p>\n","post_title":"Role and Title \u2013 what is the difference?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"role-and-title-what-is-the-difference","to_ping":"","pinged":"","post_modified":"2024-01-29 11:36:36","post_modified_gmt":"2024-01-29 11:36:36","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19138","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};
        
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        \n
        In order to become or enable teams to become high performing, what is expected of the Scrum Master role is to be a facilitator.<\/p>\n\n\n\n
        While one may carry a title or designation of a Manager \u2013 that could be more for organizational hierarchy and managing spans of control.<\/p>\n\n\n\n
        In the context of a team, there are activities to be owned and performed by all members. In that sense, a neutral title for everyone part of a team could be just 'member'.<\/p>\n\n\n\n
        Each person may play one or more roles. A Developer could also be a Reviewer. A tester could also be an automation programmer. A team lead could also be an architect .. and so on..<\/p>\n\n\n\n
        With many teams preferring to have 'full stack developers', every member would have the flexibility of playing different roles, based on the need of the hour, to meet the team goals \u2013 for an iteration or release.<\/p>\n\n\n\n
        Some tips to make this work well:<\/p>\n\n\n\n
        \n
        Make sure that ALL activities needed in the team are owned by at least one role<\/li>\n\n\n\n
        There may be multiple persons playing similar or same roles, depending on the team and project requirements<\/li>\n<\/ul>\n\n\n\n
        To summarize:<\/p>\n\n\n\n
        \n
        A title is more representative of the position in an organization structure and would have some associated expectations in terms of the areas of contribution. May also be known as a designation or rank. Typically, an individual will have only one title at a time<\/li>\n\n\n\n
        A role, which may or may not be explicitly articulated, determines the contributions and influence on the outputs or outcomes [when extended beyond the development team]. An individual might play multiple roles in the context of a team and, sometimes, different roles in different teams \u2013 in parallel<\/li>\n\n\n\n
        To help individuals play roles effectively, role based mentoring and coaching may be considered<\/li>\n<\/ul>\n\n\n\n
        What has been your approach and experience with identifying or playing roles vis-\u00e0-vis titles?<\/p>\n\n\n\n
        I am eager to know<\/p>\n","post_title":"Role and Title \u2013 what is the difference?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"role-and-title-what-is-the-difference","to_ping":"","pinged":"","post_modified":"2024-01-29 11:36:36","post_modified_gmt":"2024-01-29 11:36:36","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19138","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};
        
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        \n
        These, one would appreciate, are not just anti-patterns, but are seeds for dysfunctions at a team level.<\/p>\n\n\n\n
        In order to become or enable teams to become high performing, what is expected of the Scrum Master role is to be a facilitator.<\/p>\n\n\n\n
        While one may carry a title or designation of a Manager \u2013 that could be more for organizational hierarchy and managing spans of control.<\/p>\n\n\n\n
        In the context of a team, there are activities to be owned and performed by all members. In that sense, a neutral title for everyone part of a team could be just 'member'.<\/p>\n\n\n\n
        Each person may play one or more roles. A Developer could also be a Reviewer. A tester could also be an automation programmer. A team lead could also be an architect .. and so on..<\/p>\n\n\n\n
        With many teams preferring to have 'full stack developers', every member would have the flexibility of playing different roles, based on the need of the hour, to meet the team goals \u2013 for an iteration or release.<\/p>\n\n\n\n
        Some tips to make this work well:<\/p>\n\n\n\n
        \n
        Make sure that ALL activities needed in the team are owned by at least one role<\/li>\n\n\n\n
        There may be multiple persons playing similar or same roles, depending on the team and project requirements<\/li>\n<\/ul>\n\n\n\n
        To summarize:<\/p>\n\n\n\n
        \n
        A title is more representative of the position in an organization structure and would have some associated expectations in terms of the areas of contribution. May also be known as a designation or rank. Typically, an individual will have only one title at a time<\/li>\n\n\n\n
        A role, which may or may not be explicitly articulated, determines the contributions and influence on the outputs or outcomes [when extended beyond the development team]. An individual might play multiple roles in the context of a team and, sometimes, different roles in different teams \u2013 in parallel<\/li>\n\n\n\n
        To help individuals play roles effectively, role based mentoring and coaching may be considered<\/li>\n<\/ul>\n\n\n\n
        What has been your approach and experience with identifying or playing roles vis-\u00e0-vis titles?<\/p>\n\n\n\n
        I am eager to know<\/p>\n","post_title":"Role and Title \u2013 what is the difference?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"role-and-title-what-is-the-difference","to_ping":"","pinged":"","post_modified":"2024-01-29 11:36:36","post_modified_gmt":"2024-01-29 11:36:36","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19138","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};
        
        Page 1 of 7 1 2 … 7 Next
        
        \n
        If the re-designated managers are not able to re-calibrate themselves to effectively enable these aspects, the tendency to continue to adopt a directive style or expect a manager-subordinate reporting relationship will continue.<\/p>\n\n\n\n
        These, one would appreciate, are not just anti-patterns, but are seeds for dysfunctions at a team level.<\/p>\n\n\n\n
        In order to become or enable teams to become high performing, what is expected of the Scrum Master role is to be a facilitator.<\/p>\n\n\n\n
        While one may carry a title or designation of a Manager \u2013 that could be more for organizational hierarchy and managing spans of control.<\/p>\n\n\n\n
        In the context of a team, there are activities to be owned and performed by all members. In that sense, a neutral title for everyone part of a team could be just 'member'.<\/p>\n\n\n\n
        Each person may play one or more roles. A Developer could also be a Reviewer. A tester could also be an automation programmer. A team lead could also be an architect .. and so on..<\/p>\n\n\n\n
        With many teams preferring to have 'full stack developers', every member would have the flexibility of playing different roles, based on the need of the hour, to meet the team goals \u2013 for an iteration or release.<\/p>\n\n\n\n
        Some tips to make this work well:<\/p>\n\n\n\n
        \n
        Make sure that ALL activities needed in the team are owned by at least one role<\/li>\n\n\n\n
        There may be multiple persons playing similar or same roles, depending on the team and project requirements<\/li>\n<\/ul>\n\n\n\n
        To summarize:<\/p>\n\n\n\n
        \n
        A title is more representative of the position in an organization structure and would have some associated expectations in terms of the areas of contribution. May also be known as a designation or rank. Typically, an individual will have only one title at a time<\/li>\n\n\n\n
        A role, which may or may not be explicitly articulated, determines the contributions and influence on the outputs or outcomes [when extended beyond the development team]. An individual might play multiple roles in the context of a team and, sometimes, different roles in different teams \u2013 in parallel<\/li>\n\n\n\n
        To help individuals play roles effectively, role based mentoring and coaching may be considered<\/li>\n<\/ul>\n\n\n\n
        What has been your approach and experience with identifying or playing roles vis-\u00e0-vis titles?<\/p>\n\n\n\n
        I am eager to know<\/p>\n","post_title":"Role and Title \u2013 what is the difference?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"role-and-title-what-is-the-difference","to_ping":"","pinged":"","post_modified":"2024-01-29 11:36:36","post_modified_gmt":"2024-01-29 11:36:36","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19138","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};
        
        Page 1 of 7 1 2 … 7 Next
        
        \n
        Owning the deliverables [outputs] as a team<\/li>\n<\/ul>\n\n\n\n
        If the re-designated managers are not able to re-calibrate themselves to effectively enable these aspects, the tendency to continue to adopt a directive style or expect a manager-subordinate reporting relationship will continue.<\/p>\n\n\n\n
        These, one would appreciate, are not just anti-patterns, but are seeds for dysfunctions at a team level.<\/p>\n\n\n\n
        In order to become or enable teams to become high performing, what is expected of the Scrum Master role is to be a facilitator.<\/p>\n\n\n\n
        While one may carry a title or designation of a Manager \u2013 that could be more for organizational hierarchy and managing spans of control.<\/p>\n\n\n\n
        In the context of a team, there are activities to be owned and performed by all members. In that sense, a neutral title for everyone part of a team could be just 'member'.<\/p>\n\n\n\n
        Each person may play one or more roles. A Developer could also be a Reviewer. A tester could also be an automation programmer. A team lead could also be an architect .. and so on..<\/p>\n\n\n\n
        With many teams preferring to have 'full stack developers', every member would have the flexibility of playing different roles, based on the need of the hour, to meet the team goals \u2013 for an iteration or release.<\/p>\n\n\n\n
        Some tips to make this work well:<\/p>\n\n\n\n
        \n
        Make sure that ALL activities needed in the team are owned by at least one role<\/li>\n\n\n\n
        There may be multiple persons playing similar or same roles, depending on the team and project requirements<\/li>\n<\/ul>\n\n\n\n
        To summarize:<\/p>\n\n\n\n
        \n
        A title is more representative of the position in an organization structure and would have some associated expectations in terms of the areas of contribution. May also be known as a designation or rank. Typically, an individual will have only one title at a time<\/li>\n\n\n\n
        A role, which may or may not be explicitly articulated, determines the contributions and influence on the outputs or outcomes [when extended beyond the development team]. An individual might play multiple roles in the context of a team and, sometimes, different roles in different teams \u2013 in parallel<\/li>\n\n\n\n
        To help individuals play roles effectively, role based mentoring and coaching may be considered<\/li>\n<\/ul>\n\n\n\n
        What has been your approach and experience with identifying or playing roles vis-\u00e0-vis titles?<\/p>\n\n\n\n
        I am eager to know<\/p>\n","post_title":"Role and Title \u2013 what is the difference?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"role-and-title-what-is-the-difference","to_ping":"","pinged":"","post_modified":"2024-01-29 11:36:36","post_modified_gmt":"2024-01-29 11:36:36","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19138","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};
        
        Page 1 of 7 1 2 … 7 Next
        
        \n
        The ability to self-organize<\/li>\n\n\n\n
        Owning the deliverables [outputs] as a team<\/li>\n<\/ul>\n\n\n\n
        If the re-designated managers are not able to re-calibrate themselves to effectively enable these aspects, the tendency to continue to adopt a directive style or expect a manager-subordinate reporting relationship will continue.<\/p>\n\n\n\n
        These, one would appreciate, are not just anti-patterns, but are seeds for dysfunctions at a team level.<\/p>\n\n\n\n
        In order to become or enable teams to become high performing, what is expected of the Scrum Master role is to be a facilitator.<\/p>\n\n\n\n
        While one may carry a title or designation of a Manager \u2013 that could be more for organizational hierarchy and managing spans of control.<\/p>\n\n\n\n
        In the context of a team, there are activities to be owned and performed by all members. In that sense, a neutral title for everyone part of a team could be just 'member'.<\/p>\n\n\n\n
        Each person may play one or more roles. A Developer could also be a Reviewer. A tester could also be an automation programmer. A team lead could also be an architect .. and so on..<\/p>\n\n\n\n
        With many teams preferring to have 'full stack developers', every member would have the flexibility of playing different roles, based on the need of the hour, to meet the team goals \u2013 for an iteration or release.<\/p>\n\n\n\n
        Some tips to make this work well:<\/p>\n\n\n\n
        \n
        Make sure that ALL activities needed in the team are owned by at least one role<\/li>\n\n\n\n
        There may be multiple persons playing similar or same roles, depending on the team and project requirements<\/li>\n<\/ul>\n\n\n\n
        To summarize:<\/p>\n\n\n\n
        \n
        A title is more representative of the position in an organization structure and would have some associated expectations in terms of the areas of contribution. May also be known as a designation or rank. Typically, an individual will have only one title at a time<\/li>\n\n\n\n
        A role, which may or may not be explicitly articulated, determines the contributions and influence on the outputs or outcomes [when extended beyond the development team]. An individual might play multiple roles in the context of a team and, sometimes, different roles in different teams \u2013 in parallel<\/li>\n\n\n\n
        To help individuals play roles effectively, role based mentoring and coaching may be considered<\/li>\n<\/ul>\n\n\n\n
        What has been your approach and experience with identifying or playing roles vis-\u00e0-vis titles?<\/p>\n\n\n\n
        I am eager to know<\/p>\n","post_title":"Role and Title \u2013 what is the difference?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"role-and-title-what-is-the-difference","to_ping":"","pinged":"","post_modified":"2024-01-29 11:36:36","post_modified_gmt":"2024-01-29 11:36:36","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19138","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};
        
        Page 1 of 7 1 2 … 7 Next
        
        \n
        \n
        The ability to self-organize<\/li>\n\n\n\n
        Owning the deliverables [outputs] as a team<\/li>\n<\/ul>\n\n\n\n
        If the re-designated managers are not able to re-calibrate themselves to effectively enable these aspects, the tendency to continue to adopt a directive style or expect a manager-subordinate reporting relationship will continue.<\/p>\n\n\n\n
        These, one would appreciate, are not just anti-patterns, but are seeds for dysfunctions at a team level.<\/p>\n\n\n\n
        In order to become or enable teams to become high performing, what is expected of the Scrum Master role is to be a facilitator.<\/p>\n\n\n\n
        While one may carry a title or designation of a Manager \u2013 that could be more for organizational hierarchy and managing spans of control.<\/p>\n\n\n\n
        In the context of a team, there are activities to be owned and performed by all members. In that sense, a neutral title for everyone part of a team could be just 'member'.<\/p>\n\n\n\n
        Each person may play one or more roles. A Developer could also be a Reviewer. A tester could also be an automation programmer. A team lead could also be an architect .. and so on..<\/p>\n\n\n\n
        With many teams preferring to have 'full stack developers', every member would have the flexibility of playing different roles, based on the need of the hour, to meet the team goals \u2013 for an iteration or release.<\/p>\n\n\n\n
        Some tips to make this work well:<\/p>\n\n\n\n
        \n
        Make sure that ALL activities needed in the team are owned by at least one role<\/li>\n\n\n\n
        There may be multiple persons playing similar or same roles, depending on the team and project requirements<\/li>\n<\/ul>\n\n\n\n
        To summarize:<\/p>\n\n\n\n
        \n
        A title is more representative of the position in an organization structure and would have some associated expectations in terms of the areas of contribution. May also be known as a designation or rank. Typically, an individual will have only one title at a time<\/li>\n\n\n\n
        A role, which may or may not be explicitly articulated, determines the contributions and influence on the outputs or outcomes [when extended beyond the development team]. An individual might play multiple roles in the context of a team and, sometimes, different roles in different teams \u2013 in parallel<\/li>\n\n\n\n
        To help individuals play roles effectively, role based mentoring and coaching may be considered<\/li>\n<\/ul>\n\n\n\n
        What has been your approach and experience with identifying or playing roles vis-\u00e0-vis titles?<\/p>\n\n\n\n
        I am eager to know<\/p>\n","post_title":"Role and Title \u2013 what is the difference?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"role-and-title-what-is-the-difference","to_ping":"","pinged":"","post_modified":"2024-01-29 11:36:36","post_modified_gmt":"2024-01-29 11:36:36","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19138","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};
        
        Page 1 of 7 1 2 … 7 Next
        
        \n
        When we talk of Agile teams \u2013 the essential characteristics include<\/p>\n\n\n\n
        \n
        The ability to self-organize<\/li>\n\n\n\n
        Owning the deliverables [outputs] as a team<\/li>\n<\/ul>\n\n\n\n
        If the re-designated managers are not able to re-calibrate themselves to effectively enable these aspects, the tendency to continue to adopt a directive style or expect a manager-subordinate reporting relationship will continue.<\/p>\n\n\n\n
        These, one would appreciate, are not just anti-patterns, but are seeds for dysfunctions at a team level.<\/p>\n\n\n\n
        In order to become or enable teams to become high performing, what is expected of the Scrum Master role is to be a facilitator.<\/p>\n\n\n\n
        While one may carry a title or designation of a Manager \u2013 that could be more for organizational hierarchy and managing spans of control.<\/p>\n\n\n\n
        In the context of a team, there are activities to be owned and performed by all members. In that sense, a neutral title for everyone part of a team could be just 'member'.<\/p>\n\n\n\n
        Each person may play one or more roles. A Developer could also be a Reviewer. A tester could also be an automation programmer. A team lead could also be an architect .. and so on..<\/p>\n\n\n\n
        With many teams preferring to have 'full stack developers', every member would have the flexibility of playing different roles, based on the need of the hour, to meet the team goals \u2013 for an iteration or release.<\/p>\n\n\n\n
        Some tips to make this work well:<\/p>\n\n\n\n
        \n
        Make sure that ALL activities needed in the team are owned by at least one role<\/li>\n\n\n\n
        There may be multiple persons playing similar or same roles, depending on the team and project requirements<\/li>\n<\/ul>\n\n\n\n
        To summarize:<\/p>\n\n\n\n
        \n
        A title is more representative of the position in an organization structure and would have some associated expectations in terms of the areas of contribution. May also be known as a designation or rank. Typically, an individual will have only one title at a time<\/li>\n\n\n\n
        A role, which may or may not be explicitly articulated, determines the contributions and influence on the outputs or outcomes [when extended beyond the development team]. An individual might play multiple roles in the context of a team and, sometimes, different roles in different teams \u2013 in parallel<\/li>\n\n\n\n
        To help individuals play roles effectively, role based mentoring and coaching may be considered<\/li>\n<\/ul>\n\n\n\n
        What has been your approach and experience with identifying or playing roles vis-\u00e0-vis titles?<\/p>\n\n\n\n
        I am eager to know<\/p>\n","post_title":"Role and Title \u2013 what is the difference?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"role-and-title-what-is-the-difference","to_ping":"","pinged":"","post_modified":"2024-01-29 11:36:36","post_modified_gmt":"2024-01-29 11:36:36","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19138","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};
        
        Page 1 of 7 1 2 … 7 Next
        
        \n
        In my sessions with teams, one of the important topics that I stress on is role clarity.<\/p>\n\n\n\n
        When we talk of Agile teams \u2013 the essential characteristics include<\/p>\n\n\n\n
        \n
        The ability to self-organize<\/li>\n\n\n\n
        Owning the deliverables [outputs] as a team<\/li>\n<\/ul>\n\n\n\n
        If the re-designated managers are not able to re-calibrate themselves to effectively enable these aspects, the tendency to continue to adopt a directive style or expect a manager-subordinate reporting relationship will continue.<\/p>\n\n\n\n
        These, one would appreciate, are not just anti-patterns, but are seeds for dysfunctions at a team level.<\/p>\n\n\n\n
        In order to become or enable teams to become high performing, what is expected of the Scrum Master role is to be a facilitator.<\/p>\n\n\n\n
        While one may carry a title or designation of a Manager \u2013 that could be more for organizational hierarchy and managing spans of control.<\/p>\n\n\n\n
        In the context of a team, there are activities to be owned and performed by all members. In that sense, a neutral title for everyone part of a team could be just 'member'.<\/p>\n\n\n\n
        Each person may play one or more roles. A Developer could also be a Reviewer. A tester could also be an automation programmer. A team lead could also be an architect .. and so on..<\/p>\n\n\n\n
        With many teams preferring to have 'full stack developers', every member would have the flexibility of playing different roles, based on the need of the hour, to meet the team goals \u2013 for an iteration or release.<\/p>\n\n\n\n
        Some tips to make this work well:<\/p>\n\n\n\n
        \n
        Make sure that ALL activities needed in the team are owned by at least one role<\/li>\n\n\n\n
        There may be multiple persons playing similar or same roles, depending on the team and project requirements<\/li>\n<\/ul>\n\n\n\n
        To summarize:<\/p>\n\n\n\n
        \n
        A title is more representative of the position in an organization structure and would have some associated expectations in terms of the areas of contribution. May also be known as a designation or rank. Typically, an individual will have only one title at a time<\/li>\n\n\n\n
        A role, which may or may not be explicitly articulated, determines the contributions and influence on the outputs or outcomes [when extended beyond the development team]. An individual might play multiple roles in the context of a team and, sometimes, different roles in different teams \u2013 in parallel<\/li>\n\n\n\n
        To help individuals play roles effectively, role based mentoring and coaching may be considered<\/li>\n<\/ul>\n\n\n\n
        What has been your approach and experience with identifying or playing roles vis-\u00e0-vis titles?<\/p>\n\n\n\n
        I am eager to know<\/p>\n","post_title":"Role and Title \u2013 what is the difference?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"role-and-title-what-is-the-difference","to_ping":"","pinged":"","post_modified":"2024-01-29 11:36:36","post_modified_gmt":"2024-01-29 11:36:36","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19138","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};
        
        Page 1 of 7 1 2 … 7 Next
        
        \n
        In many such instances, the persons continue to function the way they used to, with just new titles.<\/p>\n\n\n\n
        In my sessions with teams, one of the important topics that I stress on is role clarity.<\/p>\n\n\n\n
        When we talk of Agile teams \u2013 the essential characteristics include<\/p>\n\n\n\n
        \n
        The ability to self-organize<\/li>\n\n\n\n
        Owning the deliverables [outputs] as a team<\/li>\n<\/ul>\n\n\n\n
        If the re-designated managers are not able to re-calibrate themselves to effectively enable these aspects, the tendency to continue to adopt a directive style or expect a manager-subordinate reporting relationship will continue.<\/p>\n\n\n\n
        These, one would appreciate, are not just anti-patterns, but are seeds for dysfunctions at a team level.<\/p>\n\n\n\n
        In order to become or enable teams to become high performing, what is expected of the Scrum Master role is to be a facilitator.<\/p>\n\n\n\n
        While one may carry a title or designation of a Manager \u2013 that could be more for organizational hierarchy and managing spans of control.<\/p>\n\n\n\n
        In the context of a team, there are activities to be owned and performed by all members. In that sense, a neutral title for everyone part of a team could be just 'member'.<\/p>\n\n\n\n
        Each person may play one or more roles. A Developer could also be a Reviewer. A tester could also be an automation programmer. A team lead could also be an architect .. and so on..<\/p>\n\n\n\n
        With many teams preferring to have 'full stack developers', every member would have the flexibility of playing different roles, based on the need of the hour, to meet the team goals \u2013 for an iteration or release.<\/p>\n\n\n\n
        Some tips to make this work well:<\/p>\n\n\n\n
        \n
        Make sure that ALL activities needed in the team are owned by at least one role<\/li>\n\n\n\n
        There may be multiple persons playing similar or same roles, depending on the team and project requirements<\/li>\n<\/ul>\n\n\n\n
        To summarize:<\/p>\n\n\n\n
        \n
        A title is more representative of the position in an organization structure and would have some associated expectations in terms of the areas of contribution. May also be known as a designation or rank. Typically, an individual will have only one title at a time<\/li>\n\n\n\n
        A role, which may or may not be explicitly articulated, determines the contributions and influence on the outputs or outcomes [when extended beyond the development team]. An individual might play multiple roles in the context of a team and, sometimes, different roles in different teams \u2013 in parallel<\/li>\n\n\n\n
        To help individuals play roles effectively, role based mentoring and coaching may be considered<\/li>\n<\/ul>\n\n\n\n
        What has been your approach and experience with identifying or playing roles vis-\u00e0-vis titles?<\/p>\n\n\n\n
        I am eager to know<\/p>\n","post_title":"Role and Title \u2013 what is the difference?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"role-and-title-what-is-the-difference","to_ping":"","pinged":"","post_modified":"2024-01-29 11:36:36","post_modified_gmt":"2024-01-29 11:36:36","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19138","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};
        
        Page 1 of 7 1 2 … 7 Next
        
        \n
        So, many managers want to become Scrum Masters or Product Owners.<\/p>\n\n\n\n
        In many such instances, the persons continue to function the way they used to, with just new titles.<\/p>\n\n\n\n
        In my sessions with teams, one of the important topics that I stress on is role clarity.<\/p>\n\n\n\n
        When we talk of Agile teams \u2013 the essential characteristics include<\/p>\n\n\n\n
        \n
        The ability to self-organize<\/li>\n\n\n\n
        Owning the deliverables [outputs] as a team<\/li>\n<\/ul>\n\n\n\n
        If the re-designated managers are not able to re-calibrate themselves to effectively enable these aspects, the tendency to continue to adopt a directive style or expect a manager-subordinate reporting relationship will continue.<\/p>\n\n\n\n
        These, one would appreciate, are not just anti-patterns, but are seeds for dysfunctions at a team level.<\/p>\n\n\n\n
        In order to become or enable teams to become high performing, what is expected of the Scrum Master role is to be a facilitator.<\/p>\n\n\n\n
        While one may carry a title or designation of a Manager \u2013 that could be more for organizational hierarchy and managing spans of control.<\/p>\n\n\n\n
        In the context of a team, there are activities to be owned and performed by all members. In that sense, a neutral title for everyone part of a team could be just 'member'.<\/p>\n\n\n\n
        Each person may play one or more roles. A Developer could also be a Reviewer. A tester could also be an automation programmer. A team lead could also be an architect .. and so on..<\/p>\n\n\n\n
        With many teams preferring to have 'full stack developers', every member would have the flexibility of playing different roles, based on the need of the hour, to meet the team goals \u2013 for an iteration or release.<\/p>\n\n\n\n
        Some tips to make this work well:<\/p>\n\n\n\n
        \n
        Make sure that ALL activities needed in the team are owned by at least one role<\/li>\n\n\n\n
        There may be multiple persons playing similar or same roles, depending on the team and project requirements<\/li>\n<\/ul>\n\n\n\n
        To summarize:<\/p>\n\n\n\n
        \n
        A title is more representative of the position in an organization structure and would have some associated expectations in terms of the areas of contribution. May also be known as a designation or rank. Typically, an individual will have only one title at a time<\/li>\n\n\n\n
        A role, which may or may not be explicitly articulated, determines the contributions and influence on the outputs or outcomes [when extended beyond the development team]. An individual might play multiple roles in the context of a team and, sometimes, different roles in different teams \u2013 in parallel<\/li>\n\n\n\n
        To help individuals play roles effectively, role based mentoring and coaching may be considered<\/li>\n<\/ul>\n\n\n\n
        What has been your approach and experience with identifying or playing roles vis-\u00e0-vis titles?<\/p>\n\n\n\n
        I am eager to know<\/p>\n","post_title":"Role and Title \u2013 what is the difference?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"role-and-title-what-is-the-difference","to_ping":"","pinged":"","post_modified":"2024-01-29 11:36:36","post_modified_gmt":"2024-01-29 11:36:36","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19138","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};
        
        Page 1 of 7 1 2 … 7 Next
        
        \n
        In some organizations, transformation exercises list the new roles and drop some old roles [typically, those that may have a 'manager' prefix or suffix].<\/p>\n\n\n\n
        So, many managers want to become Scrum Masters or Product Owners.<\/p>\n\n\n\n
        In many such instances, the persons continue to function the way they used to, with just new titles.<\/p>\n\n\n\n
        In my sessions with teams, one of the important topics that I stress on is role clarity.<\/p>\n\n\n\n
        When we talk of Agile teams \u2013 the essential characteristics include<\/p>\n\n\n\n
        \n
        The ability to self-organize<\/li>\n\n\n\n
        Owning the deliverables [outputs] as a team<\/li>\n<\/ul>\n\n\n\n
        If the re-designated managers are not able to re-calibrate themselves to effectively enable these aspects, the tendency to continue to adopt a directive style or expect a manager-subordinate reporting relationship will continue.<\/p>\n\n\n\n
        These, one would appreciate, are not just anti-patterns, but are seeds for dysfunctions at a team level.<\/p>\n\n\n\n
        In order to become or enable teams to become high performing, what is expected of the Scrum Master role is to be a facilitator.<\/p>\n\n\n\n
        While one may carry a title or designation of a Manager \u2013 that could be more for organizational hierarchy and managing spans of control.<\/p>\n\n\n\n
        In the context of a team, there are activities to be owned and performed by all members. In that sense, a neutral title for everyone part of a team could be just 'member'.<\/p>\n\n\n\n
        Each person may play one or more roles. A Developer could also be a Reviewer. A tester could also be an automation programmer. A team lead could also be an architect .. and so on..<\/p>\n\n\n\n
        With many teams preferring to have 'full stack developers', every member would have the flexibility of playing different roles, based on the need of the hour, to meet the team goals \u2013 for an iteration or release.<\/p>\n\n\n\n
        Some tips to make this work well:<\/p>\n\n\n\n
        \n
        Make sure that ALL activities needed in the team are owned by at least one role<\/li>\n\n\n\n
        There may be multiple persons playing similar or same roles, depending on the team and project requirements<\/li>\n<\/ul>\n\n\n\n
        To summarize:<\/p>\n\n\n\n
        \n
        A title is more representative of the position in an organization structure and would have some associated expectations in terms of the areas of contribution. May also be known as a designation or rank. Typically, an individual will have only one title at a time<\/li>\n\n\n\n
        A role, which may or may not be explicitly articulated, determines the contributions and influence on the outputs or outcomes [when extended beyond the development team]. An individual might play multiple roles in the context of a team and, sometimes, different roles in different teams \u2013 in parallel<\/li>\n\n\n\n
        To help individuals play roles effectively, role based mentoring and coaching may be considered<\/li>\n<\/ul>\n\n\n\n
        What has been your approach and experience with identifying or playing roles vis-\u00e0-vis titles?<\/p>\n\n\n\n
        I am eager to know<\/p>\n","post_title":"Role and Title \u2013 what is the difference?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"role-and-title-what-is-the-difference","to_ping":"","pinged":"","post_modified":"2024-01-29 11:36:36","post_modified_gmt":"2024-01-29 11:36:36","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19138","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};
        
        Page 1 of 7 1 2 … 7 Next
        
        \n
        Most of the time, re-designating a person does not change the style or way of working.<\/p>\n\n\n\n
        In some organizations, transformation exercises list the new roles and drop some old roles [typically, those that may have a 'manager' prefix or suffix].<\/p>\n\n\n\n
        So, many managers want to become Scrum Masters or Product Owners.<\/p>\n\n\n\n
        In many such instances, the persons continue to function the way they used to, with just new titles.<\/p>\n\n\n\n
        In my sessions with teams, one of the important topics that I stress on is role clarity.<\/p>\n\n\n\n
        When we talk of Agile teams \u2013 the essential characteristics include<\/p>\n\n\n\n
        \n
        The ability to self-organize<\/li>\n\n\n\n
        Owning the deliverables [outputs] as a team<\/li>\n<\/ul>\n\n\n\n
        If the re-designated managers are not able to re-calibrate themselves to effectively enable these aspects, the tendency to continue to adopt a directive style or expect a manager-subordinate reporting relationship will continue.<\/p>\n\n\n\n
        These, one would appreciate, are not just anti-patterns, but are seeds for dysfunctions at a team level.<\/p>\n\n\n\n
        In order to become or enable teams to become high performing, what is expected of the Scrum Master role is to be a facilitator.<\/p>\n\n\n\n
        While one may carry a title or designation of a Manager \u2013 that could be more for organizational hierarchy and managing spans of control.<\/p>\n\n\n\n
        In the context of a team, there are activities to be owned and performed by all members. In that sense, a neutral title for everyone part of a team could be just 'member'.<\/p>\n\n\n\n
        Each person may play one or more roles. A Developer could also be a Reviewer. A tester could also be an automation programmer. A team lead could also be an architect .. and so on..<\/p>\n\n\n\n
        With many teams preferring to have 'full stack developers', every member would have the flexibility of playing different roles, based on the need of the hour, to meet the team goals \u2013 for an iteration or release.<\/p>\n\n\n\n
        Some tips to make this work well:<\/p>\n\n\n\n
        \n
        Make sure that ALL activities needed in the team are owned by at least one role<\/li>\n\n\n\n
        There may be multiple persons playing similar or same roles, depending on the team and project requirements<\/li>\n<\/ul>\n\n\n\n
        To summarize:<\/p>\n\n\n\n
        \n
        A title is more representative of the position in an organization structure and would have some associated expectations in terms of the areas of contribution. May also be known as a designation or rank. Typically, an individual will have only one title at a time<\/li>\n\n\n\n
        A role, which may or may not be explicitly articulated, determines the contributions and influence on the outputs or outcomes [when extended beyond the development team]. An individual might play multiple roles in the context of a team and, sometimes, different roles in different teams \u2013 in parallel<\/li>\n\n\n\n
        To help individuals play roles effectively, role based mentoring and coaching may be considered<\/li>\n<\/ul>\n\n\n\n
        What has been your approach and experience with identifying or playing roles vis-\u00e0-vis titles?<\/p>\n\n\n\n
        I am eager to know<\/p>\n","post_title":"Role and Title \u2013 what is the difference?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"role-and-title-what-is-the-difference","to_ping":"","pinged":"","post_modified":"2024-01-29 11:36:36","post_modified_gmt":"2024-01-29 11:36:36","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19138","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};
        
        Page 1 of 7 1 2 … 7 Next
        
        \n
        I wish it was as simple.<\/p>\n\n\n\n
        Most of the time, re-designating a person does not change the style or way of working.<\/p>\n\n\n\n
        In some organizations, transformation exercises list the new roles and drop some old roles [typically, those that may have a 'manager' prefix or suffix].<\/p>\n\n\n\n
        So, many managers want to become Scrum Masters or Product Owners.<\/p>\n\n\n\n
        In many such instances, the persons continue to function the way they used to, with just new titles.<\/p>\n\n\n\n
        In my sessions with teams, one of the important topics that I stress on is role clarity.<\/p>\n\n\n\n
        When we talk of Agile teams \u2013 the essential characteristics include<\/p>\n\n\n\n
        \n
        The ability to self-organize<\/li>\n\n\n\n
        Owning the deliverables [outputs] as a team<\/li>\n<\/ul>\n\n\n\n
        If the re-designated managers are not able to re-calibrate themselves to effectively enable these aspects, the tendency to continue to adopt a directive style or expect a manager-subordinate reporting relationship will continue.<\/p>\n\n\n\n
        These, one would appreciate, are not just anti-patterns, but are seeds for dysfunctions at a team level.<\/p>\n\n\n\n
        In order to become or enable teams to become high performing, what is expected of the Scrum Master role is to be a facilitator.<\/p>\n\n\n\n
        While one may carry a title or designation of a Manager \u2013 that could be more for organizational hierarchy and managing spans of control.<\/p>\n\n\n\n
        In the context of a team, there are activities to be owned and performed by all members. In that sense, a neutral title for everyone part of a team could be just 'member'.<\/p>\n\n\n\n
        Each person may play one or more roles. A Developer could also be a Reviewer. A tester could also be an automation programmer. A team lead could also be an architect .. and so on..<\/p>\n\n\n\n
        With many teams preferring to have 'full stack developers', every member would have the flexibility of playing different roles, based on the need of the hour, to meet the team goals \u2013 for an iteration or release.<\/p>\n\n\n\n
        Some tips to make this work well:<\/p>\n\n\n\n
        \n
        Make sure that ALL activities needed in the team are owned by at least one role<\/li>\n\n\n\n
        There may be multiple persons playing similar or same roles, depending on the team and project requirements<\/li>\n<\/ul>\n\n\n\n
        To summarize:<\/p>\n\n\n\n
        \n
        A title is more representative of the position in an organization structure and would have some associated expectations in terms of the areas of contribution. May also be known as a designation or rank. Typically, an individual will have only one title at a time<\/li>\n\n\n\n
        A role, which may or may not be explicitly articulated, determines the contributions and influence on the outputs or outcomes [when extended beyond the development team]. An individual might play multiple roles in the context of a team and, sometimes, different roles in different teams \u2013 in parallel<\/li>\n\n\n\n
        To help individuals play roles effectively, role based mentoring and coaching may be considered<\/li>\n<\/ul>\n\n\n\n
        What has been your approach and experience with identifying or playing roles vis-\u00e0-vis titles?<\/p>\n\n\n\n
        I am eager to know<\/p>\n","post_title":"Role and Title \u2013 what is the difference?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"role-and-title-what-is-the-difference","to_ping":"","pinged":"","post_modified":"2024-01-29 11:36:36","post_modified_gmt":"2024-01-29 11:36:36","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19138","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};
        
        Page 1 of 7 1 2 … 7 Next
        
        \n
        On the face of it, such questions seem simple to answer. One could say, just refer to the documentation related to the model being adopted and pick people to fill those roles.<\/p>\n\n\n\n
        I wish it was as simple.<\/p>\n\n\n\n
        Most of the time, re-designating a person does not change the style or way of working.<\/p>\n\n\n\n
        In some organizations, transformation exercises list the new roles and drop some old roles [typically, those that may have a 'manager' prefix or suffix].<\/p>\n\n\n\n
        So, many managers want to become Scrum Masters or Product Owners.<\/p>\n\n\n\n
        In many such instances, the persons continue to function the way they used to, with just new titles.<\/p>\n\n\n\n
        In my sessions with teams, one of the important topics that I stress on is role clarity.<\/p>\n\n\n\n
        When we talk of Agile teams \u2013 the essential characteristics include<\/p>\n\n\n\n
        \n
        The ability to self-organize<\/li>\n\n\n\n
        Owning the deliverables [outputs] as a team<\/li>\n<\/ul>\n\n\n\n
        If the re-designated managers are not able to re-calibrate themselves to effectively enable these aspects, the tendency to continue to adopt a directive style or expect a manager-subordinate reporting relationship will continue.<\/p>\n\n\n\n
        These, one would appreciate, are not just anti-patterns, but are seeds for dysfunctions at a team level.<\/p>\n\n\n\n
        In order to become or enable teams to become high performing, what is expected of the Scrum Master role is to be a facilitator.<\/p>\n\n\n\n
        While one may carry a title or designation of a Manager \u2013 that could be more for organizational hierarchy and managing spans of control.<\/p>\n\n\n\n
        In the context of a team, there are activities to be owned and performed by all members. In that sense, a neutral title for everyone part of a team could be just 'member'.<\/p>\n\n\n\n
        Each person may play one or more roles. A Developer could also be a Reviewer. A tester could also be an automation programmer. A team lead could also be an architect .. and so on..<\/p>\n\n\n\n
        With many teams preferring to have 'full stack developers', every member would have the flexibility of playing different roles, based on the need of the hour, to meet the team goals \u2013 for an iteration or release.<\/p>\n\n\n\n
        Some tips to make this work well:<\/p>\n\n\n\n
        \n
        Make sure that ALL activities needed in the team are owned by at least one role<\/li>\n\n\n\n
        There may be multiple persons playing similar or same roles, depending on the team and project requirements<\/li>\n<\/ul>\n\n\n\n
        To summarize:<\/p>\n\n\n\n
        \n
        A title is more representative of the position in an organization structure and would have some associated expectations in terms of the areas of contribution. May also be known as a designation or rank. Typically, an individual will have only one title at a time<\/li>\n\n\n\n
        A role, which may or may not be explicitly articulated, determines the contributions and influence on the outputs or outcomes [when extended beyond the development team]. An individual might play multiple roles in the context of a team and, sometimes, different roles in different teams \u2013 in parallel<\/li>\n\n\n\n
        To help individuals play roles effectively, role based mentoring and coaching may be considered<\/li>\n<\/ul>\n\n\n\n
        What has been your approach and experience with identifying or playing roles vis-\u00e0-vis titles?<\/p>\n\n\n\n
        I am eager to know<\/p>\n","post_title":"Role and Title \u2013 what is the difference?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"role-and-title-what-is-the-difference","to_ping":"","pinged":"","post_modified":"2024-01-29 11:36:36","post_modified_gmt":"2024-01-29 11:36:36","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19138","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};
        
        Page 1 of 7 1 2 … 7 Next
        
        \n
        One question that I get regularly from most teams and organizations that I have coached in their Agility journeys, is related to choosing the persons to play the 'new' roles of scrum master of product owner.<\/p>\n\n\n\n
        On the face of it, such questions seem simple to answer. One could say, just refer to the documentation related to the model being adopted and pick people to fill those roles.<\/p>\n\n\n\n
        I wish it was as simple.<\/p>\n\n\n\n
        Most of the time, re-designating a person does not change the style or way of working.<\/p>\n\n\n\n
        In some organizations, transformation exercises list the new roles and drop some old roles [typically, those that may have a 'manager' prefix or suffix].<\/p>\n\n\n\n
        So, many managers want to become Scrum Masters or Product Owners.<\/p>\n\n\n\n
        In many such instances, the persons continue to function the way they used to, with just new titles.<\/p>\n\n\n\n
        In my sessions with teams, one of the important topics that I stress on is role clarity.<\/p>\n\n\n\n
        When we talk of Agile teams \u2013 the essential characteristics include<\/p>\n\n\n\n
        \n
        The ability to self-organize<\/li>\n\n\n\n
        Owning the deliverables [outputs] as a team<\/li>\n<\/ul>\n\n\n\n
        If the re-designated managers are not able to re-calibrate themselves to effectively enable these aspects, the tendency to continue to adopt a directive style or expect a manager-subordinate reporting relationship will continue.<\/p>\n\n\n\n
        These, one would appreciate, are not just anti-patterns, but are seeds for dysfunctions at a team level.<\/p>\n\n\n\n
        In order to become or enable teams to become high performing, what is expected of the Scrum Master role is to be a facilitator.<\/p>\n\n\n\n
        While one may carry a title or designation of a Manager \u2013 that could be more for organizational hierarchy and managing spans of control.<\/p>\n\n\n\n
        In the context of a team, there are activities to be owned and performed by all members. In that sense, a neutral title for everyone part of a team could be just 'member'.<\/p>\n\n\n\n
        Each person may play one or more roles. A Developer could also be a Reviewer. A tester could also be an automation programmer. A team lead could also be an architect .. and so on..<\/p>\n\n\n\n
        With many teams preferring to have 'full stack developers', every member would have the flexibility of playing different roles, based on the need of the hour, to meet the team goals \u2013 for an iteration or release.<\/p>\n\n\n\n
        Some tips to make this work well:<\/p>\n\n\n\n
        \n
        Make sure that ALL activities needed in the team are owned by at least one role<\/li>\n\n\n\n
        There may be multiple persons playing similar or same roles, depending on the team and project requirements<\/li>\n<\/ul>\n\n\n\n
        To summarize:<\/p>\n\n\n\n
        \n
        A title is more representative of the position in an organization structure and would have some associated expectations in terms of the areas of contribution. May also be known as a designation or rank. Typically, an individual will have only one title at a time<\/li>\n\n\n\n
        A role, which may or may not be explicitly articulated, determines the contributions and influence on the outputs or outcomes [when extended beyond the development team]. An individual might play multiple roles in the context of a team and, sometimes, different roles in different teams \u2013 in parallel<\/li>\n\n\n\n
        To help individuals play roles effectively, role based mentoring and coaching may be considered<\/li>\n<\/ul>\n\n\n\n
        What has been your approach and experience with identifying or playing roles vis-\u00e0-vis titles?<\/p>\n\n\n\n
        I am eager to know<\/p>\n","post_title":"Role and Title \u2013 what is the difference?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"role-and-title-what-is-the-difference","to_ping":"","pinged":"","post_modified":"2024-01-29 11:36:36","post_modified_gmt":"2024-01-29 11:36:36","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19138","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};
        
        Page 1 of 7 1 2 … 7 Next
        
        \n
        <\/span>
        <\/span><\/span><\/p>\n","post_title":"Chow # 265 - Which functional organization should a Product Owner be from?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-265-which-functional-organization-should-a-product-owner-be-from","to_ping":"","pinged":"","post_modified":"2024-01-30 05:48:16","post_modified_gmt":"2024-01-30 05:48:16","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19142","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":19138,"post_author":"30","post_date":"2021-09-12 15:01:47","post_date_gmt":"2021-09-12 09:31:47","post_content":"\n
        One question that I get regularly from most teams and organizations that I have coached in their Agility journeys, is related to choosing the persons to play the 'new' roles of scrum master of product owner.<\/p>\n\n\n\n
        On the face of it, such questions seem simple to answer. One could say, just refer to the documentation related to the model being adopted and pick people to fill those roles.<\/p>\n\n\n\n
        I wish it was as simple.<\/p>\n\n\n\n
        Most of the time, re-designating a person does not change the style or way of working.<\/p>\n\n\n\n
        In some organizations, transformation exercises list the new roles and drop some old roles [typically, those that may have a 'manager' prefix or suffix].<\/p>\n\n\n\n
        So, many managers want to become Scrum Masters or Product Owners.<\/p>\n\n\n\n
        In many such instances, the persons continue to function the way they used to, with just new titles.<\/p>\n\n\n\n
        In my sessions with teams, one of the important topics that I stress on is role clarity.<\/p>\n\n\n\n
        When we talk of Agile teams \u2013 the essential characteristics include<\/p>\n\n\n\n
        \n
        The ability to self-organize<\/li>\n\n\n\n
        Owning the deliverables [outputs] as a team<\/li>\n<\/ul>\n\n\n\n
        If the re-designated managers are not able to re-calibrate themselves to effectively enable these aspects, the tendency to continue to adopt a directive style or expect a manager-subordinate reporting relationship will continue.<\/p>\n\n\n\n
        These, one would appreciate, are not just anti-patterns, but are seeds for dysfunctions at a team level.<\/p>\n\n\n\n
        In order to become or enable teams to become high performing, what is expected of the Scrum Master role is to be a facilitator.<\/p>\n\n\n\n
        While one may carry a title or designation of a Manager \u2013 that could be more for organizational hierarchy and managing spans of control.<\/p>\n\n\n\n
        In the context of a team, there are activities to be owned and performed by all members. In that sense, a neutral title for everyone part of a team could be just 'member'.<\/p>\n\n\n\n
        Each person may play one or more roles. A Developer could also be a Reviewer. A tester could also be an automation programmer. A team lead could also be an architect .. and so on..<\/p>\n\n\n\n
        With many teams preferring to have 'full stack developers', every member would have the flexibility of playing different roles, based on the need of the hour, to meet the team goals \u2013 for an iteration or release.<\/p>\n\n\n\n
        Some tips to make this work well:<\/p>\n\n\n\n
        \n
        Make sure that ALL activities needed in the team are owned by at least one role<\/li>\n\n\n\n
        There may be multiple persons playing similar or same roles, depending on the team and project requirements<\/li>\n<\/ul>\n\n\n\n
        To summarize:<\/p>\n\n\n\n
        \n
        A title is more representative of the position in an organization structure and would have some associated expectations in terms of the areas of contribution. May also be known as a designation or rank. Typically, an individual will have only one title at a time<\/li>\n\n\n\n
        A role, which may or may not be explicitly articulated, determines the contributions and influence on the outputs or outcomes [when extended beyond the development team]. An individual might play multiple roles in the context of a team and, sometimes, different roles in different teams \u2013 in parallel<\/li>\n\n\n\n
        To help individuals play roles effectively, role based mentoring and coaching may be considered<\/li>\n<\/ul>\n\n\n\n
        What has been your approach and experience with identifying or playing roles vis-\u00e0-vis titles?<\/p>\n\n\n\n
        I am eager to know<\/p>\n","post_title":"Role and Title \u2013 what is the difference?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"role-and-title-what-is-the-difference","to_ping":"","pinged":"","post_modified":"2024-01-29 11:36:36","post_modified_gmt":"2024-01-29 11:36:36","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19138","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};
        
        Page 1 of 7 1 2 … 7 Next
        
        \n
        Suggested solution:<\/p>\n\n\n\n
        <\/span>
        <\/span><\/span><\/p>\n","post_title":"Chow # 265 - Which functional organization should a Product Owner be from?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-265-which-functional-organization-should-a-product-owner-be-from","to_ping":"","pinged":"","post_modified":"2024-01-30 05:48:16","post_modified_gmt":"2024-01-30 05:48:16","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19142","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":19138,"post_author":"30","post_date":"2021-09-12 15:01:47","post_date_gmt":"2021-09-12 09:31:47","post_content":"\n
        One question that I get regularly from most teams and organizations that I have coached in their Agility journeys, is related to choosing the persons to play the 'new' roles of scrum master of product owner.<\/p>\n\n\n\n
        On the face of it, such questions seem simple to answer. One could say, just refer to the documentation related to the model being adopted and pick people to fill those roles.<\/p>\n\n\n\n
        I wish it was as simple.<\/p>\n\n\n\n
        Most of the time, re-designating a person does not change the style or way of working.<\/p>\n\n\n\n
        In some organizations, transformation exercises list the new roles and drop some old roles [typically, those that may have a 'manager' prefix or suffix].<\/p>\n\n\n\n
        So, many managers want to become Scrum Masters or Product Owners.<\/p>\n\n\n\n
        In many such instances, the persons continue to function the way they used to, with just new titles.<\/p>\n\n\n\n
        In my sessions with teams, one of the important topics that I stress on is role clarity.<\/p>\n\n\n\n
        When we talk of Agile teams \u2013 the essential characteristics include<\/p>\n\n\n\n
        \n
        The ability to self-organize<\/li>\n\n\n\n
        Owning the deliverables [outputs] as a team<\/li>\n<\/ul>\n\n\n\n
        If the re-designated managers are not able to re-calibrate themselves to effectively enable these aspects, the tendency to continue to adopt a directive style or expect a manager-subordinate reporting relationship will continue.<\/p>\n\n\n\n
        These, one would appreciate, are not just anti-patterns, but are seeds for dysfunctions at a team level.<\/p>\n\n\n\n
        In order to become or enable teams to become high performing, what is expected of the Scrum Master role is to be a facilitator.<\/p>\n\n\n\n
        While one may carry a title or designation of a Manager \u2013 that could be more for organizational hierarchy and managing spans of control.<\/p>\n\n\n\n
        In the context of a team, there are activities to be owned and performed by all members. In that sense, a neutral title for everyone part of a team could be just 'member'.<\/p>\n\n\n\n
        Each person may play one or more roles. A Developer could also be a Reviewer. A tester could also be an automation programmer. A team lead could also be an architect .. and so on..<\/p>\n\n\n\n
        With many teams preferring to have 'full stack developers', every member would have the flexibility of playing different roles, based on the need of the hour, to meet the team goals \u2013 for an iteration or release.<\/p>\n\n\n\n
        Some tips to make this work well:<\/p>\n\n\n\n
        \n
        Make sure that ALL activities needed in the team are owned by at least one role<\/li>\n\n\n\n
        There may be multiple persons playing similar or same roles, depending on the team and project requirements<\/li>\n<\/ul>\n\n\n\n
        To summarize:<\/p>\n\n\n\n
        \n
        A title is more representative of the position in an organization structure and would have some associated expectations in terms of the areas of contribution. May also be known as a designation or rank. Typically, an individual will have only one title at a time<\/li>\n\n\n\n
        A role, which may or may not be explicitly articulated, determines the contributions and influence on the outputs or outcomes [when extended beyond the development team]. An individual might play multiple roles in the context of a team and, sometimes, different roles in different teams \u2013 in parallel<\/li>\n\n\n\n
        To help individuals play roles effectively, role based mentoring and coaching may be considered<\/li>\n<\/ul>\n\n\n\n
        What has been your approach and experience with identifying or playing roles vis-\u00e0-vis titles?<\/p>\n\n\n\n
        I am eager to know<\/p>\n","post_title":"Role and Title \u2013 what is the difference?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"role-and-title-what-is-the-difference","to_ping":"","pinged":"","post_modified":"2024-01-29 11:36:36","post_modified_gmt":"2024-01-29 11:36:36","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19138","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};
        
        Page 1 of 7 1 2 … 7 Next
        
        \n
        What would be your advice?<\/p>\n\n\n\n
        Suggested solution:<\/p>\n\n\n\n
        <\/span>
        <\/span><\/span><\/p>\n","post_title":"Chow # 265 - Which functional organization should a Product Owner be from?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-265-which-functional-organization-should-a-product-owner-be-from","to_ping":"","pinged":"","post_modified":"2024-01-30 05:48:16","post_modified_gmt":"2024-01-30 05:48:16","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19142","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":19138,"post_author":"30","post_date":"2021-09-12 15:01:47","post_date_gmt":"2021-09-12 09:31:47","post_content":"\n
        One question that I get regularly from most teams and organizations that I have coached in their Agility journeys, is related to choosing the persons to play the 'new' roles of scrum master of product owner.<\/p>\n\n\n\n
        On the face of it, such questions seem simple to answer. One could say, just refer to the documentation related to the model being adopted and pick people to fill those roles.<\/p>\n\n\n\n
        I wish it was as simple.<\/p>\n\n\n\n
        Most of the time, re-designating a person does not change the style or way of working.<\/p>\n\n\n\n
        In some organizations, transformation exercises list the new roles and drop some old roles [typically, those that may have a 'manager' prefix or suffix].<\/p>\n\n\n\n
        So, many managers want to become Scrum Masters or Product Owners.<\/p>\n\n\n\n
        In many such instances, the persons continue to function the way they used to, with just new titles.<\/p>\n\n\n\n
        In my sessions with teams, one of the important topics that I stress on is role clarity.<\/p>\n\n\n\n
        When we talk of Agile teams \u2013 the essential characteristics include<\/p>\n\n\n\n
        \n
        The ability to self-organize<\/li>\n\n\n\n
        Owning the deliverables [outputs] as a team<\/li>\n<\/ul>\n\n\n\n
        If the re-designated managers are not able to re-calibrate themselves to effectively enable these aspects, the tendency to continue to adopt a directive style or expect a manager-subordinate reporting relationship will continue.<\/p>\n\n\n\n
        These, one would appreciate, are not just anti-patterns, but are seeds for dysfunctions at a team level.<\/p>\n\n\n\n
        In order to become or enable teams to become high performing, what is expected of the Scrum Master role is to be a facilitator.<\/p>\n\n\n\n
        While one may carry a title or designation of a Manager \u2013 that could be more for organizational hierarchy and managing spans of control.<\/p>\n\n\n\n
        In the context of a team, there are activities to be owned and performed by all members. In that sense, a neutral title for everyone part of a team could be just 'member'.<\/p>\n\n\n\n
        Each person may play one or more roles. A Developer could also be a Reviewer. A tester could also be an automation programmer. A team lead could also be an architect .. and so on..<\/p>\n\n\n\n
        With many teams preferring to have 'full stack developers', every member would have the flexibility of playing different roles, based on the need of the hour, to meet the team goals \u2013 for an iteration or release.<\/p>\n\n\n\n
        Some tips to make this work well:<\/p>\n\n\n\n
        \n
        Make sure that ALL activities needed in the team are owned by at least one role<\/li>\n\n\n\n
        There may be multiple persons playing similar or same roles, depending on the team and project requirements<\/li>\n<\/ul>\n\n\n\n
        To summarize:<\/p>\n\n\n\n
        \n
        A title is more representative of the position in an organization structure and would have some associated expectations in terms of the areas of contribution. May also be known as a designation or rank. Typically, an individual will have only one title at a time<\/li>\n\n\n\n
        A role, which may or may not be explicitly articulated, determines the contributions and influence on the outputs or outcomes [when extended beyond the development team]. An individual might play multiple roles in the context of a team and, sometimes, different roles in different teams \u2013 in parallel<\/li>\n\n\n\n
        To help individuals play roles effectively, role based mentoring and coaching may be considered<\/li>\n<\/ul>\n\n\n\n
        What has been your approach and experience with identifying or playing roles vis-\u00e0-vis titles?<\/p>\n\n\n\n
        I am eager to know<\/p>\n","post_title":"Role and Title \u2013 what is the difference?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"role-and-title-what-is-the-difference","to_ping":"","pinged":"","post_modified":"2024-01-29 11:36:36","post_modified_gmt":"2024-01-29 11:36:36","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19138","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};
        
        Page 1 of 7 1 2 … 7 Next
        
        \n
        That is to ask you<\/strong>, what they should do.<\/p>\n\n\n\n
        What would be your advice?<\/p>\n\n\n\n
        Suggested solution:<\/p>\n\n\n\n
        <\/span>
        <\/span><\/span><\/p>\n","post_title":"Chow # 265 - Which functional organization should a Product Owner be from?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-265-which-functional-organization-should-a-product-owner-be-from","to_ping":"","pinged":"","post_modified":"2024-01-30 05:48:16","post_modified_gmt":"2024-01-30 05:48:16","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19142","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":19138,"post_author":"30","post_date":"2021-09-12 15:01:47","post_date_gmt":"2021-09-12 09:31:47","post_content":"\n
        One question that I get regularly from most teams and organizations that I have coached in their Agility journeys, is related to choosing the persons to play the 'new' roles of scrum master of product owner.<\/p>\n\n\n\n
        On the face of it, such questions seem simple to answer. One could say, just refer to the documentation related to the model being adopted and pick people to fill those roles.<\/p>\n\n\n\n
        I wish it was as simple.<\/p>\n\n\n\n
        Most of the time, re-designating a person does not change the style or way of working.<\/p>\n\n\n\n
        In some organizations, transformation exercises list the new roles and drop some old roles [typically, those that may have a 'manager' prefix or suffix].<\/p>\n\n\n\n
        So, many managers want to become Scrum Masters or Product Owners.<\/p>\n\n\n\n
        In many such instances, the persons continue to function the way they used to, with just new titles.<\/p>\n\n\n\n
        In my sessions with teams, one of the important topics that I stress on is role clarity.<\/p>\n\n\n\n
        When we talk of Agile teams \u2013 the essential characteristics include<\/p>\n\n\n\n
        \n
        The ability to self-organize<\/li>\n\n\n\n
        Owning the deliverables [outputs] as a team<\/li>\n<\/ul>\n\n\n\n
        If the re-designated managers are not able to re-calibrate themselves to effectively enable these aspects, the tendency to continue to adopt a directive style or expect a manager-subordinate reporting relationship will continue.<\/p>\n\n\n\n
        These, one would appreciate, are not just anti-patterns, but are seeds for dysfunctions at a team level.<\/p>\n\n\n\n
        In order to become or enable teams to become high performing, what is expected of the Scrum Master role is to be a facilitator.<\/p>\n\n\n\n
        While one may carry a title or designation of a Manager \u2013 that could be more for organizational hierarchy and managing spans of control.<\/p>\n\n\n\n
        In the context of a team, there are activities to be owned and performed by all members. In that sense, a neutral title for everyone part of a team could be just 'member'.<\/p>\n\n\n\n
        Each person may play one or more roles. A Developer could also be a Reviewer. A tester could also be an automation programmer. A team lead could also be an architect .. and so on..<\/p>\n\n\n\n
        With many teams preferring to have 'full stack developers', every member would have the flexibility of playing different roles, based on the need of the hour, to meet the team goals \u2013 for an iteration or release.<\/p>\n\n\n\n
        Some tips to make this work well:<\/p>\n\n\n\n
        \n
        Make sure that ALL activities needed in the team are owned by at least one role<\/li>\n\n\n\n
        There may be multiple persons playing similar or same roles, depending on the team and project requirements<\/li>\n<\/ul>\n\n\n\n
        To summarize:<\/p>\n\n\n\n
        \n
        A title is more representative of the position in an organization structure and would have some associated expectations in terms of the areas of contribution. May also be known as a designation or rank. Typically, an individual will have only one title at a time<\/li>\n\n\n\n
        A role, which may or may not be explicitly articulated, determines the contributions and influence on the outputs or outcomes [when extended beyond the development team]. An individual might play multiple roles in the context of a team and, sometimes, different roles in different teams \u2013 in parallel<\/li>\n\n\n\n
        To help individuals play roles effectively, role based mentoring and coaching may be considered<\/li>\n<\/ul>\n\n\n\n
        What has been your approach and experience with identifying or playing roles vis-\u00e0-vis titles?<\/p>\n\n\n\n
        I am eager to know<\/p>\n","post_title":"Role and Title \u2013 what is the difference?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"role-and-title-what-is-the-difference","to_ping":"","pinged":"","post_modified":"2024-01-29 11:36:36","post_modified_gmt":"2024-01-29 11:36:36","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19138","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};
        
        Page 1 of 7 1 2 … 7 Next
        
        \n
        In order to avoid another long \u2013 potentially inconclusive \u2013 meeting, they chose option two.<\/p>\n\n\n\n
        That is to ask you<\/strong>, what they should do.<\/p>\n\n\n\n
        What would be your advice?<\/p>\n\n\n\n
        Suggested solution:<\/p>\n\n\n\n
        <\/span>
        <\/span><\/span><\/p>\n","post_title":"Chow # 265 - Which functional organization should a Product Owner be from?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-265-which-functional-organization-should-a-product-owner-be-from","to_ping":"","pinged":"","post_modified":"2024-01-30 05:48:16","post_modified_gmt":"2024-01-30 05:48:16","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19142","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":19138,"post_author":"30","post_date":"2021-09-12 15:01:47","post_date_gmt":"2021-09-12 09:31:47","post_content":"\n
        One question that I get regularly from most teams and organizations that I have coached in their Agility journeys, is related to choosing the persons to play the 'new' roles of scrum master of product owner.<\/p>\n\n\n\n
        On the face of it, such questions seem simple to answer. One could say, just refer to the documentation related to the model being adopted and pick people to fill those roles.<\/p>\n\n\n\n
        I wish it was as simple.<\/p>\n\n\n\n
        Most of the time, re-designating a person does not change the style or way of working.<\/p>\n\n\n\n
        In some organizations, transformation exercises list the new roles and drop some old roles [typically, those that may have a 'manager' prefix or suffix].<\/p>\n\n\n\n
        So, many managers want to become Scrum Masters or Product Owners.<\/p>\n\n\n\n
        In many such instances, the persons continue to function the way they used to, with just new titles.<\/p>\n\n\n\n
        In my sessions with teams, one of the important topics that I stress on is role clarity.<\/p>\n\n\n\n
        When we talk of Agile teams \u2013 the essential characteristics include<\/p>\n\n\n\n
        \n
        The ability to self-organize<\/li>\n\n\n\n
        Owning the deliverables [outputs] as a team<\/li>\n<\/ul>\n\n\n\n
        If the re-designated managers are not able to re-calibrate themselves to effectively enable these aspects, the tendency to continue to adopt a directive style or expect a manager-subordinate reporting relationship will continue.<\/p>\n\n\n\n
        These, one would appreciate, are not just anti-patterns, but are seeds for dysfunctions at a team level.<\/p>\n\n\n\n
        In order to become or enable teams to become high performing, what is expected of the Scrum Master role is to be a facilitator.<\/p>\n\n\n\n
        While one may carry a title or designation of a Manager \u2013 that could be more for organizational hierarchy and managing spans of control.<\/p>\n\n\n\n
        In the context of a team, there are activities to be owned and performed by all members. In that sense, a neutral title for everyone part of a team could be just 'member'.<\/p>\n\n\n\n
        Each person may play one or more roles. A Developer could also be a Reviewer. A tester could also be an automation programmer. A team lead could also be an architect .. and so on..<\/p>\n\n\n\n
        With many teams preferring to have 'full stack developers', every member would have the flexibility of playing different roles, based on the need of the hour, to meet the team goals \u2013 for an iteration or release.<\/p>\n\n\n\n
        Some tips to make this work well:<\/p>\n\n\n\n
        \n
        Make sure that ALL activities needed in the team are owned by at least one role<\/li>\n\n\n\n
        There may be multiple persons playing similar or same roles, depending on the team and project requirements<\/li>\n<\/ul>\n\n\n\n
        To summarize:<\/p>\n\n\n\n
        \n
        A title is more representative of the position in an organization structure and would have some associated expectations in terms of the areas of contribution. May also be known as a designation or rank. Typically, an individual will have only one title at a time<\/li>\n\n\n\n
        A role, which may or may not be explicitly articulated, determines the contributions and influence on the outputs or outcomes [when extended beyond the development team]. An individual might play multiple roles in the context of a team and, sometimes, different roles in different teams \u2013 in parallel<\/li>\n\n\n\n
        To help individuals play roles effectively, role based mentoring and coaching may be considered<\/li>\n<\/ul>\n\n\n\n
        What has been your approach and experience with identifying or playing roles vis-\u00e0-vis titles?<\/p>\n\n\n\n
        I am eager to know<\/p>\n","post_title":"Role and Title \u2013 what is the difference?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"role-and-title-what-is-the-difference","to_ping":"","pinged":"","post_modified":"2024-01-29 11:36:36","post_modified_gmt":"2024-01-29 11:36:36","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19138","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};
        
        Page 1 of 7 1 2 … 7 Next
        
        \n
        One \u2013 toss a coin and decide? But how to pick from three options with a coin? Someone suggested the throw of dice..<\/p>\n\n\n\n
        In order to avoid another long \u2013 potentially inconclusive \u2013 meeting, they chose option two.<\/p>\n\n\n\n
        That is to ask you<\/strong>, what they should do.<\/p>\n\n\n\n
        What would be your advice?<\/p>\n\n\n\n
        Suggested solution:<\/p>\n\n\n\n
        <\/span>
        <\/span><\/span><\/p>\n","post_title":"Chow # 265 - Which functional organization should a Product Owner be from?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-265-which-functional-organization-should-a-product-owner-be-from","to_ping":"","pinged":"","post_modified":"2024-01-30 05:48:16","post_modified_gmt":"2024-01-30 05:48:16","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19142","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":19138,"post_author":"30","post_date":"2021-09-12 15:01:47","post_date_gmt":"2021-09-12 09:31:47","post_content":"\n
        One question that I get regularly from most teams and organizations that I have coached in their Agility journeys, is related to choosing the persons to play the 'new' roles of scrum master of product owner.<\/p>\n\n\n\n
        On the face of it, such questions seem simple to answer. One could say, just refer to the documentation related to the model being adopted and pick people to fill those roles.<\/p>\n\n\n\n
        I wish it was as simple.<\/p>\n\n\n\n
        Most of the time, re-designating a person does not change the style or way of working.<\/p>\n\n\n\n
        In some organizations, transformation exercises list the new roles and drop some old roles [typically, those that may have a 'manager' prefix or suffix].<\/p>\n\n\n\n
        So, many managers want to become Scrum Masters or Product Owners.<\/p>\n\n\n\n
        In many such instances, the persons continue to function the way they used to, with just new titles.<\/p>\n\n\n\n
        In my sessions with teams, one of the important topics that I stress on is role clarity.<\/p>\n\n\n\n
        When we talk of Agile teams \u2013 the essential characteristics include<\/p>\n\n\n\n
        \n
        The ability to self-organize<\/li>\n\n\n\n
        Owning the deliverables [outputs] as a team<\/li>\n<\/ul>\n\n\n\n
        If the re-designated managers are not able to re-calibrate themselves to effectively enable these aspects, the tendency to continue to adopt a directive style or expect a manager-subordinate reporting relationship will continue.<\/p>\n\n\n\n
        These, one would appreciate, are not just anti-patterns, but are seeds for dysfunctions at a team level.<\/p>\n\n\n\n
        In order to become or enable teams to become high performing, what is expected of the Scrum Master role is to be a facilitator.<\/p>\n\n\n\n
        While one may carry a title or designation of a Manager \u2013 that could be more for organizational hierarchy and managing spans of control.<\/p>\n\n\n\n
        In the context of a team, there are activities to be owned and performed by all members. In that sense, a neutral title for everyone part of a team could be just 'member'.<\/p>\n\n\n\n
        Each person may play one or more roles. A Developer could also be a Reviewer. A tester could also be an automation programmer. A team lead could also be an architect .. and so on..<\/p>\n\n\n\n
        With many teams preferring to have 'full stack developers', every member would have the flexibility of playing different roles, based on the need of the hour, to meet the team goals \u2013 for an iteration or release.<\/p>\n\n\n\n
        Some tips to make this work well:<\/p>\n\n\n\n
        \n
        Make sure that ALL activities needed in the team are owned by at least one role<\/li>\n\n\n\n
        There may be multiple persons playing similar or same roles, depending on the team and project requirements<\/li>\n<\/ul>\n\n\n\n
        To summarize:<\/p>\n\n\n\n
        \n
        A title is more representative of the position in an organization structure and would have some associated expectations in terms of the areas of contribution. May also be known as a designation or rank. Typically, an individual will have only one title at a time<\/li>\n\n\n\n
        A role, which may or may not be explicitly articulated, determines the contributions and influence on the outputs or outcomes [when extended beyond the development team]. An individual might play multiple roles in the context of a team and, sometimes, different roles in different teams \u2013 in parallel<\/li>\n\n\n\n
        To help individuals play roles effectively, role based mentoring and coaching may be considered<\/li>\n<\/ul>\n\n\n\n
        What has been your approach and experience with identifying or playing roles vis-\u00e0-vis titles?<\/p>\n\n\n\n
        I am eager to know<\/p>\n","post_title":"Role and Title \u2013 what is the difference?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"role-and-title-what-is-the-difference","to_ping":"","pinged":"","post_modified":"2024-01-29 11:36:36","post_modified_gmt":"2024-01-29 11:36:36","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19138","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};
        
        Page 1 of 7 1 2 … 7 Next
        
        \n
        After a 3 hour discussion, the leaders had two choices before them.<\/p>\n\n\n\n
        One \u2013 toss a coin and decide? But how to pick from three options with a coin? Someone suggested the throw of dice..<\/p>\n\n\n\n
        In order to avoid another long \u2013 potentially inconclusive \u2013 meeting, they chose option two.<\/p>\n\n\n\n
        That is to ask you<\/strong>, what they should do.<\/p>\n\n\n\n
        What would be your advice?<\/p>\n\n\n\n
        Suggested solution:<\/p>\n\n\n\n
        <\/span>
        <\/span><\/span><\/p>\n","post_title":"Chow # 265 - Which functional organization should a Product Owner be from?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-265-which-functional-organization-should-a-product-owner-be-from","to_ping":"","pinged":"","post_modified":"2024-01-30 05:48:16","post_modified_gmt":"2024-01-30 05:48:16","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19142","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":19138,"post_author":"30","post_date":"2021-09-12 15:01:47","post_date_gmt":"2021-09-12 09:31:47","post_content":"\n
        One question that I get regularly from most teams and organizations that I have coached in their Agility journeys, is related to choosing the persons to play the 'new' roles of scrum master of product owner.<\/p>\n\n\n\n
        On the face of it, such questions seem simple to answer. One could say, just refer to the documentation related to the model being adopted and pick people to fill those roles.<\/p>\n\n\n\n
        I wish it was as simple.<\/p>\n\n\n\n
        Most of the time, re-designating a person does not change the style or way of working.<\/p>\n\n\n\n
        In some organizations, transformation exercises list the new roles and drop some old roles [typically, those that may have a 'manager' prefix or suffix].<\/p>\n\n\n\n
        So, many managers want to become Scrum Masters or Product Owners.<\/p>\n\n\n\n
        In many such instances, the persons continue to function the way they used to, with just new titles.<\/p>\n\n\n\n
        In my sessions with teams, one of the important topics that I stress on is role clarity.<\/p>\n\n\n\n
        When we talk of Agile teams \u2013 the essential characteristics include<\/p>\n\n\n\n
        \n
        The ability to self-organize<\/li>\n\n\n\n
        Owning the deliverables [outputs] as a team<\/li>\n<\/ul>\n\n\n\n
        If the re-designated managers are not able to re-calibrate themselves to effectively enable these aspects, the tendency to continue to adopt a directive style or expect a manager-subordinate reporting relationship will continue.<\/p>\n\n\n\n
        These, one would appreciate, are not just anti-patterns, but are seeds for dysfunctions at a team level.<\/p>\n\n\n\n
        In order to become or enable teams to become high performing, what is expected of the Scrum Master role is to be a facilitator.<\/p>\n\n\n\n
        While one may carry a title or designation of a Manager \u2013 that could be more for organizational hierarchy and managing spans of control.<\/p>\n\n\n\n
        In the context of a team, there are activities to be owned and performed by all members. In that sense, a neutral title for everyone part of a team could be just 'member'.<\/p>\n\n\n\n
        Each person may play one or more roles. A Developer could also be a Reviewer. A tester could also be an automation programmer. A team lead could also be an architect .. and so on..<\/p>\n\n\n\n
        With many teams preferring to have 'full stack developers', every member would have the flexibility of playing different roles, based on the need of the hour, to meet the team goals \u2013 for an iteration or release.<\/p>\n\n\n\n
        Some tips to make this work well:<\/p>\n\n\n\n
        \n
        Make sure that ALL activities needed in the team are owned by at least one role<\/li>\n\n\n\n
        There may be multiple persons playing similar or same roles, depending on the team and project requirements<\/li>\n<\/ul>\n\n\n\n
        To summarize:<\/p>\n\n\n\n
        \n
        A title is more representative of the position in an organization structure and would have some associated expectations in terms of the areas of contribution. May also be known as a designation or rank. Typically, an individual will have only one title at a time<\/li>\n\n\n\n
        A role, which may or may not be explicitly articulated, determines the contributions and influence on the outputs or outcomes [when extended beyond the development team]. An individual might play multiple roles in the context of a team and, sometimes, different roles in different teams \u2013 in parallel<\/li>\n\n\n\n
        To help individuals play roles effectively, role based mentoring and coaching may be considered<\/li>\n<\/ul>\n\n\n\n
        What has been your approach and experience with identifying or playing roles vis-\u00e0-vis titles?<\/p>\n\n\n\n
        I am eager to know<\/p>\n","post_title":"Role and Title \u2013 what is the difference?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"role-and-title-what-is-the-difference","to_ping":"","pinged":"","post_modified":"2024-01-29 11:36:36","post_modified_gmt":"2024-01-29 11:36:36","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19138","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};
        
        Page 1 of 7 1 2 … 7 Next
        
        \n
        The marketing team felt that they are in the best position to give direction to this feature, as they are closest to the customers and would know how best to prioritize and scope the requirements.<\/p>\n\n\n\n
        After a 3 hour discussion, the leaders had two choices before them.<\/p>\n\n\n\n
        One \u2013 toss a coin and decide? But how to pick from three options with a coin? Someone suggested the throw of dice..<\/p>\n\n\n\n
        In order to avoid another long \u2013 potentially inconclusive \u2013 meeting, they chose option two.<\/p>\n\n\n\n
        That is to ask you<\/strong>, what they should do.<\/p>\n\n\n\n
        What would be your advice?<\/p>\n\n\n\n
        Suggested solution:<\/p>\n\n\n\n
        <\/span>
        <\/span><\/span><\/p>\n","post_title":"Chow # 265 - Which functional organization should a Product Owner be from?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-265-which-functional-organization-should-a-product-owner-be-from","to_ping":"","pinged":"","post_modified":"2024-01-30 05:48:16","post_modified_gmt":"2024-01-30 05:48:16","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19142","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":19138,"post_author":"30","post_date":"2021-09-12 15:01:47","post_date_gmt":"2021-09-12 09:31:47","post_content":"\n
        One question that I get regularly from most teams and organizations that I have coached in their Agility journeys, is related to choosing the persons to play the 'new' roles of scrum master of product owner.<\/p>\n\n\n\n
        On the face of it, such questions seem simple to answer. One could say, just refer to the documentation related to the model being adopted and pick people to fill those roles.<\/p>\n\n\n\n
        I wish it was as simple.<\/p>\n\n\n\n
        Most of the time, re-designating a person does not change the style or way of working.<\/p>\n\n\n\n
        In some organizations, transformation exercises list the new roles and drop some old roles [typically, those that may have a 'manager' prefix or suffix].<\/p>\n\n\n\n
        So, many managers want to become Scrum Masters or Product Owners.<\/p>\n\n\n\n
        In many such instances, the persons continue to function the way they used to, with just new titles.<\/p>\n\n\n\n
        In my sessions with teams, one of the important topics that I stress on is role clarity.<\/p>\n\n\n\n
        When we talk of Agile teams \u2013 the essential characteristics include<\/p>\n\n\n\n
        \n
        The ability to self-organize<\/li>\n\n\n\n
        Owning the deliverables [outputs] as a team<\/li>\n<\/ul>\n\n\n\n
        If the re-designated managers are not able to re-calibrate themselves to effectively enable these aspects, the tendency to continue to adopt a directive style or expect a manager-subordinate reporting relationship will continue.<\/p>\n\n\n\n
        These, one would appreciate, are not just anti-patterns, but are seeds for dysfunctions at a team level.<\/p>\n\n\n\n
        In order to become or enable teams to become high performing, what is expected of the Scrum Master role is to be a facilitator.<\/p>\n\n\n\n
        While one may carry a title or designation of a Manager \u2013 that could be more for organizational hierarchy and managing spans of control.<\/p>\n\n\n\n
        In the context of a team, there are activities to be owned and performed by all members. In that sense, a neutral title for everyone part of a team could be just 'member'.<\/p>\n\n\n\n
        Each person may play one or more roles. A Developer could also be a Reviewer. A tester could also be an automation programmer. A team lead could also be an architect .. and so on..<\/p>\n\n\n\n
        With many teams preferring to have 'full stack developers', every member would have the flexibility of playing different roles, based on the need of the hour, to meet the team goals \u2013 for an iteration or release.<\/p>\n\n\n\n
        Some tips to make this work well:<\/p>\n\n\n\n
        \n
        Make sure that ALL activities needed in the team are owned by at least one role<\/li>\n\n\n\n
        There may be multiple persons playing similar or same roles, depending on the team and project requirements<\/li>\n<\/ul>\n\n\n\n
        To summarize:<\/p>\n\n\n\n
        \n
        A title is more representative of the position in an organization structure and would have some associated expectations in terms of the areas of contribution. May also be known as a designation or rank. Typically, an individual will have only one title at a time<\/li>\n\n\n\n
        A role, which may or may not be explicitly articulated, determines the contributions and influence on the outputs or outcomes [when extended beyond the development team]. An individual might play multiple roles in the context of a team and, sometimes, different roles in different teams \u2013 in parallel<\/li>\n\n\n\n
        To help individuals play roles effectively, role based mentoring and coaching may be considered<\/li>\n<\/ul>\n\n\n\n
        What has been your approach and experience with identifying or playing roles vis-\u00e0-vis titles?<\/p>\n\n\n\n
        I am eager to know<\/p>\n","post_title":"Role and Title \u2013 what is the difference?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"role-and-title-what-is-the-difference","to_ping":"","pinged":"","post_modified":"2024-01-29 11:36:36","post_modified_gmt":"2024-01-29 11:36:36","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19138","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};
        
        Page 1 of 7 1 2 … 7 Next
        
        \n
        The engineering team, however, was skeptical. They felt that there is a significant amount of work in interfacing with the sensors, the cloud based knowledge hub and the need for a driver override meant a responsive, effective UI \u2013 and so, the Product Owner must be from the engineering team.<\/p>\n\n\n\n
        The marketing team felt that they are in the best position to give direction to this feature, as they are closest to the customers and would know how best to prioritize and scope the requirements.<\/p>\n\n\n\n
        After a 3 hour discussion, the leaders had two choices before them.<\/p>\n\n\n\n
        One \u2013 toss a coin and decide? But how to pick from three options with a coin? Someone suggested the throw of dice..<\/p>\n\n\n\n
        In order to avoid another long \u2013 potentially inconclusive \u2013 meeting, they chose option two.<\/p>\n\n\n\n
        That is to ask you<\/strong>, what they should do.<\/p>\n\n\n\n
        What would be your advice?<\/p>\n\n\n\n
        Suggested solution:<\/p>\n\n\n\n
        <\/span>
        <\/span><\/span><\/p>\n","post_title":"Chow # 265 - Which functional organization should a Product Owner be from?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-265-which-functional-organization-should-a-product-owner-be-from","to_ping":"","pinged":"","post_modified":"2024-01-30 05:48:16","post_modified_gmt":"2024-01-30 05:48:16","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19142","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":19138,"post_author":"30","post_date":"2021-09-12 15:01:47","post_date_gmt":"2021-09-12 09:31:47","post_content":"\n
        One question that I get regularly from most teams and organizations that I have coached in their Agility journeys, is related to choosing the persons to play the 'new' roles of scrum master of product owner.<\/p>\n\n\n\n
        On the face of it, such questions seem simple to answer. One could say, just refer to the documentation related to the model being adopted and pick people to fill those roles.<\/p>\n\n\n\n
        I wish it was as simple.<\/p>\n\n\n\n
        Most of the time, re-designating a person does not change the style or way of working.<\/p>\n\n\n\n
        In some organizations, transformation exercises list the new roles and drop some old roles [typically, those that may have a 'manager' prefix or suffix].<\/p>\n\n\n\n
        So, many managers want to become Scrum Masters or Product Owners.<\/p>\n\n\n\n
        In many such instances, the persons continue to function the way they used to, with just new titles.<\/p>\n\n\n\n
        In my sessions with teams, one of the important topics that I stress on is role clarity.<\/p>\n\n\n\n
        When we talk of Agile teams \u2013 the essential characteristics include<\/p>\n\n\n\n
        \n
        The ability to self-organize<\/li>\n\n\n\n
        Owning the deliverables [outputs] as a team<\/li>\n<\/ul>\n\n\n\n
        If the re-designated managers are not able to re-calibrate themselves to effectively enable these aspects, the tendency to continue to adopt a directive style or expect a manager-subordinate reporting relationship will continue.<\/p>\n\n\n\n
        These, one would appreciate, are not just anti-patterns, but are seeds for dysfunctions at a team level.<\/p>\n\n\n\n
        In order to become or enable teams to become high performing, what is expected of the Scrum Master role is to be a facilitator.<\/p>\n\n\n\n
        While one may carry a title or designation of a Manager \u2013 that could be more for organizational hierarchy and managing spans of control.<\/p>\n\n\n\n
        In the context of a team, there are activities to be owned and performed by all members. In that sense, a neutral title for everyone part of a team could be just 'member'.<\/p>\n\n\n\n
        Each person may play one or more roles. A Developer could also be a Reviewer. A tester could also be an automation programmer. A team lead could also be an architect .. and so on..<\/p>\n\n\n\n
        With many teams preferring to have 'full stack developers', every member would have the flexibility of playing different roles, based on the need of the hour, to meet the team goals \u2013 for an iteration or release.<\/p>\n\n\n\n
        Some tips to make this work well:<\/p>\n\n\n\n
        \n
        Make sure that ALL activities needed in the team are owned by at least one role<\/li>\n\n\n\n
        There may be multiple persons playing similar or same roles, depending on the team and project requirements<\/li>\n<\/ul>\n\n\n\n
        To summarize:<\/p>\n\n\n\n
        \n
        A title is more representative of the position in an organization structure and would have some associated expectations in terms of the areas of contribution. May also be known as a designation or rank. Typically, an individual will have only one title at a time<\/li>\n\n\n\n
        A role, which may or may not be explicitly articulated, determines the contributions and influence on the outputs or outcomes [when extended beyond the development team]. An individual might play multiple roles in the context of a team and, sometimes, different roles in different teams \u2013 in parallel<\/li>\n\n\n\n
        To help individuals play roles effectively, role based mentoring and coaching may be considered<\/li>\n<\/ul>\n\n\n\n
        What has been your approach and experience with identifying or playing roles vis-\u00e0-vis titles?<\/p>\n\n\n\n
        I am eager to know<\/p>\n","post_title":"Role and Title \u2013 what is the difference?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"role-and-title-what-is-the-difference","to_ping":"","pinged":"","post_modified":"2024-01-29 11:36:36","post_modified_gmt":"2024-01-29 11:36:36","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19138","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};
        
        Page 1 of 7 1 2 … 7 Next
        
        \n
        This was considered an ideal project for the data sciences team, as it would involve a lot of modeling, analysis and inferencing. The first thought was to have the Product Owner from the Data Sciences team,<\/p>\n\n\n\n
        The engineering team, however, was skeptical. They felt that there is a significant amount of work in interfacing with the sensors, the cloud based knowledge hub and the need for a driver override meant a responsive, effective UI \u2013 and so, the Product Owner must be from the engineering team.<\/p>\n\n\n\n
        The marketing team felt that they are in the best position to give direction to this feature, as they are closest to the customers and would know how best to prioritize and scope the requirements.<\/p>\n\n\n\n
        After a 3 hour discussion, the leaders had two choices before them.<\/p>\n\n\n\n
        One \u2013 toss a coin and decide? But how to pick from three options with a coin? Someone suggested the throw of dice..<\/p>\n\n\n\n
        In order to avoid another long \u2013 potentially inconclusive \u2013 meeting, they chose option two.<\/p>\n\n\n\n
        That is to ask you<\/strong>, what they should do.<\/p>\n\n\n\n
        What would be your advice?<\/p>\n\n\n\n
        Suggested solution:<\/p>\n\n\n\n
        <\/span>
        <\/span><\/span><\/p>\n","post_title":"Chow # 265 - Which functional organization should a Product Owner be from?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-265-which-functional-organization-should-a-product-owner-be-from","to_ping":"","pinged":"","post_modified":"2024-01-30 05:48:16","post_modified_gmt":"2024-01-30 05:48:16","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19142","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":19138,"post_author":"30","post_date":"2021-09-12 15:01:47","post_date_gmt":"2021-09-12 09:31:47","post_content":"\n
        One question that I get regularly from most teams and organizations that I have coached in their Agility journeys, is related to choosing the persons to play the 'new' roles of scrum master of product owner.<\/p>\n\n\n\n
        On the face of it, such questions seem simple to answer. One could say, just refer to the documentation related to the model being adopted and pick people to fill those roles.<\/p>\n\n\n\n
        I wish it was as simple.<\/p>\n\n\n\n
        Most of the time, re-designating a person does not change the style or way of working.<\/p>\n\n\n\n
        In some organizations, transformation exercises list the new roles and drop some old roles [typically, those that may have a 'manager' prefix or suffix].<\/p>\n\n\n\n
        So, many managers want to become Scrum Masters or Product Owners.<\/p>\n\n\n\n
        In many such instances, the persons continue to function the way they used to, with just new titles.<\/p>\n\n\n\n
        In my sessions with teams, one of the important topics that I stress on is role clarity.<\/p>\n\n\n\n
        When we talk of Agile teams \u2013 the essential characteristics include<\/p>\n\n\n\n
        \n
        The ability to self-organize<\/li>\n\n\n\n
        Owning the deliverables [outputs] as a team<\/li>\n<\/ul>\n\n\n\n
        If the re-designated managers are not able to re-calibrate themselves to effectively enable these aspects, the tendency to continue to adopt a directive style or expect a manager-subordinate reporting relationship will continue.<\/p>\n\n\n\n
        These, one would appreciate, are not just anti-patterns, but are seeds for dysfunctions at a team level.<\/p>\n\n\n\n
        In order to become or enable teams to become high performing, what is expected of the Scrum Master role is to be a facilitator.<\/p>\n\n\n\n
        While one may carry a title or designation of a Manager \u2013 that could be more for organizational hierarchy and managing spans of control.<\/p>\n\n\n\n
        In the context of a team, there are activities to be owned and performed by all members. In that sense, a neutral title for everyone part of a team could be just 'member'.<\/p>\n\n\n\n
        Each person may play one or more roles. A Developer could also be a Reviewer. A tester could also be an automation programmer. A team lead could also be an architect .. and so on..<\/p>\n\n\n\n
        With many teams preferring to have 'full stack developers', every member would have the flexibility of playing different roles, based on the need of the hour, to meet the team goals \u2013 for an iteration or release.<\/p>\n\n\n\n
        Some tips to make this work well:<\/p>\n\n\n\n
        \n
        Make sure that ALL activities needed in the team are owned by at least one role<\/li>\n\n\n\n
        There may be multiple persons playing similar or same roles, depending on the team and project requirements<\/li>\n<\/ul>\n\n\n\n
        To summarize:<\/p>\n\n\n\n
        \n
        A title is more representative of the position in an organization structure and would have some associated expectations in terms of the areas of contribution. May also be known as a designation or rank. Typically, an individual will have only one title at a time<\/li>\n\n\n\n
        A role, which may or may not be explicitly articulated, determines the contributions and influence on the outputs or outcomes [when extended beyond the development team]. An individual might play multiple roles in the context of a team and, sometimes, different roles in different teams \u2013 in parallel<\/li>\n\n\n\n
        To help individuals play roles effectively, role based mentoring and coaching may be considered<\/li>\n<\/ul>\n\n\n\n
        What has been your approach and experience with identifying or playing roles vis-\u00e0-vis titles?<\/p>\n\n\n\n
        I am eager to know<\/p>\n","post_title":"Role and Title \u2013 what is the difference?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"role-and-title-what-is-the-difference","to_ping":"","pinged":"","post_modified":"2024-01-29 11:36:36","post_modified_gmt":"2024-01-29 11:36:36","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19138","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};
        
        Page 1 of 7 1 2 … 7 Next
        
        \n
        As the expectations of long range performance and superfast charging started increasing from customers, Commutronix launched a new initiative to incorporate real time analytics of vehicle performance by monitoring critical parameters and also adjust key parameters for various subsystems to achieve the goals considering the driving styles also in addition to the physical and mechanical parameters.<\/p>\n\n\n\n
        This was considered an ideal project for the data sciences team, as it would involve a lot of modeling, analysis and inferencing. The first thought was to have the Product Owner from the Data Sciences team,<\/p>\n\n\n\n
        The engineering team, however, was skeptical. They felt that there is a significant amount of work in interfacing with the sensors, the cloud based knowledge hub and the need for a driver override meant a responsive, effective UI \u2013 and so, the Product Owner must be from the engineering team.<\/p>\n\n\n\n
        The marketing team felt that they are in the best position to give direction to this feature, as they are closest to the customers and would know how best to prioritize and scope the requirements.<\/p>\n\n\n\n
        After a 3 hour discussion, the leaders had two choices before them.<\/p>\n\n\n\n
        One \u2013 toss a coin and decide? But how to pick from three options with a coin? Someone suggested the throw of dice..<\/p>\n\n\n\n
        In order to avoid another long \u2013 potentially inconclusive \u2013 meeting, they chose option two.<\/p>\n\n\n\n
        That is to ask you<\/strong>, what they should do.<\/p>\n\n\n\n
        What would be your advice?<\/p>\n\n\n\n
        Suggested solution:<\/p>\n\n\n\n
        <\/span>
        <\/span><\/span><\/p>\n","post_title":"Chow # 265 - Which functional organization should a Product Owner be from?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-265-which-functional-organization-should-a-product-owner-be-from","to_ping":"","pinged":"","post_modified":"2024-01-30 05:48:16","post_modified_gmt":"2024-01-30 05:48:16","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19142","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":19138,"post_author":"30","post_date":"2021-09-12 15:01:47","post_date_gmt":"2021-09-12 09:31:47","post_content":"\n
        One question that I get regularly from most teams and organizations that I have coached in their Agility journeys, is related to choosing the persons to play the 'new' roles of scrum master of product owner.<\/p>\n\n\n\n
        On the face of it, such questions seem simple to answer. One could say, just refer to the documentation related to the model being adopted and pick people to fill those roles.<\/p>\n\n\n\n
        I wish it was as simple.<\/p>\n\n\n\n
        Most of the time, re-designating a person does not change the style or way of working.<\/p>\n\n\n\n
        In some organizations, transformation exercises list the new roles and drop some old roles [typically, those that may have a 'manager' prefix or suffix].<\/p>\n\n\n\n
        So, many managers want to become Scrum Masters or Product Owners.<\/p>\n\n\n\n
        In many such instances, the persons continue to function the way they used to, with just new titles.<\/p>\n\n\n\n
        In my sessions with teams, one of the important topics that I stress on is role clarity.<\/p>\n\n\n\n
        When we talk of Agile teams \u2013 the essential characteristics include<\/p>\n\n\n\n
        \n
        The ability to self-organize<\/li>\n\n\n\n
        Owning the deliverables [outputs] as a team<\/li>\n<\/ul>\n\n\n\n
        If the re-designated managers are not able to re-calibrate themselves to effectively enable these aspects, the tendency to continue to adopt a directive style or expect a manager-subordinate reporting relationship will continue.<\/p>\n\n\n\n
        These, one would appreciate, are not just anti-patterns, but are seeds for dysfunctions at a team level.<\/p>\n\n\n\n
        In order to become or enable teams to become high performing, what is expected of the Scrum Master role is to be a facilitator.<\/p>\n\n\n\n
        While one may carry a title or designation of a Manager \u2013 that could be more for organizational hierarchy and managing spans of control.<\/p>\n\n\n\n
        In the context of a team, there are activities to be owned and performed by all members. In that sense, a neutral title for everyone part of a team could be just 'member'.<\/p>\n\n\n\n
        Each person may play one or more roles. A Developer could also be a Reviewer. A tester could also be an automation programmer. A team lead could also be an architect .. and so on..<\/p>\n\n\n\n
        With many teams preferring to have 'full stack developers', every member would have the flexibility of playing different roles, based on the need of the hour, to meet the team goals \u2013 for an iteration or release.<\/p>\n\n\n\n
        Some tips to make this work well:<\/p>\n\n\n\n
        \n
        Make sure that ALL activities needed in the team are owned by at least one role<\/li>\n\n\n\n
        There may be multiple persons playing similar or same roles, depending on the team and project requirements<\/li>\n<\/ul>\n\n\n\n
        To summarize:<\/p>\n\n\n\n
        \n
        A title is more representative of the position in an organization structure and would have some associated expectations in terms of the areas of contribution. May also be known as a designation or rank. Typically, an individual will have only one title at a time<\/li>\n\n\n\n
        A role, which may or may not be explicitly articulated, determines the contributions and influence on the outputs or outcomes [when extended beyond the development team]. An individual might play multiple roles in the context of a team and, sometimes, different roles in different teams \u2013 in parallel<\/li>\n\n\n\n
        To help individuals play roles effectively, role based mentoring and coaching may be considered<\/li>\n<\/ul>\n\n\n\n
        What has been your approach and experience with identifying or playing roles vis-\u00e0-vis titles?<\/p>\n\n\n\n
        I am eager to know<\/p>\n","post_title":"Role and Title \u2013 what is the difference?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"role-and-title-what-is-the-difference","to_ping":"","pinged":"","post_modified":"2024-01-29 11:36:36","post_modified_gmt":"2024-01-29 11:36:36","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19138","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};
        
        Page 1 of 7 1 2 … 7 Next
        
        \n
        Commutronix is a highly watched startup, starting to disrupt the electric vehicle technology space. Commutronix does not manufacture vehicles. Rather they almost dominate the EV space by providing core technologies to OEMs and almost all EV manufacturers have incorporated their solutions into their product lines.<\/p>\n\n\n\n
        As the expectations of long range performance and superfast charging started increasing from customers, Commutronix launched a new initiative to incorporate real time analytics of vehicle performance by monitoring critical parameters and also adjust key parameters for various subsystems to achieve the goals considering the driving styles also in addition to the physical and mechanical parameters.<\/p>\n\n\n\n
        This was considered an ideal project for the data sciences team, as it would involve a lot of modeling, analysis and inferencing. The first thought was to have the Product Owner from the Data Sciences team,<\/p>\n\n\n\n
        The engineering team, however, was skeptical. They felt that there is a significant amount of work in interfacing with the sensors, the cloud based knowledge hub and the need for a driver override meant a responsive, effective UI \u2013 and so, the Product Owner must be from the engineering team.<\/p>\n\n\n\n
        The marketing team felt that they are in the best position to give direction to this feature, as they are closest to the customers and would know how best to prioritize and scope the requirements.<\/p>\n\n\n\n
        After a 3 hour discussion, the leaders had two choices before them.<\/p>\n\n\n\n
        One \u2013 toss a coin and decide? But how to pick from three options with a coin? Someone suggested the throw of dice..<\/p>\n\n\n\n
        In order to avoid another long \u2013 potentially inconclusive \u2013 meeting, they chose option two.<\/p>\n\n\n\n
        That is to ask you<\/strong>, what they should do.<\/p>\n\n\n\n
        What would be your advice?<\/p>\n\n\n\n
        Suggested solution:<\/p>\n\n\n\n
        <\/span>
        <\/span><\/span><\/p>\n","post_title":"Chow # 265 - Which functional organization should a Product Owner be from?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-265-which-functional-organization-should-a-product-owner-be-from","to_ping":"","pinged":"","post_modified":"2024-01-30 05:48:16","post_modified_gmt":"2024-01-30 05:48:16","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19142","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":19138,"post_author":"30","post_date":"2021-09-12 15:01:47","post_date_gmt":"2021-09-12 09:31:47","post_content":"\n
        One question that I get regularly from most teams and organizations that I have coached in their Agility journeys, is related to choosing the persons to play the 'new' roles of scrum master of product owner.<\/p>\n\n\n\n
        On the face of it, such questions seem simple to answer. One could say, just refer to the documentation related to the model being adopted and pick people to fill those roles.<\/p>\n\n\n\n
        I wish it was as simple.<\/p>\n\n\n\n
        Most of the time, re-designating a person does not change the style or way of working.<\/p>\n\n\n\n
        In some organizations, transformation exercises list the new roles and drop some old roles [typically, those that may have a 'manager' prefix or suffix].<\/p>\n\n\n\n
        So, many managers want to become Scrum Masters or Product Owners.<\/p>\n\n\n\n
        In many such instances, the persons continue to function the way they used to, with just new titles.<\/p>\n\n\n\n
        In my sessions with teams, one of the important topics that I stress on is role clarity.<\/p>\n\n\n\n
        When we talk of Agile teams \u2013 the essential characteristics include<\/p>\n\n\n\n
        \n
        The ability to self-organize<\/li>\n\n\n\n
        Owning the deliverables [outputs] as a team<\/li>\n<\/ul>\n\n\n\n
        If the re-designated managers are not able to re-calibrate themselves to effectively enable these aspects, the tendency to continue to adopt a directive style or expect a manager-subordinate reporting relationship will continue.<\/p>\n\n\n\n
        These, one would appreciate, are not just anti-patterns, but are seeds for dysfunctions at a team level.<\/p>\n\n\n\n
        In order to become or enable teams to become high performing, what is expected of the Scrum Master role is to be a facilitator.<\/p>\n\n\n\n
        While one may carry a title or designation of a Manager \u2013 that could be more for organizational hierarchy and managing spans of control.<\/p>\n\n\n\n
        In the context of a team, there are activities to be owned and performed by all members. In that sense, a neutral title for everyone part of a team could be just 'member'.<\/p>\n\n\n\n
        Each person may play one or more roles. A Developer could also be a Reviewer. A tester could also be an automation programmer. A team lead could also be an architect .. and so on..<\/p>\n\n\n\n
        With many teams preferring to have 'full stack developers', every member would have the flexibility of playing different roles, based on the need of the hour, to meet the team goals \u2013 for an iteration or release.<\/p>\n\n\n\n
        Some tips to make this work well:<\/p>\n\n\n\n
        \n
        Make sure that ALL activities needed in the team are owned by at least one role<\/li>\n\n\n\n
        There may be multiple persons playing similar or same roles, depending on the team and project requirements<\/li>\n<\/ul>\n\n\n\n
        To summarize:<\/p>\n\n\n\n
        \n
        A title is more representative of the position in an organization structure and would have some associated expectations in terms of the areas of contribution. May also be known as a designation or rank. Typically, an individual will have only one title at a time<\/li>\n\n\n\n
        A role, which may or may not be explicitly articulated, determines the contributions and influence on the outputs or outcomes [when extended beyond the development team]. An individual might play multiple roles in the context of a team and, sometimes, different roles in different teams \u2013 in parallel<\/li>\n\n\n\n
        To help individuals play roles effectively, role based mentoring and coaching may be considered<\/li>\n<\/ul>\n\n\n\n
        What has been your approach and experience with identifying or playing roles vis-\u00e0-vis titles?<\/p>\n\n\n\n
        I am eager to know<\/p>\n","post_title":"Role and Title \u2013 what is the difference?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"role-and-title-what-is-the-difference","to_ping":"","pinged":"","post_modified":"2024-01-29 11:36:36","post_modified_gmt":"2024-01-29 11:36:36","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19138","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};
        
        Page 1 of 7 1 2 … 7 Next
        
        \n
        <\/p>\n","post_title":"Chow # 283 - Objective or Key Result","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-283-objective-or-key-result","to_ping":"","pinged":"","post_modified":"2024-09-06 15:16:51","post_modified_gmt":"2024-09-06 09:46:51","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19673","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":19142,"post_author":"30","post_date":"2021-09-12 16:17:00","post_date_gmt":"2021-09-12 10:47:00","post_content":"\n
        Commutronix is a highly watched startup, starting to disrupt the electric vehicle technology space. Commutronix does not manufacture vehicles. Rather they almost dominate the EV space by providing core technologies to OEMs and almost all EV manufacturers have incorporated their solutions into their product lines.<\/p>\n\n\n\n
        As the expectations of long range performance and superfast charging started increasing from customers, Commutronix launched a new initiative to incorporate real time analytics of vehicle performance by monitoring critical parameters and also adjust key parameters for various subsystems to achieve the goals considering the driving styles also in addition to the physical and mechanical parameters.<\/p>\n\n\n\n
        This was considered an ideal project for the data sciences team, as it would involve a lot of modeling, analysis and inferencing. The first thought was to have the Product Owner from the Data Sciences team,<\/p>\n\n\n\n
        The engineering team, however, was skeptical. They felt that there is a significant amount of work in interfacing with the sensors, the cloud based knowledge hub and the need for a driver override meant a responsive, effective UI \u2013 and so, the Product Owner must be from the engineering team.<\/p>\n\n\n\n
        The marketing team felt that they are in the best position to give direction to this feature, as they are closest to the customers and would know how best to prioritize and scope the requirements.<\/p>\n\n\n\n
        After a 3 hour discussion, the leaders had two choices before them.<\/p>\n\n\n\n
        One \u2013 toss a coin and decide? But how to pick from three options with a coin? Someone suggested the throw of dice..<\/p>\n\n\n\n
        In order to avoid another long \u2013 potentially inconclusive \u2013 meeting, they chose option two.<\/p>\n\n\n\n
        That is to ask you<\/strong>, what they should do.<\/p>\n\n\n\n
        What would be your advice?<\/p>\n\n\n\n
        Suggested solution:<\/p>\n\n\n\n
        <\/span>
        <\/span><\/span><\/p>\n","post_title":"Chow # 265 - Which functional organization should a Product Owner be from?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-265-which-functional-organization-should-a-product-owner-be-from","to_ping":"","pinged":"","post_modified":"2024-01-30 05:48:16","post_modified_gmt":"2024-01-30 05:48:16","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19142","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":19138,"post_author":"30","post_date":"2021-09-12 15:01:47","post_date_gmt":"2021-09-12 09:31:47","post_content":"\n
        One question that I get regularly from most teams and organizations that I have coached in their Agility journeys, is related to choosing the persons to play the 'new' roles of scrum master of product owner.<\/p>\n\n\n\n
        On the face of it, such questions seem simple to answer. One could say, just refer to the documentation related to the model being adopted and pick people to fill those roles.<\/p>\n\n\n\n
        I wish it was as simple.<\/p>\n\n\n\n
        Most of the time, re-designating a person does not change the style or way of working.<\/p>\n\n\n\n
        In some organizations, transformation exercises list the new roles and drop some old roles [typically, those that may have a 'manager' prefix or suffix].<\/p>\n\n\n\n
        So, many managers want to become Scrum Masters or Product Owners.<\/p>\n\n\n\n
        In many such instances, the persons continue to function the way they used to, with just new titles.<\/p>\n\n\n\n
        In my sessions with teams, one of the important topics that I stress on is role clarity.<\/p>\n\n\n\n
        When we talk of Agile teams \u2013 the essential characteristics include<\/p>\n\n\n\n
        \n
        The ability to self-organize<\/li>\n\n\n\n
        Owning the deliverables [outputs] as a team<\/li>\n<\/ul>\n\n\n\n
        If the re-designated managers are not able to re-calibrate themselves to effectively enable these aspects, the tendency to continue to adopt a directive style or expect a manager-subordinate reporting relationship will continue.<\/p>\n\n\n\n
        These, one would appreciate, are not just anti-patterns, but are seeds for dysfunctions at a team level.<\/p>\n\n\n\n
        In order to become or enable teams to become high performing, what is expected of the Scrum Master role is to be a facilitator.<\/p>\n\n\n\n
        While one may carry a title or designation of a Manager \u2013 that could be more for organizational hierarchy and managing spans of control.<\/p>\n\n\n\n
        In the context of a team, there are activities to be owned and performed by all members. In that sense, a neutral title for everyone part of a team could be just 'member'.<\/p>\n\n\n\n
        Each person may play one or more roles. A Developer could also be a Reviewer. A tester could also be an automation programmer. A team lead could also be an architect .. and so on..<\/p>\n\n\n\n
        With many teams preferring to have 'full stack developers', every member would have the flexibility of playing different roles, based on the need of the hour, to meet the team goals \u2013 for an iteration or release.<\/p>\n\n\n\n
        Some tips to make this work well:<\/p>\n\n\n\n
        \n
        Make sure that ALL activities needed in the team are owned by at least one role<\/li>\n\n\n\n
        There may be multiple persons playing similar or same roles, depending on the team and project requirements<\/li>\n<\/ul>\n\n\n\n
        To summarize:<\/p>\n\n\n\n
        \n
        A title is more representative of the position in an organization structure and would have some associated expectations in terms of the areas of contribution. May also be known as a designation or rank. Typically, an individual will have only one title at a time<\/li>\n\n\n\n
        A role, which may or may not be explicitly articulated, determines the contributions and influence on the outputs or outcomes [when extended beyond the development team]. An individual might play multiple roles in the context of a team and, sometimes, different roles in different teams \u2013 in parallel<\/li>\n\n\n\n
        To help individuals play roles effectively, role based mentoring and coaching may be considered<\/li>\n<\/ul>\n\n\n\n
        What has been your approach and experience with identifying or playing roles vis-\u00e0-vis titles?<\/p>\n\n\n\n
        I am eager to know<\/p>\n","post_title":"Role and Title \u2013 what is the difference?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"role-and-title-what-is-the-difference","to_ping":"","pinged":"","post_modified":"2024-01-29 11:36:36","post_modified_gmt":"2024-01-29 11:36:36","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19138","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};
        
        Page 1 of 7 1 2 … 7 Next
        
        \n
        Check your understanding with the fun quiz below.<\/p>\n\n\n\n
        <\/p>\n","post_title":"Chow # 283 - Objective or Key Result","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-283-objective-or-key-result","to_ping":"","pinged":"","post_modified":"2024-09-06 15:16:51","post_modified_gmt":"2024-09-06 09:46:51","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19673","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":19142,"post_author":"30","post_date":"2021-09-12 16:17:00","post_date_gmt":"2021-09-12 10:47:00","post_content":"\n
        Commutronix is a highly watched startup, starting to disrupt the electric vehicle technology space. Commutronix does not manufacture vehicles. Rather they almost dominate the EV space by providing core technologies to OEMs and almost all EV manufacturers have incorporated their solutions into their product lines.<\/p>\n\n\n\n
        As the expectations of long range performance and superfast charging started increasing from customers, Commutronix launched a new initiative to incorporate real time analytics of vehicle performance by monitoring critical parameters and also adjust key parameters for various subsystems to achieve the goals considering the driving styles also in addition to the physical and mechanical parameters.<\/p>\n\n\n\n
        This was considered an ideal project for the data sciences team, as it would involve a lot of modeling, analysis and inferencing. The first thought was to have the Product Owner from the Data Sciences team,<\/p>\n\n\n\n
        The engineering team, however, was skeptical. They felt that there is a significant amount of work in interfacing with the sensors, the cloud based knowledge hub and the need for a driver override meant a responsive, effective UI \u2013 and so, the Product Owner must be from the engineering team.<\/p>\n\n\n\n
        The marketing team felt that they are in the best position to give direction to this feature, as they are closest to the customers and would know how best to prioritize and scope the requirements.<\/p>\n\n\n\n
        After a 3 hour discussion, the leaders had two choices before them.<\/p>\n\n\n\n
        One \u2013 toss a coin and decide? But how to pick from three options with a coin? Someone suggested the throw of dice..<\/p>\n\n\n\n
        In order to avoid another long \u2013 potentially inconclusive \u2013 meeting, they chose option two.<\/p>\n\n\n\n
        That is to ask you<\/strong>, what they should do.<\/p>\n\n\n\n
        What would be your advice?<\/p>\n\n\n\n
        Suggested solution:<\/p>\n\n\n\n
        <\/span>
        <\/span><\/span><\/p>\n","post_title":"Chow # 265 - Which functional organization should a Product Owner be from?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-265-which-functional-organization-should-a-product-owner-be-from","to_ping":"","pinged":"","post_modified":"2024-01-30 05:48:16","post_modified_gmt":"2024-01-30 05:48:16","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19142","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":19138,"post_author":"30","post_date":"2021-09-12 15:01:47","post_date_gmt":"2021-09-12 09:31:47","post_content":"\n
        One question that I get regularly from most teams and organizations that I have coached in their Agility journeys, is related to choosing the persons to play the 'new' roles of scrum master of product owner.<\/p>\n\n\n\n
        On the face of it, such questions seem simple to answer. One could say, just refer to the documentation related to the model being adopted and pick people to fill those roles.<\/p>\n\n\n\n
        I wish it was as simple.<\/p>\n\n\n\n
        Most of the time, re-designating a person does not change the style or way of working.<\/p>\n\n\n\n
        In some organizations, transformation exercises list the new roles and drop some old roles [typically, those that may have a 'manager' prefix or suffix].<\/p>\n\n\n\n
        So, many managers want to become Scrum Masters or Product Owners.<\/p>\n\n\n\n
        In many such instances, the persons continue to function the way they used to, with just new titles.<\/p>\n\n\n\n
        In my sessions with teams, one of the important topics that I stress on is role clarity.<\/p>\n\n\n\n
        When we talk of Agile teams \u2013 the essential characteristics include<\/p>\n\n\n\n
        \n
        The ability to self-organize<\/li>\n\n\n\n
        Owning the deliverables [outputs] as a team<\/li>\n<\/ul>\n\n\n\n
        If the re-designated managers are not able to re-calibrate themselves to effectively enable these aspects, the tendency to continue to adopt a directive style or expect a manager-subordinate reporting relationship will continue.<\/p>\n\n\n\n
        These, one would appreciate, are not just anti-patterns, but are seeds for dysfunctions at a team level.<\/p>\n\n\n\n
        In order to become or enable teams to become high performing, what is expected of the Scrum Master role is to be a facilitator.<\/p>\n\n\n\n
        While one may carry a title or designation of a Manager \u2013 that could be more for organizational hierarchy and managing spans of control.<\/p>\n\n\n\n
        In the context of a team, there are activities to be owned and performed by all members. In that sense, a neutral title for everyone part of a team could be just 'member'.<\/p>\n\n\n\n
        Each person may play one or more roles. A Developer could also be a Reviewer. A tester could also be an automation programmer. A team lead could also be an architect .. and so on..<\/p>\n\n\n\n
        With many teams preferring to have 'full stack developers', every member would have the flexibility of playing different roles, based on the need of the hour, to meet the team goals \u2013 for an iteration or release.<\/p>\n\n\n\n
        Some tips to make this work well:<\/p>\n\n\n\n
        \n
        Make sure that ALL activities needed in the team are owned by at least one role<\/li>\n\n\n\n
        There may be multiple persons playing similar or same roles, depending on the team and project requirements<\/li>\n<\/ul>\n\n\n\n
        To summarize:<\/p>\n\n\n\n
        \n
        A title is more representative of the position in an organization structure and would have some associated expectations in terms of the areas of contribution. May also be known as a designation or rank. Typically, an individual will have only one title at a time<\/li>\n\n\n\n
        A role, which may or may not be explicitly articulated, determines the contributions and influence on the outputs or outcomes [when extended beyond the development team]. An individual might play multiple roles in the context of a team and, sometimes, different roles in different teams \u2013 in parallel<\/li>\n\n\n\n
        To help individuals play roles effectively, role based mentoring and coaching may be considered<\/li>\n<\/ul>\n\n\n\n
        What has been your approach and experience with identifying or playing roles vis-\u00e0-vis titles?<\/p>\n\n\n\n
        I am eager to know<\/p>\n","post_title":"Role and Title \u2013 what is the difference?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"role-and-title-what-is-the-difference","to_ping":"","pinged":"","post_modified":"2024-01-29 11:36:36","post_modified_gmt":"2024-01-29 11:36:36","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19138","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};
        
        Page 1 of 7 1 2 … 7 Next
        
        \n
        The Key Results would be indicators that can be measured - or, sometimes, sensed and can act as interim steps or goals. these may indicate specific actions to be taken by the team owning an objective or outputs to be created,<\/p>\n\n\n\n
        Check your understanding with the fun quiz below.<\/p>\n\n\n\n
        <\/p>\n","post_title":"Chow # 283 - Objective or Key Result","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-283-objective-or-key-result","to_ping":"","pinged":"","post_modified":"2024-09-06 15:16:51","post_modified_gmt":"2024-09-06 09:46:51","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19673","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":19142,"post_author":"30","post_date":"2021-09-12 16:17:00","post_date_gmt":"2021-09-12 10:47:00","post_content":"\n
        Commutronix is a highly watched startup, starting to disrupt the electric vehicle technology space. Commutronix does not manufacture vehicles. Rather they almost dominate the EV space by providing core technologies to OEMs and almost all EV manufacturers have incorporated their solutions into their product lines.<\/p>\n\n\n\n
        As the expectations of long range performance and superfast charging started increasing from customers, Commutronix launched a new initiative to incorporate real time analytics of vehicle performance by monitoring critical parameters and also adjust key parameters for various subsystems to achieve the goals considering the driving styles also in addition to the physical and mechanical parameters.<\/p>\n\n\n\n
        This was considered an ideal project for the data sciences team, as it would involve a lot of modeling, analysis and inferencing. The first thought was to have the Product Owner from the Data Sciences team,<\/p>\n\n\n\n
        The engineering team, however, was skeptical. They felt that there is a significant amount of work in interfacing with the sensors, the cloud based knowledge hub and the need for a driver override meant a responsive, effective UI \u2013 and so, the Product Owner must be from the engineering team.<\/p>\n\n\n\n
        The marketing team felt that they are in the best position to give direction to this feature, as they are closest to the customers and would know how best to prioritize and scope the requirements.<\/p>\n\n\n\n
        After a 3 hour discussion, the leaders had two choices before them.<\/p>\n\n\n\n
        One \u2013 toss a coin and decide? But how to pick from three options with a coin? Someone suggested the throw of dice..<\/p>\n\n\n\n
        In order to avoid another long \u2013 potentially inconclusive \u2013 meeting, they chose option two.<\/p>\n\n\n\n
        That is to ask you<\/strong>, what they should do.<\/p>\n\n\n\n
        What would be your advice?<\/p>\n\n\n\n
        Suggested solution:<\/p>\n\n\n\n
        <\/span>
        <\/span><\/span><\/p>\n","post_title":"Chow # 265 - Which functional organization should a Product Owner be from?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-265-which-functional-organization-should-a-product-owner-be-from","to_ping":"","pinged":"","post_modified":"2024-01-30 05:48:16","post_modified_gmt":"2024-01-30 05:48:16","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19142","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":19138,"post_author":"30","post_date":"2021-09-12 15:01:47","post_date_gmt":"2021-09-12 09:31:47","post_content":"\n
        One question that I get regularly from most teams and organizations that I have coached in their Agility journeys, is related to choosing the persons to play the 'new' roles of scrum master of product owner.<\/p>\n\n\n\n
        On the face of it, such questions seem simple to answer. One could say, just refer to the documentation related to the model being adopted and pick people to fill those roles.<\/p>\n\n\n\n
        I wish it was as simple.<\/p>\n\n\n\n
        Most of the time, re-designating a person does not change the style or way of working.<\/p>\n\n\n\n
        In some organizations, transformation exercises list the new roles and drop some old roles [typically, those that may have a 'manager' prefix or suffix].<\/p>\n\n\n\n
        So, many managers want to become Scrum Masters or Product Owners.<\/p>\n\n\n\n
        In many such instances, the persons continue to function the way they used to, with just new titles.<\/p>\n\n\n\n
        In my sessions with teams, one of the important topics that I stress on is role clarity.<\/p>\n\n\n\n
        When we talk of Agile teams \u2013 the essential characteristics include<\/p>\n\n\n\n
        \n
        The ability to self-organize<\/li>\n\n\n\n
        Owning the deliverables [outputs] as a team<\/li>\n<\/ul>\n\n\n\n
        If the re-designated managers are not able to re-calibrate themselves to effectively enable these aspects, the tendency to continue to adopt a directive style or expect a manager-subordinate reporting relationship will continue.<\/p>\n\n\n\n
        These, one would appreciate, are not just anti-patterns, but are seeds for dysfunctions at a team level.<\/p>\n\n\n\n
        In order to become or enable teams to become high performing, what is expected of the Scrum Master role is to be a facilitator.<\/p>\n\n\n\n
        While one may carry a title or designation of a Manager \u2013 that could be more for organizational hierarchy and managing spans of control.<\/p>\n\n\n\n
        In the context of a team, there are activities to be owned and performed by all members. In that sense, a neutral title for everyone part of a team could be just 'member'.<\/p>\n\n\n\n
        Each person may play one or more roles. A Developer could also be a Reviewer. A tester could also be an automation programmer. A team lead could also be an architect .. and so on..<\/p>\n\n\n\n
        With many teams preferring to have 'full stack developers', every member would have the flexibility of playing different roles, based on the need of the hour, to meet the team goals \u2013 for an iteration or release.<\/p>\n\n\n\n
        Some tips to make this work well:<\/p>\n\n\n\n
        \n
        Make sure that ALL activities needed in the team are owned by at least one role<\/li>\n\n\n\n
        There may be multiple persons playing similar or same roles, depending on the team and project requirements<\/li>\n<\/ul>\n\n\n\n
        To summarize:<\/p>\n\n\n\n
        \n
        A title is more representative of the position in an organization structure and would have some associated expectations in terms of the areas of contribution. May also be known as a designation or rank. Typically, an individual will have only one title at a time<\/li>\n\n\n\n
        A role, which may or may not be explicitly articulated, determines the contributions and influence on the outputs or outcomes [when extended beyond the development team]. An individual might play multiple roles in the context of a team and, sometimes, different roles in different teams \u2013 in parallel<\/li>\n\n\n\n
        To help individuals play roles effectively, role based mentoring and coaching may be considered<\/li>\n<\/ul>\n\n\n\n
        What has been your approach and experience with identifying or playing roles vis-\u00e0-vis titles?<\/p>\n\n\n\n
        I am eager to know<\/p>\n","post_title":"Role and Title \u2013 what is the difference?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"role-and-title-what-is-the-difference","to_ping":"","pinged":"","post_modified":"2024-01-29 11:36:36","post_modified_gmt":"2024-01-29 11:36:36","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19138","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};
        
        Page 1 of 7 1 2 … 7 Next
        
        \n
        To oversimplify the difference, consider Objectives as the equivalent of Outcomes desired. Outomes normally also have an association expectation of a change in behavior, such as a purchase decision or changing a habit.<\/p>\n\n\n\n
        The Key Results would be indicators that can be measured - or, sometimes, sensed and can act as interim steps or goals. these may indicate specific actions to be taken by the team owning an objective or outputs to be created,<\/p>\n\n\n\n
        Check your understanding with the fun quiz below.<\/p>\n\n\n\n
        <\/p>\n","post_title":"Chow # 283 - Objective or Key Result","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-283-objective-or-key-result","to_ping":"","pinged":"","post_modified":"2024-09-06 15:16:51","post_modified_gmt":"2024-09-06 09:46:51","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19673","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":19142,"post_author":"30","post_date":"2021-09-12 16:17:00","post_date_gmt":"2021-09-12 10:47:00","post_content":"\n
        Commutronix is a highly watched startup, starting to disrupt the electric vehicle technology space. Commutronix does not manufacture vehicles. Rather they almost dominate the EV space by providing core technologies to OEMs and almost all EV manufacturers have incorporated their solutions into their product lines.<\/p>\n\n\n\n
        As the expectations of long range performance and superfast charging started increasing from customers, Commutronix launched a new initiative to incorporate real time analytics of vehicle performance by monitoring critical parameters and also adjust key parameters for various subsystems to achieve the goals considering the driving styles also in addition to the physical and mechanical parameters.<\/p>\n\n\n\n
        This was considered an ideal project for the data sciences team, as it would involve a lot of modeling, analysis and inferencing. The first thought was to have the Product Owner from the Data Sciences team,<\/p>\n\n\n\n
        The engineering team, however, was skeptical. They felt that there is a significant amount of work in interfacing with the sensors, the cloud based knowledge hub and the need for a driver override meant a responsive, effective UI \u2013 and so, the Product Owner must be from the engineering team.<\/p>\n\n\n\n
        The marketing team felt that they are in the best position to give direction to this feature, as they are closest to the customers and would know how best to prioritize and scope the requirements.<\/p>\n\n\n\n
        After a 3 hour discussion, the leaders had two choices before them.<\/p>\n\n\n\n
        One \u2013 toss a coin and decide? But how to pick from three options with a coin? Someone suggested the throw of dice..<\/p>\n\n\n\n
        In order to avoid another long \u2013 potentially inconclusive \u2013 meeting, they chose option two.<\/p>\n\n\n\n
        That is to ask you<\/strong>, what they should do.<\/p>\n\n\n\n
        What would be your advice?<\/p>\n\n\n\n
        Suggested solution:<\/p>\n\n\n\n
        <\/span>
        <\/span><\/span><\/p>\n","post_title":"Chow # 265 - Which functional organization should a Product Owner be from?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-265-which-functional-organization-should-a-product-owner-be-from","to_ping":"","pinged":"","post_modified":"2024-01-30 05:48:16","post_modified_gmt":"2024-01-30 05:48:16","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19142","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":19138,"post_author":"30","post_date":"2021-09-12 15:01:47","post_date_gmt":"2021-09-12 09:31:47","post_content":"\n
        One question that I get regularly from most teams and organizations that I have coached in their Agility journeys, is related to choosing the persons to play the 'new' roles of scrum master of product owner.<\/p>\n\n\n\n
        On the face of it, such questions seem simple to answer. One could say, just refer to the documentation related to the model being adopted and pick people to fill those roles.<\/p>\n\n\n\n
        I wish it was as simple.<\/p>\n\n\n\n
        Most of the time, re-designating a person does not change the style or way of working.<\/p>\n\n\n\n
        In some organizations, transformation exercises list the new roles and drop some old roles [typically, those that may have a 'manager' prefix or suffix].<\/p>\n\n\n\n
        So, many managers want to become Scrum Masters or Product Owners.<\/p>\n\n\n\n
        In many such instances, the persons continue to function the way they used to, with just new titles.<\/p>\n\n\n\n
        In my sessions with teams, one of the important topics that I stress on is role clarity.<\/p>\n\n\n\n
        When we talk of Agile teams \u2013 the essential characteristics include<\/p>\n\n\n\n
        \n
        The ability to self-organize<\/li>\n\n\n\n
        Owning the deliverables [outputs] as a team<\/li>\n<\/ul>\n\n\n\n
        If the re-designated managers are not able to re-calibrate themselves to effectively enable these aspects, the tendency to continue to adopt a directive style or expect a manager-subordinate reporting relationship will continue.<\/p>\n\n\n\n
        These, one would appreciate, are not just anti-patterns, but are seeds for dysfunctions at a team level.<\/p>\n\n\n\n
        In order to become or enable teams to become high performing, what is expected of the Scrum Master role is to be a facilitator.<\/p>\n\n\n\n
        While one may carry a title or designation of a Manager \u2013 that could be more for organizational hierarchy and managing spans of control.<\/p>\n\n\n\n
        In the context of a team, there are activities to be owned and performed by all members. In that sense, a neutral title for everyone part of a team could be just 'member'.<\/p>\n\n\n\n
        Each person may play one or more roles. A Developer could also be a Reviewer. A tester could also be an automation programmer. A team lead could also be an architect .. and so on..<\/p>\n\n\n\n
        With many teams preferring to have 'full stack developers', every member would have the flexibility of playing different roles, based on the need of the hour, to meet the team goals \u2013 for an iteration or release.<\/p>\n\n\n\n
        Some tips to make this work well:<\/p>\n\n\n\n
        \n
        Make sure that ALL activities needed in the team are owned by at least one role<\/li>\n\n\n\n
        There may be multiple persons playing similar or same roles, depending on the team and project requirements<\/li>\n<\/ul>\n\n\n\n
        To summarize:<\/p>\n\n\n\n
        \n
        A title is more representative of the position in an organization structure and would have some associated expectations in terms of the areas of contribution. May also be known as a designation or rank. Typically, an individual will have only one title at a time<\/li>\n\n\n\n
        A role, which may or may not be explicitly articulated, determines the contributions and influence on the outputs or outcomes [when extended beyond the development team]. An individual might play multiple roles in the context of a team and, sometimes, different roles in different teams \u2013 in parallel<\/li>\n\n\n\n
        To help individuals play roles effectively, role based mentoring and coaching may be considered<\/li>\n<\/ul>\n\n\n\n
        What has been your approach and experience with identifying or playing roles vis-\u00e0-vis titles?<\/p>\n\n\n\n
        I am eager to know<\/p>\n","post_title":"Role and Title \u2013 what is the difference?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"role-and-title-what-is-the-difference","to_ping":"","pinged":"","post_modified":"2024-01-29 11:36:36","post_modified_gmt":"2024-01-29 11:36:36","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19138","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};
        
        Page 1 of 7 1 2 … 7 Next
        
        \n
        While a detailed treatment of OKRs would need to go beyond a blog post, in this Chow, the following exercise to tag statements as an Objective or Key Result would help understand better.<\/p>\n\n\n\n
        To oversimplify the difference, consider Objectives as the equivalent of Outcomes desired. Outomes normally also have an association expectation of a change in behavior, such as a purchase decision or changing a habit.<\/p>\n\n\n\n
        The Key Results would be indicators that can be measured - or, sometimes, sensed and can act as interim steps or goals. these may indicate specific actions to be taken by the team owning an objective or outputs to be created,<\/p>\n\n\n\n
        Check your understanding with the fun quiz below.<\/p>\n\n\n\n
        <\/p>\n","post_title":"Chow # 283 - Objective or Key Result","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-283-objective-or-key-result","to_ping":"","pinged":"","post_modified":"2024-09-06 15:16:51","post_modified_gmt":"2024-09-06 09:46:51","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19673","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":19142,"post_author":"30","post_date":"2021-09-12 16:17:00","post_date_gmt":"2021-09-12 10:47:00","post_content":"\n
        Commutronix is a highly watched startup, starting to disrupt the electric vehicle technology space. Commutronix does not manufacture vehicles. Rather they almost dominate the EV space by providing core technologies to OEMs and almost all EV manufacturers have incorporated their solutions into their product lines.<\/p>\n\n\n\n
        As the expectations of long range performance and superfast charging started increasing from customers, Commutronix launched a new initiative to incorporate real time analytics of vehicle performance by monitoring critical parameters and also adjust key parameters for various subsystems to achieve the goals considering the driving styles also in addition to the physical and mechanical parameters.<\/p>\n\n\n\n
        This was considered an ideal project for the data sciences team, as it would involve a lot of modeling, analysis and inferencing. The first thought was to have the Product Owner from the Data Sciences team,<\/p>\n\n\n\n
        The engineering team, however, was skeptical. They felt that there is a significant amount of work in interfacing with the sensors, the cloud based knowledge hub and the need for a driver override meant a responsive, effective UI \u2013 and so, the Product Owner must be from the engineering team.<\/p>\n\n\n\n
        The marketing team felt that they are in the best position to give direction to this feature, as they are closest to the customers and would know how best to prioritize and scope the requirements.<\/p>\n\n\n\n
        After a 3 hour discussion, the leaders had two choices before them.<\/p>\n\n\n\n
        One \u2013 toss a coin and decide? But how to pick from three options with a coin? Someone suggested the throw of dice..<\/p>\n\n\n\n
        In order to avoid another long \u2013 potentially inconclusive \u2013 meeting, they chose option two.<\/p>\n\n\n\n
        That is to ask you<\/strong>, what they should do.<\/p>\n\n\n\n
        What would be your advice?<\/p>\n\n\n\n
        Suggested solution:<\/p>\n\n\n\n
        <\/span>
        <\/span><\/span><\/p>\n","post_title":"Chow # 265 - Which functional organization should a Product Owner be from?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-265-which-functional-organization-should-a-product-owner-be-from","to_ping":"","pinged":"","post_modified":"2024-01-30 05:48:16","post_modified_gmt":"2024-01-30 05:48:16","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19142","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":19138,"post_author":"30","post_date":"2021-09-12 15:01:47","post_date_gmt":"2021-09-12 09:31:47","post_content":"\n
        One question that I get regularly from most teams and organizations that I have coached in their Agility journeys, is related to choosing the persons to play the 'new' roles of scrum master of product owner.<\/p>\n\n\n\n
        On the face of it, such questions seem simple to answer. One could say, just refer to the documentation related to the model being adopted and pick people to fill those roles.<\/p>\n\n\n\n
        I wish it was as simple.<\/p>\n\n\n\n
        Most of the time, re-designating a person does not change the style or way of working.<\/p>\n\n\n\n
        In some organizations, transformation exercises list the new roles and drop some old roles [typically, those that may have a 'manager' prefix or suffix].<\/p>\n\n\n\n
        So, many managers want to become Scrum Masters or Product Owners.<\/p>\n\n\n\n
        In many such instances, the persons continue to function the way they used to, with just new titles.<\/p>\n\n\n\n
        In my sessions with teams, one of the important topics that I stress on is role clarity.<\/p>\n\n\n\n
        When we talk of Agile teams \u2013 the essential characteristics include<\/p>\n\n\n\n
        \n
        The ability to self-organize<\/li>\n\n\n\n
        Owning the deliverables [outputs] as a team<\/li>\n<\/ul>\n\n\n\n
        If the re-designated managers are not able to re-calibrate themselves to effectively enable these aspects, the tendency to continue to adopt a directive style or expect a manager-subordinate reporting relationship will continue.<\/p>\n\n\n\n
        These, one would appreciate, are not just anti-patterns, but are seeds for dysfunctions at a team level.<\/p>\n\n\n\n
        In order to become or enable teams to become high performing, what is expected of the Scrum Master role is to be a facilitator.<\/p>\n\n\n\n
        While one may carry a title or designation of a Manager \u2013 that could be more for organizational hierarchy and managing spans of control.<\/p>\n\n\n\n
        In the context of a team, there are activities to be owned and performed by all members. In that sense, a neutral title for everyone part of a team could be just 'member'.<\/p>\n\n\n\n
        Each person may play one or more roles. A Developer could also be a Reviewer. A tester could also be an automation programmer. A team lead could also be an architect .. and so on..<\/p>\n\n\n\n
        With many teams preferring to have 'full stack developers', every member would have the flexibility of playing different roles, based on the need of the hour, to meet the team goals \u2013 for an iteration or release.<\/p>\n\n\n\n
        Some tips to make this work well:<\/p>\n\n\n\n
        \n
        Make sure that ALL activities needed in the team are owned by at least one role<\/li>\n\n\n\n
        There may be multiple persons playing similar or same roles, depending on the team and project requirements<\/li>\n<\/ul>\n\n\n\n
        To summarize:<\/p>\n\n\n\n
        \n
        A title is more representative of the position in an organization structure and would have some associated expectations in terms of the areas of contribution. May also be known as a designation or rank. Typically, an individual will have only one title at a time<\/li>\n\n\n\n
        A role, which may or may not be explicitly articulated, determines the contributions and influence on the outputs or outcomes [when extended beyond the development team]. An individual might play multiple roles in the context of a team and, sometimes, different roles in different teams \u2013 in parallel<\/li>\n\n\n\n
        To help individuals play roles effectively, role based mentoring and coaching may be considered<\/li>\n<\/ul>\n\n\n\n
        What has been your approach and experience with identifying or playing roles vis-\u00e0-vis titles?<\/p>\n\n\n\n
        I am eager to know<\/p>\n","post_title":"Role and Title \u2013 what is the difference?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"role-and-title-what-is-the-difference","to_ping":"","pinged":"","post_modified":"2024-01-29 11:36:36","post_modified_gmt":"2024-01-29 11:36:36","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19138","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};
        
        Page 1 of 7 1 2 … 7 Next
        
        \n
        Additionally, how do we word these - so that there is less or no ambiguity.<\/p>\n\n\n\n
        While a detailed treatment of OKRs would need to go beyond a blog post, in this Chow, the following exercise to tag statements as an Objective or Key Result would help understand better.<\/p>\n\n\n\n
        To oversimplify the difference, consider Objectives as the equivalent of Outcomes desired. Outomes normally also have an association expectation of a change in behavior, such as a purchase decision or changing a habit.<\/p>\n\n\n\n
        The Key Results would be indicators that can be measured - or, sometimes, sensed and can act as interim steps or goals. these may indicate specific actions to be taken by the team owning an objective or outputs to be created,<\/p>\n\n\n\n
        Check your understanding with the fun quiz below.<\/p>\n\n\n\n
        <\/p>\n","post_title":"Chow # 283 - Objective or Key Result","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-283-objective-or-key-result","to_ping":"","pinged":"","post_modified":"2024-09-06 15:16:51","post_modified_gmt":"2024-09-06 09:46:51","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19673","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":19142,"post_author":"30","post_date":"2021-09-12 16:17:00","post_date_gmt":"2021-09-12 10:47:00","post_content":"\n
        Commutronix is a highly watched startup, starting to disrupt the electric vehicle technology space. Commutronix does not manufacture vehicles. Rather they almost dominate the EV space by providing core technologies to OEMs and almost all EV manufacturers have incorporated their solutions into their product lines.<\/p>\n\n\n\n
        As the expectations of long range performance and superfast charging started increasing from customers, Commutronix launched a new initiative to incorporate real time analytics of vehicle performance by monitoring critical parameters and also adjust key parameters for various subsystems to achieve the goals considering the driving styles also in addition to the physical and mechanical parameters.<\/p>\n\n\n\n
        This was considered an ideal project for the data sciences team, as it would involve a lot of modeling, analysis and inferencing. The first thought was to have the Product Owner from the Data Sciences team,<\/p>\n\n\n\n
        The engineering team, however, was skeptical. They felt that there is a significant amount of work in interfacing with the sensors, the cloud based knowledge hub and the need for a driver override meant a responsive, effective UI \u2013 and so, the Product Owner must be from the engineering team.<\/p>\n\n\n\n
        The marketing team felt that they are in the best position to give direction to this feature, as they are closest to the customers and would know how best to prioritize and scope the requirements.<\/p>\n\n\n\n
        After a 3 hour discussion, the leaders had two choices before them.<\/p>\n\n\n\n
        One \u2013 toss a coin and decide? But how to pick from three options with a coin? Someone suggested the throw of dice..<\/p>\n\n\n\n
        In order to avoid another long \u2013 potentially inconclusive \u2013 meeting, they chose option two.<\/p>\n\n\n\n
        That is to ask you<\/strong>, what they should do.<\/p>\n\n\n\n
        What would be your advice?<\/p>\n\n\n\n
        Suggested solution:<\/p>\n\n\n\n
        <\/span>
        <\/span><\/span><\/p>\n","post_title":"Chow # 265 - Which functional organization should a Product Owner be from?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-265-which-functional-organization-should-a-product-owner-be-from","to_ping":"","pinged":"","post_modified":"2024-01-30 05:48:16","post_modified_gmt":"2024-01-30 05:48:16","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19142","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":19138,"post_author":"30","post_date":"2021-09-12 15:01:47","post_date_gmt":"2021-09-12 09:31:47","post_content":"\n
        One question that I get regularly from most teams and organizations that I have coached in their Agility journeys, is related to choosing the persons to play the 'new' roles of scrum master of product owner.<\/p>\n\n\n\n
        On the face of it, such questions seem simple to answer. One could say, just refer to the documentation related to the model being adopted and pick people to fill those roles.<\/p>\n\n\n\n
        I wish it was as simple.<\/p>\n\n\n\n
        Most of the time, re-designating a person does not change the style or way of working.<\/p>\n\n\n\n
        In some organizations, transformation exercises list the new roles and drop some old roles [typically, those that may have a 'manager' prefix or suffix].<\/p>\n\n\n\n
        So, many managers want to become Scrum Masters or Product Owners.<\/p>\n\n\n\n
        In many such instances, the persons continue to function the way they used to, with just new titles.<\/p>\n\n\n\n
        In my sessions with teams, one of the important topics that I stress on is role clarity.<\/p>\n\n\n\n
        When we talk of Agile teams \u2013 the essential characteristics include<\/p>\n\n\n\n
        \n
        The ability to self-organize<\/li>\n\n\n\n
        Owning the deliverables [outputs] as a team<\/li>\n<\/ul>\n\n\n\n
        If the re-designated managers are not able to re-calibrate themselves to effectively enable these aspects, the tendency to continue to adopt a directive style or expect a manager-subordinate reporting relationship will continue.<\/p>\n\n\n\n
        These, one would appreciate, are not just anti-patterns, but are seeds for dysfunctions at a team level.<\/p>\n\n\n\n
        In order to become or enable teams to become high performing, what is expected of the Scrum Master role is to be a facilitator.<\/p>\n\n\n\n
        While one may carry a title or designation of a Manager \u2013 that could be more for organizational hierarchy and managing spans of control.<\/p>\n\n\n\n
        In the context of a team, there are activities to be owned and performed by all members. In that sense, a neutral title for everyone part of a team could be just 'member'.<\/p>\n\n\n\n
        Each person may play one or more roles. A Developer could also be a Reviewer. A tester could also be an automation programmer. A team lead could also be an architect .. and so on..<\/p>\n\n\n\n
        With many teams preferring to have 'full stack developers', every member would have the flexibility of playing different roles, based on the need of the hour, to meet the team goals \u2013 for an iteration or release.<\/p>\n\n\n\n
        Some tips to make this work well:<\/p>\n\n\n\n
        \n
        Make sure that ALL activities needed in the team are owned by at least one role<\/li>\n\n\n\n
        There may be multiple persons playing similar or same roles, depending on the team and project requirements<\/li>\n<\/ul>\n\n\n\n
        To summarize:<\/p>\n\n\n\n
        \n
        A title is more representative of the position in an organization structure and would have some associated expectations in terms of the areas of contribution. May also be known as a designation or rank. Typically, an individual will have only one title at a time<\/li>\n\n\n\n
        A role, which may or may not be explicitly articulated, determines the contributions and influence on the outputs or outcomes [when extended beyond the development team]. An individual might play multiple roles in the context of a team and, sometimes, different roles in different teams \u2013 in parallel<\/li>\n\n\n\n
        To help individuals play roles effectively, role based mentoring and coaching may be considered<\/li>\n<\/ul>\n\n\n\n
        What has been your approach and experience with identifying or playing roles vis-\u00e0-vis titles?<\/p>\n\n\n\n
        I am eager to know<\/p>\n","post_title":"Role and Title \u2013 what is the difference?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"role-and-title-what-is-the-difference","to_ping":"","pinged":"","post_modified":"2024-01-29 11:36:36","post_modified_gmt":"2024-01-29 11:36:36","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19138","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};
        
        Page 1 of 7 1 2 … 7 Next
        
        \n
        One of the frequently asked questions I get from teams starting out to adopt the OKR framework - Objectives and Key results, is how to distinguish between an objective and a Key result.<\/p>\n\n\n\n
        Additionally, how do we word these - so that there is less or no ambiguity.<\/p>\n\n\n\n
        While a detailed treatment of OKRs would need to go beyond a blog post, in this Chow, the following exercise to tag statements as an Objective or Key Result would help understand better.<\/p>\n\n\n\n
        To oversimplify the difference, consider Objectives as the equivalent of Outcomes desired. Outomes normally also have an association expectation of a change in behavior, such as a purchase decision or changing a habit.<\/p>\n\n\n\n
        The Key Results would be indicators that can be measured - or, sometimes, sensed and can act as interim steps or goals. these may indicate specific actions to be taken by the team owning an objective or outputs to be created,<\/p>\n\n\n\n
        Check your understanding with the fun quiz below.<\/p>\n\n\n\n
        <\/p>\n","post_title":"Chow # 283 - Objective or Key Result","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-283-objective-or-key-result","to_ping":"","pinged":"","post_modified":"2024-09-06 15:16:51","post_modified_gmt":"2024-09-06 09:46:51","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19673","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":19142,"post_author":"30","post_date":"2021-09-12 16:17:00","post_date_gmt":"2021-09-12 10:47:00","post_content":"\n
        Commutronix is a highly watched startup, starting to disrupt the electric vehicle technology space. Commutronix does not manufacture vehicles. Rather they almost dominate the EV space by providing core technologies to OEMs and almost all EV manufacturers have incorporated their solutions into their product lines.<\/p>\n\n\n\n
        As the expectations of long range performance and superfast charging started increasing from customers, Commutronix launched a new initiative to incorporate real time analytics of vehicle performance by monitoring critical parameters and also adjust key parameters for various subsystems to achieve the goals considering the driving styles also in addition to the physical and mechanical parameters.<\/p>\n\n\n\n
        This was considered an ideal project for the data sciences team, as it would involve a lot of modeling, analysis and inferencing. The first thought was to have the Product Owner from the Data Sciences team,<\/p>\n\n\n\n
        The engineering team, however, was skeptical. They felt that there is a significant amount of work in interfacing with the sensors, the cloud based knowledge hub and the need for a driver override meant a responsive, effective UI \u2013 and so, the Product Owner must be from the engineering team.<\/p>\n\n\n\n
        The marketing team felt that they are in the best position to give direction to this feature, as they are closest to the customers and would know how best to prioritize and scope the requirements.<\/p>\n\n\n\n
        After a 3 hour discussion, the leaders had two choices before them.<\/p>\n\n\n\n
        One \u2013 toss a coin and decide? But how to pick from three options with a coin? Someone suggested the throw of dice..<\/p>\n\n\n\n
        In order to avoid another long \u2013 potentially inconclusive \u2013 meeting, they chose option two.<\/p>\n\n\n\n
        That is to ask you<\/strong>, what they should do.<\/p>\n\n\n\n
        What would be your advice?<\/p>\n\n\n\n
        Suggested solution:<\/p>\n\n\n\n
        <\/span>
        <\/span><\/span><\/p>\n","post_title":"Chow # 265 - Which functional organization should a Product Owner be from?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-265-which-functional-organization-should-a-product-owner-be-from","to_ping":"","pinged":"","post_modified":"2024-01-30 05:48:16","post_modified_gmt":"2024-01-30 05:48:16","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19142","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":19138,"post_author":"30","post_date":"2021-09-12 15:01:47","post_date_gmt":"2021-09-12 09:31:47","post_content":"\n
        One question that I get regularly from most teams and organizations that I have coached in their Agility journeys, is related to choosing the persons to play the 'new' roles of scrum master of product owner.<\/p>\n\n\n\n
        On the face of it, such questions seem simple to answer. One could say, just refer to the documentation related to the model being adopted and pick people to fill those roles.<\/p>\n\n\n\n
        I wish it was as simple.<\/p>\n\n\n\n
        Most of the time, re-designating a person does not change the style or way of working.<\/p>\n\n\n\n
        In some organizations, transformation exercises list the new roles and drop some old roles [typically, those that may have a 'manager' prefix or suffix].<\/p>\n\n\n\n
        So, many managers want to become Scrum Masters or Product Owners.<\/p>\n\n\n\n
        In many such instances, the persons continue to function the way they used to, with just new titles.<\/p>\n\n\n\n
        In my sessions with teams, one of the important topics that I stress on is role clarity.<\/p>\n\n\n\n
        When we talk of Agile teams \u2013 the essential characteristics include<\/p>\n\n\n\n
        \n
        The ability to self-organize<\/li>\n\n\n\n
        Owning the deliverables [outputs] as a team<\/li>\n<\/ul>\n\n\n\n
        If the re-designated managers are not able to re-calibrate themselves to effectively enable these aspects, the tendency to continue to adopt a directive style or expect a manager-subordinate reporting relationship will continue.<\/p>\n\n\n\n
        These, one would appreciate, are not just anti-patterns, but are seeds for dysfunctions at a team level.<\/p>\n\n\n\n
        In order to become or enable teams to become high performing, what is expected of the Scrum Master role is to be a facilitator.<\/p>\n\n\n\n
        While one may carry a title or designation of a Manager \u2013 that could be more for organizational hierarchy and managing spans of control.<\/p>\n\n\n\n
        In the context of a team, there are activities to be owned and performed by all members. In that sense, a neutral title for everyone part of a team could be just 'member'.<\/p>\n\n\n\n
        Each person may play one or more roles. A Developer could also be a Reviewer. A tester could also be an automation programmer. A team lead could also be an architect .. and so on..<\/p>\n\n\n\n
        With many teams preferring to have 'full stack developers', every member would have the flexibility of playing different roles, based on the need of the hour, to meet the team goals \u2013 for an iteration or release.<\/p>\n\n\n\n
        Some tips to make this work well:<\/p>\n\n\n\n
        \n
        Make sure that ALL activities needed in the team are owned by at least one role<\/li>\n\n\n\n
        There may be multiple persons playing similar or same roles, depending on the team and project requirements<\/li>\n<\/ul>\n\n\n\n
        To summarize:<\/p>\n\n\n\n
        \n
        A title is more representative of the position in an organization structure and would have some associated expectations in terms of the areas of contribution. May also be known as a designation or rank. Typically, an individual will have only one title at a time<\/li>\n\n\n\n
        A role, which may or may not be explicitly articulated, determines the contributions and influence on the outputs or outcomes [when extended beyond the development team]. An individual might play multiple roles in the context of a team and, sometimes, different roles in different teams \u2013 in parallel<\/li>\n\n\n\n
        To help individuals play roles effectively, role based mentoring and coaching may be considered<\/li>\n<\/ul>\n\n\n\n
        What has been your approach and experience with identifying or playing roles vis-\u00e0-vis titles?<\/p>\n\n\n\n
        I am eager to know<\/p>\n","post_title":"Role and Title \u2013 what is the difference?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"role-and-title-what-is-the-difference","to_ping":"","pinged":"","post_modified":"2024-01-29 11:36:36","post_modified_gmt":"2024-01-29 11:36:36","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19138","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};
        
        Page 1 of 7 1 2 … 7 Next
        
        \n
        $\"\"$ <\/figure>\n\n\n\n
        One of the frequently asked questions I get from teams starting out to adopt the OKR framework - Objectives and Key results, is how to distinguish between an objective and a Key result.<\/p>\n\n\n\n
        Additionally, how do we word these - so that there is less or no ambiguity.<\/p>\n\n\n\n
        While a detailed treatment of OKRs would need to go beyond a blog post, in this Chow, the following exercise to tag statements as an Objective or Key Result would help understand better.<\/p>\n\n\n\n
        To oversimplify the difference, consider Objectives as the equivalent of Outcomes desired. Outomes normally also have an association expectation of a change in behavior, such as a purchase decision or changing a habit.<\/p>\n\n\n\n
        The Key Results would be indicators that can be measured - or, sometimes, sensed and can act as interim steps or goals. these may indicate specific actions to be taken by the team owning an objective or outputs to be created,<\/p>\n\n\n\n
        Check your understanding with the fun quiz below.<\/p>\n\n\n\n
        <\/p>\n","post_title":"Chow # 283 - Objective or Key Result","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-283-objective-or-key-result","to_ping":"","pinged":"","post_modified":"2024-09-06 15:16:51","post_modified_gmt":"2024-09-06 09:46:51","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19673","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":19142,"post_author":"30","post_date":"2021-09-12 16:17:00","post_date_gmt":"2021-09-12 10:47:00","post_content":"\n
        Commutronix is a highly watched startup, starting to disrupt the electric vehicle technology space. Commutronix does not manufacture vehicles. Rather they almost dominate the EV space by providing core technologies to OEMs and almost all EV manufacturers have incorporated their solutions into their product lines.<\/p>\n\n\n\n
        As the expectations of long range performance and superfast charging started increasing from customers, Commutronix launched a new initiative to incorporate real time analytics of vehicle performance by monitoring critical parameters and also adjust key parameters for various subsystems to achieve the goals considering the driving styles also in addition to the physical and mechanical parameters.<\/p>\n\n\n\n
        This was considered an ideal project for the data sciences team, as it would involve a lot of modeling, analysis and inferencing. The first thought was to have the Product Owner from the Data Sciences team,<\/p>\n\n\n\n
        The engineering team, however, was skeptical. They felt that there is a significant amount of work in interfacing with the sensors, the cloud based knowledge hub and the need for a driver override meant a responsive, effective UI \u2013 and so, the Product Owner must be from the engineering team.<\/p>\n\n\n\n
        The marketing team felt that they are in the best position to give direction to this feature, as they are closest to the customers and would know how best to prioritize and scope the requirements.<\/p>\n\n\n\n
        After a 3 hour discussion, the leaders had two choices before them.<\/p>\n\n\n\n
        One \u2013 toss a coin and decide? But how to pick from three options with a coin? Someone suggested the throw of dice..<\/p>\n\n\n\n
        In order to avoid another long \u2013 potentially inconclusive \u2013 meeting, they chose option two.<\/p>\n\n\n\n
        That is to ask you<\/strong>, what they should do.<\/p>\n\n\n\n
        What would be your advice?<\/p>\n\n\n\n
        Suggested solution:<\/p>\n\n\n\n
        <\/span>
        <\/span><\/span><\/p>\n","post_title":"Chow # 265 - Which functional organization should a Product Owner be from?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-265-which-functional-organization-should-a-product-owner-be-from","to_ping":"","pinged":"","post_modified":"2024-01-30 05:48:16","post_modified_gmt":"2024-01-30 05:48:16","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19142","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":19138,"post_author":"30","post_date":"2021-09-12 15:01:47","post_date_gmt":"2021-09-12 09:31:47","post_content":"\n
        One question that I get regularly from most teams and organizations that I have coached in their Agility journeys, is related to choosing the persons to play the 'new' roles of scrum master of product owner.<\/p>\n\n\n\n
        On the face of it, such questions seem simple to answer. One could say, just refer to the documentation related to the model being adopted and pick people to fill those roles.<\/p>\n\n\n\n
        I wish it was as simple.<\/p>\n\n\n\n
        Most of the time, re-designating a person does not change the style or way of working.<\/p>\n\n\n\n
        In some organizations, transformation exercises list the new roles and drop some old roles [typically, those that may have a 'manager' prefix or suffix].<\/p>\n\n\n\n
        So, many managers want to become Scrum Masters or Product Owners.<\/p>\n\n\n\n
        In many such instances, the persons continue to function the way they used to, with just new titles.<\/p>\n\n\n\n
        In my sessions with teams, one of the important topics that I stress on is role clarity.<\/p>\n\n\n\n
        When we talk of Agile teams \u2013 the essential characteristics include<\/p>\n\n\n\n
        \n
        The ability to self-organize<\/li>\n\n\n\n
        Owning the deliverables [outputs] as a team<\/li>\n<\/ul>\n\n\n\n
        If the re-designated managers are not able to re-calibrate themselves to effectively enable these aspects, the tendency to continue to adopt a directive style or expect a manager-subordinate reporting relationship will continue.<\/p>\n\n\n\n
        These, one would appreciate, are not just anti-patterns, but are seeds for dysfunctions at a team level.<\/p>\n\n\n\n
        In order to become or enable teams to become high performing, what is expected of the Scrum Master role is to be a facilitator.<\/p>\n\n\n\n
        While one may carry a title or designation of a Manager \u2013 that could be more for organizational hierarchy and managing spans of control.<\/p>\n\n\n\n
        In the context of a team, there are activities to be owned and performed by all members. In that sense, a neutral title for everyone part of a team could be just 'member'.<\/p>\n\n\n\n
        Each person may play one or more roles. A Developer could also be a Reviewer. A tester could also be an automation programmer. A team lead could also be an architect .. and so on..<\/p>\n\n\n\n
        With many teams preferring to have 'full stack developers', every member would have the flexibility of playing different roles, based on the need of the hour, to meet the team goals \u2013 for an iteration or release.<\/p>\n\n\n\n
        Some tips to make this work well:<\/p>\n\n\n\n
        \n
        Make sure that ALL activities needed in the team are owned by at least one role<\/li>\n\n\n\n
        There may be multiple persons playing similar or same roles, depending on the team and project requirements<\/li>\n<\/ul>\n\n\n\n
        To summarize:<\/p>\n\n\n\n
        \n
        A title is more representative of the position in an organization structure and would have some associated expectations in terms of the areas of contribution. May also be known as a designation or rank. Typically, an individual will have only one title at a time<\/li>\n\n\n\n
        A role, which may or may not be explicitly articulated, determines the contributions and influence on the outputs or outcomes [when extended beyond the development team]. An individual might play multiple roles in the context of a team and, sometimes, different roles in different teams \u2013 in parallel<\/li>\n\n\n\n
        To help individuals play roles effectively, role based mentoring and coaching may be considered<\/li>\n<\/ul>\n\n\n\n
        What has been your approach and experience with identifying or playing roles vis-\u00e0-vis titles?<\/p>\n\n\n\n
        I am eager to know<\/p>\n","post_title":"Role and Title \u2013 what is the difference?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"role-and-title-what-is-the-difference","to_ping":"","pinged":"","post_modified":"2024-01-29 11:36:36","post_modified_gmt":"2024-01-29 11:36:36","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19138","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};
        
        Page 1 of 7 1 2 … 7 Next
        
        \n
        Do share your stories and analogies that have worked well or not so well in your context.<\/p>\n","post_title":"Transform your organization like you would make Congee","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"transform-your-organization-like-you-would-make-congee","to_ping":"","pinged":"","post_modified":"2024-01-29 11:34:04","post_modified_gmt":"2024-01-29 11:34:04","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19649","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":19673,"post_author":"30","post_date":"2022-02-19 11:54:43","post_date_gmt":"2022-02-19 06:24:43","post_content":"\n
        $\"\"$ <\/figure>\n\n\n\n
        One of the frequently asked questions I get from teams starting out to adopt the OKR framework - Objectives and Key results, is how to distinguish between an objective and a Key result.<\/p>\n\n\n\n
        Additionally, how do we word these - so that there is less or no ambiguity.<\/p>\n\n\n\n
        While a detailed treatment of OKRs would need to go beyond a blog post, in this Chow, the following exercise to tag statements as an Objective or Key Result would help understand better.<\/p>\n\n\n\n
        To oversimplify the difference, consider Objectives as the equivalent of Outcomes desired. Outomes normally also have an association expectation of a change in behavior, such as a purchase decision or changing a habit.<\/p>\n\n\n\n
        The Key Results would be indicators that can be measured - or, sometimes, sensed and can act as interim steps or goals. these may indicate specific actions to be taken by the team owning an objective or outputs to be created,<\/p>\n\n\n\n
        Check your understanding with the fun quiz below.<\/p>\n\n\n\n
        <\/p>\n","post_title":"Chow # 283 - Objective or Key Result","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-283-objective-or-key-result","to_ping":"","pinged":"","post_modified":"2024-09-06 15:16:51","post_modified_gmt":"2024-09-06 09:46:51","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19673","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":19142,"post_author":"30","post_date":"2021-09-12 16:17:00","post_date_gmt":"2021-09-12 10:47:00","post_content":"\n
        Commutronix is a highly watched startup, starting to disrupt the electric vehicle technology space. Commutronix does not manufacture vehicles. Rather they almost dominate the EV space by providing core technologies to OEMs and almost all EV manufacturers have incorporated their solutions into their product lines.<\/p>\n\n\n\n
        As the expectations of long range performance and superfast charging started increasing from customers, Commutronix launched a new initiative to incorporate real time analytics of vehicle performance by monitoring critical parameters and also adjust key parameters for various subsystems to achieve the goals considering the driving styles also in addition to the physical and mechanical parameters.<\/p>\n\n\n\n
        This was considered an ideal project for the data sciences team, as it would involve a lot of modeling, analysis and inferencing. The first thought was to have the Product Owner from the Data Sciences team,<\/p>\n\n\n\n
        The engineering team, however, was skeptical. They felt that there is a significant amount of work in interfacing with the sensors, the cloud based knowledge hub and the need for a driver override meant a responsive, effective UI \u2013 and so, the Product Owner must be from the engineering team.<\/p>\n\n\n\n
        The marketing team felt that they are in the best position to give direction to this feature, as they are closest to the customers and would know how best to prioritize and scope the requirements.<\/p>\n\n\n\n
        After a 3 hour discussion, the leaders had two choices before them.<\/p>\n\n\n\n
        One \u2013 toss a coin and decide? But how to pick from three options with a coin? Someone suggested the throw of dice..<\/p>\n\n\n\n
        In order to avoid another long \u2013 potentially inconclusive \u2013 meeting, they chose option two.<\/p>\n\n\n\n
        That is to ask you<\/strong>, what they should do.<\/p>\n\n\n\n
        What would be your advice?<\/p>\n\n\n\n
        Suggested solution:<\/p>\n\n\n\n
        <\/span>
        <\/span><\/span><\/p>\n","post_title":"Chow # 265 - Which functional organization should a Product Owner be from?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-265-which-functional-organization-should-a-product-owner-be-from","to_ping":"","pinged":"","post_modified":"2024-01-30 05:48:16","post_modified_gmt":"2024-01-30 05:48:16","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19142","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":19138,"post_author":"30","post_date":"2021-09-12 15:01:47","post_date_gmt":"2021-09-12 09:31:47","post_content":"\n
        One question that I get regularly from most teams and organizations that I have coached in their Agility journeys, is related to choosing the persons to play the 'new' roles of scrum master of product owner.<\/p>\n\n\n\n
        On the face of it, such questions seem simple to answer. One could say, just refer to the documentation related to the model being adopted and pick people to fill those roles.<\/p>\n\n\n\n
        I wish it was as simple.<\/p>\n\n\n\n
        Most of the time, re-designating a person does not change the style or way of working.<\/p>\n\n\n\n
        In some organizations, transformation exercises list the new roles and drop some old roles [typically, those that may have a 'manager' prefix or suffix].<\/p>\n\n\n\n
        So, many managers want to become Scrum Masters or Product Owners.<\/p>\n\n\n\n
        In many such instances, the persons continue to function the way they used to, with just new titles.<\/p>\n\n\n\n
        In my sessions with teams, one of the important topics that I stress on is role clarity.<\/p>\n\n\n\n
        When we talk of Agile teams \u2013 the essential characteristics include<\/p>\n\n\n\n
        \n
        The ability to self-organize<\/li>\n\n\n\n
        Owning the deliverables [outputs] as a team<\/li>\n<\/ul>\n\n\n\n
        If the re-designated managers are not able to re-calibrate themselves to effectively enable these aspects, the tendency to continue to adopt a directive style or expect a manager-subordinate reporting relationship will continue.<\/p>\n\n\n\n
        These, one would appreciate, are not just anti-patterns, but are seeds for dysfunctions at a team level.<\/p>\n\n\n\n
        In order to become or enable teams to become high performing, what is expected of the Scrum Master role is to be a facilitator.<\/p>\n\n\n\n
        While one may carry a title or designation of a Manager \u2013 that could be more for organizational hierarchy and managing spans of control.<\/p>\n\n\n\n
        In the context of a team, there are activities to be owned and performed by all members. In that sense, a neutral title for everyone part of a team could be just 'member'.<\/p>\n\n\n\n
        Each person may play one or more roles. A Developer could also be a Reviewer. A tester could also be an automation programmer. A team lead could also be an architect .. and so on..<\/p>\n\n\n\n
        With many teams preferring to have 'full stack developers', every member would have the flexibility of playing different roles, based on the need of the hour, to meet the team goals \u2013 for an iteration or release.<\/p>\n\n\n\n
        Some tips to make this work well:<\/p>\n\n\n\n
        \n
        Make sure that ALL activities needed in the team are owned by at least one role<\/li>\n\n\n\n
        There may be multiple persons playing similar or same roles, depending on the team and project requirements<\/li>\n<\/ul>\n\n\n\n
        To summarize:<\/p>\n\n\n\n
        \n
        A title is more representative of the position in an organization structure and would have some associated expectations in terms of the areas of contribution. May also be known as a designation or rank. Typically, an individual will have only one title at a time<\/li>\n\n\n\n
        A role, which may or may not be explicitly articulated, determines the contributions and influence on the outputs or outcomes [when extended beyond the development team]. An individual might play multiple roles in the context of a team and, sometimes, different roles in different teams \u2013 in parallel<\/li>\n\n\n\n
        To help individuals play roles effectively, role based mentoring and coaching may be considered<\/li>\n<\/ul>\n\n\n\n
        What has been your approach and experience with identifying or playing roles vis-\u00e0-vis titles?<\/p>\n\n\n\n
        I am eager to know<\/p>\n","post_title":"Role and Title \u2013 what is the difference?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"role-and-title-what-is-the-difference","to_ping":"","pinged":"","post_modified":"2024-01-29 11:36:36","post_modified_gmt":"2024-01-29 11:36:36","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19138","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};
        
        Page 1 of 7 1 2 … 7 Next
        
        \n
        Now that you have the recipe for success for your organizational transformation, what is holding you back?<\/span><\/p>\n\n\n\n
        Do share your stories and analogies that have worked well or not so well in your context.<\/p>\n","post_title":"Transform your organization like you would make Congee","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"transform-your-organization-like-you-would-make-congee","to_ping":"","pinged":"","post_modified":"2024-01-29 11:34:04","post_modified_gmt":"2024-01-29 11:34:04","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19649","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":19673,"post_author":"30","post_date":"2022-02-19 11:54:43","post_date_gmt":"2022-02-19 06:24:43","post_content":"\n
        $\"\"$ <\/figure>\n\n\n\n
        One of the frequently asked questions I get from teams starting out to adopt the OKR framework - Objectives and Key results, is how to distinguish between an objective and a Key result.<\/p>\n\n\n\n
        Additionally, how do we word these - so that there is less or no ambiguity.<\/p>\n\n\n\n
        While a detailed treatment of OKRs would need to go beyond a blog post, in this Chow, the following exercise to tag statements as an Objective or Key Result would help understand better.<\/p>\n\n\n\n
        To oversimplify the difference, consider Objectives as the equivalent of Outcomes desired. Outomes normally also have an association expectation of a change in behavior, such as a purchase decision or changing a habit.<\/p>\n\n\n\n
        The Key Results would be indicators that can be measured - or, sometimes, sensed and can act as interim steps or goals. these may indicate specific actions to be taken by the team owning an objective or outputs to be created,<\/p>\n\n\n\n
        Check your understanding with the fun quiz below.<\/p>\n\n\n\n
        <\/p>\n","post_title":"Chow # 283 - Objective or Key Result","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-283-objective-or-key-result","to_ping":"","pinged":"","post_modified":"2024-09-06 15:16:51","post_modified_gmt":"2024-09-06 09:46:51","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19673","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":19142,"post_author":"30","post_date":"2021-09-12 16:17:00","post_date_gmt":"2021-09-12 10:47:00","post_content":"\n
        Commutronix is a highly watched startup, starting to disrupt the electric vehicle technology space. Commutronix does not manufacture vehicles. Rather they almost dominate the EV space by providing core technologies to OEMs and almost all EV manufacturers have incorporated their solutions into their product lines.<\/p>\n\n\n\n
        As the expectations of long range performance and superfast charging started increasing from customers, Commutronix launched a new initiative to incorporate real time analytics of vehicle performance by monitoring critical parameters and also adjust key parameters for various subsystems to achieve the goals considering the driving styles also in addition to the physical and mechanical parameters.<\/p>\n\n\n\n
        This was considered an ideal project for the data sciences team, as it would involve a lot of modeling, analysis and inferencing. The first thought was to have the Product Owner from the Data Sciences team,<\/p>\n\n\n\n
        The engineering team, however, was skeptical. They felt that there is a significant amount of work in interfacing with the sensors, the cloud based knowledge hub and the need for a driver override meant a responsive, effective UI \u2013 and so, the Product Owner must be from the engineering team.<\/p>\n\n\n\n
        The marketing team felt that they are in the best position to give direction to this feature, as they are closest to the customers and would know how best to prioritize and scope the requirements.<\/p>\n\n\n\n
        After a 3 hour discussion, the leaders had two choices before them.<\/p>\n\n\n\n
        One \u2013 toss a coin and decide? But how to pick from three options with a coin? Someone suggested the throw of dice..<\/p>\n\n\n\n
        In order to avoid another long \u2013 potentially inconclusive \u2013 meeting, they chose option two.<\/p>\n\n\n\n
        That is to ask you<\/strong>, what they should do.<\/p>\n\n\n\n
        What would be your advice?<\/p>\n\n\n\n
        Suggested solution:<\/p>\n\n\n\n
        <\/span>
        <\/span><\/span><\/p>\n","post_title":"Chow # 265 - Which functional organization should a Product Owner be from?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-265-which-functional-organization-should-a-product-owner-be-from","to_ping":"","pinged":"","post_modified":"2024-01-30 05:48:16","post_modified_gmt":"2024-01-30 05:48:16","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19142","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":19138,"post_author":"30","post_date":"2021-09-12 15:01:47","post_date_gmt":"2021-09-12 09:31:47","post_content":"\n
        One question that I get regularly from most teams and organizations that I have coached in their Agility journeys, is related to choosing the persons to play the 'new' roles of scrum master of product owner.<\/p>\n\n\n\n
        On the face of it, such questions seem simple to answer. One could say, just refer to the documentation related to the model being adopted and pick people to fill those roles.<\/p>\n\n\n\n
        I wish it was as simple.<\/p>\n\n\n\n
        Most of the time, re-designating a person does not change the style or way of working.<\/p>\n\n\n\n
        In some organizations, transformation exercises list the new roles and drop some old roles [typically, those that may have a 'manager' prefix or suffix].<\/p>\n\n\n\n
        So, many managers want to become Scrum Masters or Product Owners.<\/p>\n\n\n\n
        In many such instances, the persons continue to function the way they used to, with just new titles.<\/p>\n\n\n\n
        In my sessions with teams, one of the important topics that I stress on is role clarity.<\/p>\n\n\n\n
        When we talk of Agile teams \u2013 the essential characteristics include<\/p>\n\n\n\n
        \n
        The ability to self-organize<\/li>\n\n\n\n
        Owning the deliverables [outputs] as a team<\/li>\n<\/ul>\n\n\n\n
        If the re-designated managers are not able to re-calibrate themselves to effectively enable these aspects, the tendency to continue to adopt a directive style or expect a manager-subordinate reporting relationship will continue.<\/p>\n\n\n\n
        These, one would appreciate, are not just anti-patterns, but are seeds for dysfunctions at a team level.<\/p>\n\n\n\n
        In order to become or enable teams to become high performing, what is expected of the Scrum Master role is to be a facilitator.<\/p>\n\n\n\n
        While one may carry a title or designation of a Manager \u2013 that could be more for organizational hierarchy and managing spans of control.<\/p>\n\n\n\n
        In the context of a team, there are activities to be owned and performed by all members. In that sense, a neutral title for everyone part of a team could be just 'member'.<\/p>\n\n\n\n
        Each person may play one or more roles. A Developer could also be a Reviewer. A tester could also be an automation programmer. A team lead could also be an architect .. and so on..<\/p>\n\n\n\n
        With many teams preferring to have 'full stack developers', every member would have the flexibility of playing different roles, based on the need of the hour, to meet the team goals \u2013 for an iteration or release.<\/p>\n\n\n\n
        Some tips to make this work well:<\/p>\n\n\n\n
        \n
        Make sure that ALL activities needed in the team are owned by at least one role<\/li>\n\n\n\n
        There may be multiple persons playing similar or same roles, depending on the team and project requirements<\/li>\n<\/ul>\n\n\n\n
        To summarize:<\/p>\n\n\n\n
        \n
        A title is more representative of the position in an organization structure and would have some associated expectations in terms of the areas of contribution. May also be known as a designation or rank. Typically, an individual will have only one title at a time<\/li>\n\n\n\n
        A role, which may or may not be explicitly articulated, determines the contributions and influence on the outputs or outcomes [when extended beyond the development team]. An individual might play multiple roles in the context of a team and, sometimes, different roles in different teams \u2013 in parallel<\/li>\n\n\n\n
        To help individuals play roles effectively, role based mentoring and coaching may be considered<\/li>\n<\/ul>\n\n\n\n
        What has been your approach and experience with identifying or playing roles vis-\u00e0-vis titles?<\/p>\n\n\n\n
        I am eager to know<\/p>\n","post_title":"Role and Title \u2013 what is the difference?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"role-and-title-what-is-the-difference","to_ping":"","pinged":"","post_modified":"2024-01-29 11:36:36","post_modified_gmt":"2024-01-29 11:36:36","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19138","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};
        
        Page 1 of 7 1 2 … 7 Next
        
        \n
        \nhttps:\/\/www.youtube.com\/embed\/8A1LPIHr7sU\n<\/div><\/figure>\n\n\n\n
        Now that you have the recipe for success for your organizational transformation, what is holding you back?<\/span><\/p>\n\n\n\n
        Do share your stories and analogies that have worked well or not so well in your context.<\/p>\n","post_title":"Transform your organization like you would make Congee","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"transform-your-organization-like-you-would-make-congee","to_ping":"","pinged":"","post_modified":"2024-01-29 11:34:04","post_modified_gmt":"2024-01-29 11:34:04","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19649","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":19673,"post_author":"30","post_date":"2022-02-19 11:54:43","post_date_gmt":"2022-02-19 06:24:43","post_content":"\n
        $\"\"$ <\/figure>\n\n\n\n
        One of the frequently asked questions I get from teams starting out to adopt the OKR framework - Objectives and Key results, is how to distinguish between an objective and a Key result.<\/p>\n\n\n\n
        Additionally, how do we word these - so that there is less or no ambiguity.<\/p>\n\n\n\n
        While a detailed treatment of OKRs would need to go beyond a blog post, in this Chow, the following exercise to tag statements as an Objective or Key Result would help understand better.<\/p>\n\n\n\n
        To oversimplify the difference, consider Objectives as the equivalent of Outcomes desired. Outomes normally also have an association expectation of a change in behavior, such as a purchase decision or changing a habit.<\/p>\n\n\n\n
        The Key Results would be indicators that can be measured - or, sometimes, sensed and can act as interim steps or goals. these may indicate specific actions to be taken by the team owning an objective or outputs to be created,<\/p>\n\n\n\n
        Check your understanding with the fun quiz below.<\/p>\n\n\n\n
        <\/p>\n","post_title":"Chow # 283 - Objective or Key Result","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-283-objective-or-key-result","to_ping":"","pinged":"","post_modified":"2024-09-06 15:16:51","post_modified_gmt":"2024-09-06 09:46:51","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19673","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":19142,"post_author":"30","post_date":"2021-09-12 16:17:00","post_date_gmt":"2021-09-12 10:47:00","post_content":"\n
        Commutronix is a highly watched startup, starting to disrupt the electric vehicle technology space. Commutronix does not manufacture vehicles. Rather they almost dominate the EV space by providing core technologies to OEMs and almost all EV manufacturers have incorporated their solutions into their product lines.<\/p>\n\n\n\n
        As the expectations of long range performance and superfast charging started increasing from customers, Commutronix launched a new initiative to incorporate real time analytics of vehicle performance by monitoring critical parameters and also adjust key parameters for various subsystems to achieve the goals considering the driving styles also in addition to the physical and mechanical parameters.<\/p>\n\n\n\n
        This was considered an ideal project for the data sciences team, as it would involve a lot of modeling, analysis and inferencing. The first thought was to have the Product Owner from the Data Sciences team,<\/p>\n\n\n\n
        The engineering team, however, was skeptical. They felt that there is a significant amount of work in interfacing with the sensors, the cloud based knowledge hub and the need for a driver override meant a responsive, effective UI \u2013 and so, the Product Owner must be from the engineering team.<\/p>\n\n\n\n
        The marketing team felt that they are in the best position to give direction to this feature, as they are closest to the customers and would know how best to prioritize and scope the requirements.<\/p>\n\n\n\n
        After a 3 hour discussion, the leaders had two choices before them.<\/p>\n\n\n\n
        One \u2013 toss a coin and decide? But how to pick from three options with a coin? Someone suggested the throw of dice..<\/p>\n\n\n\n
        In order to avoid another long \u2013 potentially inconclusive \u2013 meeting, they chose option two.<\/p>\n\n\n\n
        That is to ask you<\/strong>, what they should do.<\/p>\n\n\n\n
        What would be your advice?<\/p>\n\n\n\n
        Suggested solution:<\/p>\n\n\n\n
        <\/span>
        <\/span><\/span><\/p>\n","post_title":"Chow # 265 - Which functional organization should a Product Owner be from?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-265-which-functional-organization-should-a-product-owner-be-from","to_ping":"","pinged":"","post_modified":"2024-01-30 05:48:16","post_modified_gmt":"2024-01-30 05:48:16","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19142","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":19138,"post_author":"30","post_date":"2021-09-12 15:01:47","post_date_gmt":"2021-09-12 09:31:47","post_content":"\n
        One question that I get regularly from most teams and organizations that I have coached in their Agility journeys, is related to choosing the persons to play the 'new' roles of scrum master of product owner.<\/p>\n\n\n\n
        On the face of it, such questions seem simple to answer. One could say, just refer to the documentation related to the model being adopted and pick people to fill those roles.<\/p>\n\n\n\n
        I wish it was as simple.<\/p>\n\n\n\n
        Most of the time, re-designating a person does not change the style or way of working.<\/p>\n\n\n\n
        In some organizations, transformation exercises list the new roles and drop some old roles [typically, those that may have a 'manager' prefix or suffix].<\/p>\n\n\n\n
        So, many managers want to become Scrum Masters or Product Owners.<\/p>\n\n\n\n
        In many such instances, the persons continue to function the way they used to, with just new titles.<\/p>\n\n\n\n
        In my sessions with teams, one of the important topics that I stress on is role clarity.<\/p>\n\n\n\n
        When we talk of Agile teams \u2013 the essential characteristics include<\/p>\n\n\n\n
        \n
        The ability to self-organize<\/li>\n\n\n\n
        Owning the deliverables [outputs] as a team<\/li>\n<\/ul>\n\n\n\n
        If the re-designated managers are not able to re-calibrate themselves to effectively enable these aspects, the tendency to continue to adopt a directive style or expect a manager-subordinate reporting relationship will continue.<\/p>\n\n\n\n
        These, one would appreciate, are not just anti-patterns, but are seeds for dysfunctions at a team level.<\/p>\n\n\n\n
        In order to become or enable teams to become high performing, what is expected of the Scrum Master role is to be a facilitator.<\/p>\n\n\n\n
        While one may carry a title or designation of a Manager \u2013 that could be more for organizational hierarchy and managing spans of control.<\/p>\n\n\n\n
        In the context of a team, there are activities to be owned and performed by all members. In that sense, a neutral title for everyone part of a team could be just 'member'.<\/p>\n\n\n\n
        Each person may play one or more roles. A Developer could also be a Reviewer. A tester could also be an automation programmer. A team lead could also be an architect .. and so on..<\/p>\n\n\n\n
        With many teams preferring to have 'full stack developers', every member would have the flexibility of playing different roles, based on the need of the hour, to meet the team goals \u2013 for an iteration or release.<\/p>\n\n\n\n
        Some tips to make this work well:<\/p>\n\n\n\n
        \n
        Make sure that ALL activities needed in the team are owned by at least one role<\/li>\n\n\n\n
        There may be multiple persons playing similar or same roles, depending on the team and project requirements<\/li>\n<\/ul>\n\n\n\n
        To summarize:<\/p>\n\n\n\n
        \n
        A title is more representative of the position in an organization structure and would have some associated expectations in terms of the areas of contribution. May also be known as a designation or rank. Typically, an individual will have only one title at a time<\/li>\n\n\n\n
        A role, which may or may not be explicitly articulated, determines the contributions and influence on the outputs or outcomes [when extended beyond the development team]. An individual might play multiple roles in the context of a team and, sometimes, different roles in different teams \u2013 in parallel<\/li>\n\n\n\n
        To help individuals play roles effectively, role based mentoring and coaching may be considered<\/li>\n<\/ul>\n\n\n\n
        What has been your approach and experience with identifying or playing roles vis-\u00e0-vis titles?<\/p>\n\n\n\n
        I am eager to know<\/p>\n","post_title":"Role and Title \u2013 what is the difference?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"role-and-title-what-is-the-difference","to_ping":"","pinged":"","post_modified":"2024-01-29 11:36:36","post_modified_gmt":"2024-01-29 11:36:36","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19138","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};
        
        Page 1 of 7 1 2 … 7 Next
        
        \n
        I have captured the above thoughts in a visualization of making Congee, in about 6 minutes.<\/p>\n\n\n\n
        \nhttps:\/\/www.youtube.com\/embed\/8A1LPIHr7sU\n<\/div><\/figure>\n\n\n\n
        Now that you have the recipe for success for your organizational transformation, what is holding you back?<\/span><\/p>\n\n\n\n
        Do share your stories and analogies that have worked well or not so well in your context.<\/p>\n","post_title":"Transform your organization like you would make Congee","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"transform-your-organization-like-you-would-make-congee","to_ping":"","pinged":"","post_modified":"2024-01-29 11:34:04","post_modified_gmt":"2024-01-29 11:34:04","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19649","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":19673,"post_author":"30","post_date":"2022-02-19 11:54:43","post_date_gmt":"2022-02-19 06:24:43","post_content":"\n
        $\"\"$ <\/figure>\n\n\n\n
        One of the frequently asked questions I get from teams starting out to adopt the OKR framework - Objectives and Key results, is how to distinguish between an objective and a Key result.<\/p>\n\n\n\n
        Additionally, how do we word these - so that there is less or no ambiguity.<\/p>\n\n\n\n
        While a detailed treatment of OKRs would need to go beyond a blog post, in this Chow, the following exercise to tag statements as an Objective or Key Result would help understand better.<\/p>\n\n\n\n
        To oversimplify the difference, consider Objectives as the equivalent of Outcomes desired. Outomes normally also have an association expectation of a change in behavior, such as a purchase decision or changing a habit.<\/p>\n\n\n\n
        The Key Results would be indicators that can be measured - or, sometimes, sensed and can act as interim steps or goals. these may indicate specific actions to be taken by the team owning an objective or outputs to be created,<\/p>\n\n\n\n
        Check your understanding with the fun quiz below.<\/p>\n\n\n\n
        <\/p>\n","post_title":"Chow # 283 - Objective or Key Result","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-283-objective-or-key-result","to_ping":"","pinged":"","post_modified":"2024-09-06 15:16:51","post_modified_gmt":"2024-09-06 09:46:51","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19673","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":19142,"post_author":"30","post_date":"2021-09-12 16:17:00","post_date_gmt":"2021-09-12 10:47:00","post_content":"\n
        Commutronix is a highly watched startup, starting to disrupt the electric vehicle technology space. Commutronix does not manufacture vehicles. Rather they almost dominate the EV space by providing core technologies to OEMs and almost all EV manufacturers have incorporated their solutions into their product lines.<\/p>\n\n\n\n
        As the expectations of long range performance and superfast charging started increasing from customers, Commutronix launched a new initiative to incorporate real time analytics of vehicle performance by monitoring critical parameters and also adjust key parameters for various subsystems to achieve the goals considering the driving styles also in addition to the physical and mechanical parameters.<\/p>\n\n\n\n
        This was considered an ideal project for the data sciences team, as it would involve a lot of modeling, analysis and inferencing. The first thought was to have the Product Owner from the Data Sciences team,<\/p>\n\n\n\n
        The engineering team, however, was skeptical. They felt that there is a significant amount of work in interfacing with the sensors, the cloud based knowledge hub and the need for a driver override meant a responsive, effective UI \u2013 and so, the Product Owner must be from the engineering team.<\/p>\n\n\n\n
        The marketing team felt that they are in the best position to give direction to this feature, as they are closest to the customers and would know how best to prioritize and scope the requirements.<\/p>\n\n\n\n
        After a 3 hour discussion, the leaders had two choices before them.<\/p>\n\n\n\n
        One \u2013 toss a coin and decide? But how to pick from three options with a coin? Someone suggested the throw of dice..<\/p>\n\n\n\n
        In order to avoid another long \u2013 potentially inconclusive \u2013 meeting, they chose option two.<\/p>\n\n\n\n
        That is to ask you<\/strong>, what they should do.<\/p>\n\n\n\n
        What would be your advice?<\/p>\n\n\n\n
        Suggested solution:<\/p>\n\n\n\n
        <\/span>
        <\/span><\/span><\/p>\n","post_title":"Chow # 265 - Which functional organization should a Product Owner be from?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-265-which-functional-organization-should-a-product-owner-be-from","to_ping":"","pinged":"","post_modified":"2024-01-30 05:48:16","post_modified_gmt":"2024-01-30 05:48:16","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19142","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":19138,"post_author":"30","post_date":"2021-09-12 15:01:47","post_date_gmt":"2021-09-12 09:31:47","post_content":"\n
        One question that I get regularly from most teams and organizations that I have coached in their Agility journeys, is related to choosing the persons to play the 'new' roles of scrum master of product owner.<\/p>\n\n\n\n
        On the face of it, such questions seem simple to answer. One could say, just refer to the documentation related to the model being adopted and pick people to fill those roles.<\/p>\n\n\n\n
        I wish it was as simple.<\/p>\n\n\n\n
        Most of the time, re-designating a person does not change the style or way of working.<\/p>\n\n\n\n
        In some organizations, transformation exercises list the new roles and drop some old roles [typically, those that may have a 'manager' prefix or suffix].<\/p>\n\n\n\n
        So, many managers want to become Scrum Masters or Product Owners.<\/p>\n\n\n\n
        In many such instances, the persons continue to function the way they used to, with just new titles.<\/p>\n\n\n\n
        In my sessions with teams, one of the important topics that I stress on is role clarity.<\/p>\n\n\n\n
        When we talk of Agile teams \u2013 the essential characteristics include<\/p>\n\n\n\n
        \n
        The ability to self-organize<\/li>\n\n\n\n
        Owning the deliverables [outputs] as a team<\/li>\n<\/ul>\n\n\n\n
        If the re-designated managers are not able to re-calibrate themselves to effectively enable these aspects, the tendency to continue to adopt a directive style or expect a manager-subordinate reporting relationship will continue.<\/p>\n\n\n\n
        These, one would appreciate, are not just anti-patterns, but are seeds for dysfunctions at a team level.<\/p>\n\n\n\n
        In order to become or enable teams to become high performing, what is expected of the Scrum Master role is to be a facilitator.<\/p>\n\n\n\n
        While one may carry a title or designation of a Manager \u2013 that could be more for organizational hierarchy and managing spans of control.<\/p>\n\n\n\n
        In the context of a team, there are activities to be owned and performed by all members. In that sense, a neutral title for everyone part of a team could be just 'member'.<\/p>\n\n\n\n
        Each person may play one or more roles. A Developer could also be a Reviewer. A tester could also be an automation programmer. A team lead could also be an architect .. and so on..<\/p>\n\n\n\n
        With many teams preferring to have 'full stack developers', every member would have the flexibility of playing different roles, based on the need of the hour, to meet the team goals \u2013 for an iteration or release.<\/p>\n\n\n\n
        Some tips to make this work well:<\/p>\n\n\n\n
        \n
        Make sure that ALL activities needed in the team are owned by at least one role<\/li>\n\n\n\n
        There may be multiple persons playing similar or same roles, depending on the team and project requirements<\/li>\n<\/ul>\n\n\n\n
        To summarize:<\/p>\n\n\n\n
        \n
        A title is more representative of the position in an organization structure and would have some associated expectations in terms of the areas of contribution. May also be known as a designation or rank. Typically, an individual will have only one title at a time<\/li>\n\n\n\n
        A role, which may or may not be explicitly articulated, determines the contributions and influence on the outputs or outcomes [when extended beyond the development team]. An individual might play multiple roles in the context of a team and, sometimes, different roles in different teams \u2013 in parallel<\/li>\n\n\n\n
        To help individuals play roles effectively, role based mentoring and coaching may be considered<\/li>\n<\/ul>\n\n\n\n
        What has been your approach and experience with identifying or playing roles vis-\u00e0-vis titles?<\/p>\n\n\n\n
        I am eager to know<\/p>\n","post_title":"Role and Title \u2013 what is the difference?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"role-and-title-what-is-the-difference","to_ping":"","pinged":"","post_modified":"2024-01-29 11:36:36","post_modified_gmt":"2024-01-29 11:36:36","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19138","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};
        
        Page 1 of 7 1 2 … 7 Next
        
        \n
        While you may get started with this autopilot mode where teams are taking ownership and also self organizing among themselves, having platforms for sharing and learning as well as periodic peer reviews and shared improvement initiatives will help sustain the excellence culture.<\/p>\n\n\n\n
        I have captured the above thoughts in a visualization of making Congee, in about 6 minutes.<\/p>\n\n\n\n
        \nhttps:\/\/www.youtube.com\/embed\/8A1LPIHr7sU\n<\/div><\/figure>\n\n\n\n
        Now that you have the recipe for success for your organizational transformation, what is holding you back?<\/span><\/p>\n\n\n\n
        Do share your stories and analogies that have worked well or not so well in your context.<\/p>\n","post_title":"Transform your organization like you would make Congee","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"transform-your-organization-like-you-would-make-congee","to_ping":"","pinged":"","post_modified":"2024-01-29 11:34:04","post_modified_gmt":"2024-01-29 11:34:04","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19649","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":19673,"post_author":"30","post_date":"2022-02-19 11:54:43","post_date_gmt":"2022-02-19 06:24:43","post_content":"\n
        $\"\"$ <\/figure>\n\n\n\n
        One of the frequently asked questions I get from teams starting out to adopt the OKR framework - Objectives and Key results, is how to distinguish between an objective and a Key result.<\/p>\n\n\n\n
        Additionally, how do we word these - so that there is less or no ambiguity.<\/p>\n\n\n\n
        While a detailed treatment of OKRs would need to go beyond a blog post, in this Chow, the following exercise to tag statements as an Objective or Key Result would help understand better.<\/p>\n\n\n\n
        To oversimplify the difference, consider Objectives as the equivalent of Outcomes desired. Outomes normally also have an association expectation of a change in behavior, such as a purchase decision or changing a habit.<\/p>\n\n\n\n
        The Key Results would be indicators that can be measured - or, sometimes, sensed and can act as interim steps or goals. these may indicate specific actions to be taken by the team owning an objective or outputs to be created,<\/p>\n\n\n\n
        Check your understanding with the fun quiz below.<\/p>\n\n\n\n
        <\/p>\n","post_title":"Chow # 283 - Objective or Key Result","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-283-objective-or-key-result","to_ping":"","pinged":"","post_modified":"2024-09-06 15:16:51","post_modified_gmt":"2024-09-06 09:46:51","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19673","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":19142,"post_author":"30","post_date":"2021-09-12 16:17:00","post_date_gmt":"2021-09-12 10:47:00","post_content":"\n
        Commutronix is a highly watched startup, starting to disrupt the electric vehicle technology space. Commutronix does not manufacture vehicles. Rather they almost dominate the EV space by providing core technologies to OEMs and almost all EV manufacturers have incorporated their solutions into their product lines.<\/p>\n\n\n\n
        As the expectations of long range performance and superfast charging started increasing from customers, Commutronix launched a new initiative to incorporate real time analytics of vehicle performance by monitoring critical parameters and also adjust key parameters for various subsystems to achieve the goals considering the driving styles also in addition to the physical and mechanical parameters.<\/p>\n\n\n\n
        This was considered an ideal project for the data sciences team, as it would involve a lot of modeling, analysis and inferencing. The first thought was to have the Product Owner from the Data Sciences team,<\/p>\n\n\n\n
        The engineering team, however, was skeptical. They felt that there is a significant amount of work in interfacing with the sensors, the cloud based knowledge hub and the need for a driver override meant a responsive, effective UI \u2013 and so, the Product Owner must be from the engineering team.<\/p>\n\n\n\n
        The marketing team felt that they are in the best position to give direction to this feature, as they are closest to the customers and would know how best to prioritize and scope the requirements.<\/p>\n\n\n\n
        After a 3 hour discussion, the leaders had two choices before them.<\/p>\n\n\n\n
        One \u2013 toss a coin and decide? But how to pick from three options with a coin? Someone suggested the throw of dice..<\/p>\n\n\n\n
        In order to avoid another long \u2013 potentially inconclusive \u2013 meeting, they chose option two.<\/p>\n\n\n\n
        That is to ask you<\/strong>, what they should do.<\/p>\n\n\n\n
        What would be your advice?<\/p>\n\n\n\n
        Suggested solution:<\/p>\n\n\n\n
        <\/span>
        <\/span><\/span><\/p>\n","post_title":"Chow # 265 - Which functional organization should a Product Owner be from?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-265-which-functional-organization-should-a-product-owner-be-from","to_ping":"","pinged":"","post_modified":"2024-01-30 05:48:16","post_modified_gmt":"2024-01-30 05:48:16","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19142","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":19138,"post_author":"30","post_date":"2021-09-12 15:01:47","post_date_gmt":"2021-09-12 09:31:47","post_content":"\n
        One question that I get regularly from most teams and organizations that I have coached in their Agility journeys, is related to choosing the persons to play the 'new' roles of scrum master of product owner.<\/p>\n\n\n\n
        On the face of it, such questions seem simple to answer. One could say, just refer to the documentation related to the model being adopted and pick people to fill those roles.<\/p>\n\n\n\n
        I wish it was as simple.<\/p>\n\n\n\n
        Most of the time, re-designating a person does not change the style or way of working.<\/p>\n\n\n\n
        In some organizations, transformation exercises list the new roles and drop some old roles [typically, those that may have a 'manager' prefix or suffix].<\/p>\n\n\n\n
        So, many managers want to become Scrum Masters or Product Owners.<\/p>\n\n\n\n
        In many such instances, the persons continue to function the way they used to, with just new titles.<\/p>\n\n\n\n
        In my sessions with teams, one of the important topics that I stress on is role clarity.<\/p>\n\n\n\n
        When we talk of Agile teams \u2013 the essential characteristics include<\/p>\n\n\n\n
        \n
        The ability to self-organize<\/li>\n\n\n\n
        Owning the deliverables [outputs] as a team<\/li>\n<\/ul>\n\n\n\n
        If the re-designated managers are not able to re-calibrate themselves to effectively enable these aspects, the tendency to continue to adopt a directive style or expect a manager-subordinate reporting relationship will continue.<\/p>\n\n\n\n
        These, one would appreciate, are not just anti-patterns, but are seeds for dysfunctions at a team level.<\/p>\n\n\n\n
        In order to become or enable teams to become high performing, what is expected of the Scrum Master role is to be a facilitator.<\/p>\n\n\n\n
        While one may carry a title or designation of a Manager \u2013 that could be more for organizational hierarchy and managing spans of control.<\/p>\n\n\n\n
        In the context of a team, there are activities to be owned and performed by all members. In that sense, a neutral title for everyone part of a team could be just 'member'.<\/p>\n\n\n\n
        Each person may play one or more roles. A Developer could also be a Reviewer. A tester could also be an automation programmer. A team lead could also be an architect .. and so on..<\/p>\n\n\n\n
        With many teams preferring to have 'full stack developers', every member would have the flexibility of playing different roles, based on the need of the hour, to meet the team goals \u2013 for an iteration or release.<\/p>\n\n\n\n
        Some tips to make this work well:<\/p>\n\n\n\n
        \n
        Make sure that ALL activities needed in the team are owned by at least one role<\/li>\n\n\n\n
        There may be multiple persons playing similar or same roles, depending on the team and project requirements<\/li>\n<\/ul>\n\n\n\n
        To summarize:<\/p>\n\n\n\n
        \n
        A title is more representative of the position in an organization structure and would have some associated expectations in terms of the areas of contribution. May also be known as a designation or rank. Typically, an individual will have only one title at a time<\/li>\n\n\n\n
        A role, which may or may not be explicitly articulated, determines the contributions and influence on the outputs or outcomes [when extended beyond the development team]. An individual might play multiple roles in the context of a team and, sometimes, different roles in different teams \u2013 in parallel<\/li>\n\n\n\n
        To help individuals play roles effectively, role based mentoring and coaching may be considered<\/li>\n<\/ul>\n\n\n\n
        What has been your approach and experience with identifying or playing roles vis-\u00e0-vis titles?<\/p>\n\n\n\n
        I am eager to know<\/p>\n","post_title":"Role and Title \u2013 what is the difference?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"role-and-title-what-is-the-difference","to_ping":"","pinged":"","post_modified":"2024-01-29 11:36:36","post_modified_gmt":"2024-01-29 11:36:36","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19138","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};
        
        Page 1 of 7 1 2 … 7 Next
        
        \n
        Now, it is the time to assess the achievements and refine approaches needed to sustain the benefits of transformation across the organization. Be ready to add the required additional elements [water in the case of the Congee]<\/p>\n\n\n\n
        While you may get started with this autopilot mode where teams are taking ownership and also self organizing among themselves, having platforms for sharing and learning as well as periodic peer reviews and shared improvement initiatives will help sustain the excellence culture.<\/p>\n\n\n\n
        I have captured the above thoughts in a visualization of making Congee, in about 6 minutes.<\/p>\n\n\n\n
        \nhttps:\/\/www.youtube.com\/embed\/8A1LPIHr7sU\n<\/div><\/figure>\n\n\n\n
        Now that you have the recipe for success for your organizational transformation, what is holding you back?<\/span><\/p>\n\n\n\n
        Do share your stories and analogies that have worked well or not so well in your context.<\/p>\n","post_title":"Transform your organization like you would make Congee","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"transform-your-organization-like-you-would-make-congee","to_ping":"","pinged":"","post_modified":"2024-01-29 11:34:04","post_modified_gmt":"2024-01-29 11:34:04","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19649","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":19673,"post_author":"30","post_date":"2022-02-19 11:54:43","post_date_gmt":"2022-02-19 06:24:43","post_content":"\n
        $\"\"$ <\/figure>\n\n\n\n
        One of the frequently asked questions I get from teams starting out to adopt the OKR framework - Objectives and Key results, is how to distinguish between an objective and a Key result.<\/p>\n\n\n\n
        Additionally, how do we word these - so that there is less or no ambiguity.<\/p>\n\n\n\n
        While a detailed treatment of OKRs would need to go beyond a blog post, in this Chow, the following exercise to tag statements as an Objective or Key Result would help understand better.<\/p>\n\n\n\n
        To oversimplify the difference, consider Objectives as the equivalent of Outcomes desired. Outomes normally also have an association expectation of a change in behavior, such as a purchase decision or changing a habit.<\/p>\n\n\n\n
        The Key Results would be indicators that can be measured - or, sometimes, sensed and can act as interim steps or goals. these may indicate specific actions to be taken by the team owning an objective or outputs to be created,<\/p>\n\n\n\n
        Check your understanding with the fun quiz below.<\/p>\n\n\n\n
        <\/p>\n","post_title":"Chow # 283 - Objective or Key Result","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-283-objective-or-key-result","to_ping":"","pinged":"","post_modified":"2024-09-06 15:16:51","post_modified_gmt":"2024-09-06 09:46:51","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19673","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":19142,"post_author":"30","post_date":"2021-09-12 16:17:00","post_date_gmt":"2021-09-12 10:47:00","post_content":"\n
        Commutronix is a highly watched startup, starting to disrupt the electric vehicle technology space. Commutronix does not manufacture vehicles. Rather they almost dominate the EV space by providing core technologies to OEMs and almost all EV manufacturers have incorporated their solutions into their product lines.<\/p>\n\n\n\n
        As the expectations of long range performance and superfast charging started increasing from customers, Commutronix launched a new initiative to incorporate real time analytics of vehicle performance by monitoring critical parameters and also adjust key parameters for various subsystems to achieve the goals considering the driving styles also in addition to the physical and mechanical parameters.<\/p>\n\n\n\n
        This was considered an ideal project for the data sciences team, as it would involve a lot of modeling, analysis and inferencing. The first thought was to have the Product Owner from the Data Sciences team,<\/p>\n\n\n\n
        The engineering team, however, was skeptical. They felt that there is a significant amount of work in interfacing with the sensors, the cloud based knowledge hub and the need for a driver override meant a responsive, effective UI \u2013 and so, the Product Owner must be from the engineering team.<\/p>\n\n\n\n
        The marketing team felt that they are in the best position to give direction to this feature, as they are closest to the customers and would know how best to prioritize and scope the requirements.<\/p>\n\n\n\n
        After a 3 hour discussion, the leaders had two choices before them.<\/p>\n\n\n\n
        One \u2013 toss a coin and decide? But how to pick from three options with a coin? Someone suggested the throw of dice..<\/p>\n\n\n\n
        In order to avoid another long \u2013 potentially inconclusive \u2013 meeting, they chose option two.<\/p>\n\n\n\n
        That is to ask you<\/strong>, what they should do.<\/p>\n\n\n\n
        What would be your advice?<\/p>\n\n\n\n
        Suggested solution:<\/p>\n\n\n\n
        <\/span>
        <\/span><\/span><\/p>\n","post_title":"Chow # 265 - Which functional organization should a Product Owner be from?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-265-which-functional-organization-should-a-product-owner-be-from","to_ping":"","pinged":"","post_modified":"2024-01-30 05:48:16","post_modified_gmt":"2024-01-30 05:48:16","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19142","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":19138,"post_author":"30","post_date":"2021-09-12 15:01:47","post_date_gmt":"2021-09-12 09:31:47","post_content":"\n
        One question that I get regularly from most teams and organizations that I have coached in their Agility journeys, is related to choosing the persons to play the 'new' roles of scrum master of product owner.<\/p>\n\n\n\n
        On the face of it, such questions seem simple to answer. One could say, just refer to the documentation related to the model being adopted and pick people to fill those roles.<\/p>\n\n\n\n
        I wish it was as simple.<\/p>\n\n\n\n
        Most of the time, re-designating a person does not change the style or way of working.<\/p>\n\n\n\n
        In some organizations, transformation exercises list the new roles and drop some old roles [typically, those that may have a 'manager' prefix or suffix].<\/p>\n\n\n\n
        So, many managers want to become Scrum Masters or Product Owners.<\/p>\n\n\n\n
        In many such instances, the persons continue to function the way they used to, with just new titles.<\/p>\n\n\n\n
        In my sessions with teams, one of the important topics that I stress on is role clarity.<\/p>\n\n\n\n
        When we talk of Agile teams \u2013 the essential characteristics include<\/p>\n\n\n\n
        \n
        The ability to self-organize<\/li>\n\n\n\n
        Owning the deliverables [outputs] as a team<\/li>\n<\/ul>\n\n\n\n
        If the re-designated managers are not able to re-calibrate themselves to effectively enable these aspects, the tendency to continue to adopt a directive style or expect a manager-subordinate reporting relationship will continue.<\/p>\n\n\n\n
        These, one would appreciate, are not just anti-patterns, but are seeds for dysfunctions at a team level.<\/p>\n\n\n\n
        In order to become or enable teams to become high performing, what is expected of the Scrum Master role is to be a facilitator.<\/p>\n\n\n\n
        While one may carry a title or designation of a Manager \u2013 that could be more for organizational hierarchy and managing spans of control.<\/p>\n\n\n\n
        In the context of a team, there are activities to be owned and performed by all members. In that sense, a neutral title for everyone part of a team could be just 'member'.<\/p>\n\n\n\n
        Each person may play one or more roles. A Developer could also be a Reviewer. A tester could also be an automation programmer. A team lead could also be an architect .. and so on..<\/p>\n\n\n\n
        With many teams preferring to have 'full stack developers', every member would have the flexibility of playing different roles, based on the need of the hour, to meet the team goals \u2013 for an iteration or release.<\/p>\n\n\n\n
        Some tips to make this work well:<\/p>\n\n\n\n
        \n
        Make sure that ALL activities needed in the team are owned by at least one role<\/li>\n\n\n\n
        There may be multiple persons playing similar or same roles, depending on the team and project requirements<\/li>\n<\/ul>\n\n\n\n
        To summarize:<\/p>\n\n\n\n
        \n
        A title is more representative of the position in an organization structure and would have some associated expectations in terms of the areas of contribution. May also be known as a designation or rank. Typically, an individual will have only one title at a time<\/li>\n\n\n\n
        A role, which may or may not be explicitly articulated, determines the contributions and influence on the outputs or outcomes [when extended beyond the development team]. An individual might play multiple roles in the context of a team and, sometimes, different roles in different teams \u2013 in parallel<\/li>\n\n\n\n
        To help individuals play roles effectively, role based mentoring and coaching may be considered<\/li>\n<\/ul>\n\n\n\n
        What has been your approach and experience with identifying or playing roles vis-\u00e0-vis titles?<\/p>\n\n\n\n
        I am eager to know<\/p>\n","post_title":"Role and Title \u2013 what is the difference?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"role-and-title-what-is-the-difference","to_ping":"","pinged":"","post_modified":"2024-01-29 11:36:36","post_modified_gmt":"2024-01-29 11:36:36","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19138","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};
        
        Page 1 of 7 1 2 … 7 Next
        
        \n
        This also helps in creating more homogeneous ways of working across the organization.<\/p>\n\n\n\n
        Now, it is the time to assess the achievements and refine approaches needed to sustain the benefits of transformation across the organization. Be ready to add the required additional elements [water in the case of the Congee]<\/p>\n\n\n\n
        While you may get started with this autopilot mode where teams are taking ownership and also self organizing among themselves, having platforms for sharing and learning as well as periodic peer reviews and shared improvement initiatives will help sustain the excellence culture.<\/p>\n\n\n\n
        I have captured the above thoughts in a visualization of making Congee, in about 6 minutes.<\/p>\n\n\n\n
        \nhttps:\/\/www.youtube.com\/embed\/8A1LPIHr7sU\n<\/div><\/figure>\n\n\n\n
        Now that you have the recipe for success for your organizational transformation, what is holding you back?<\/span><\/p>\n\n\n\n
        Do share your stories and analogies that have worked well or not so well in your context.<\/p>\n","post_title":"Transform your organization like you would make Congee","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"transform-your-organization-like-you-would-make-congee","to_ping":"","pinged":"","post_modified":"2024-01-29 11:34:04","post_modified_gmt":"2024-01-29 11:34:04","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19649","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":19673,"post_author":"30","post_date":"2022-02-19 11:54:43","post_date_gmt":"2022-02-19 06:24:43","post_content":"\n
        $\"\"$ <\/figure>\n\n\n\n
        One of the frequently asked questions I get from teams starting out to adopt the OKR framework - Objectives and Key results, is how to distinguish between an objective and a Key result.<\/p>\n\n\n\n
        Additionally, how do we word these - so that there is less or no ambiguity.<\/p>\n\n\n\n
        While a detailed treatment of OKRs would need to go beyond a blog post, in this Chow, the following exercise to tag statements as an Objective or Key Result would help understand better.<\/p>\n\n\n\n
        To oversimplify the difference, consider Objectives as the equivalent of Outcomes desired. Outomes normally also have an association expectation of a change in behavior, such as a purchase decision or changing a habit.<\/p>\n\n\n\n
        The Key Results would be indicators that can be measured - or, sometimes, sensed and can act as interim steps or goals. these may indicate specific actions to be taken by the team owning an objective or outputs to be created,<\/p>\n\n\n\n
        Check your understanding with the fun quiz below.<\/p>\n\n\n\n
        <\/p>\n","post_title":"Chow # 283 - Objective or Key Result","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-283-objective-or-key-result","to_ping":"","pinged":"","post_modified":"2024-09-06 15:16:51","post_modified_gmt":"2024-09-06 09:46:51","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19673","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":19142,"post_author":"30","post_date":"2021-09-12 16:17:00","post_date_gmt":"2021-09-12 10:47:00","post_content":"\n
        Commutronix is a highly watched startup, starting to disrupt the electric vehicle technology space. Commutronix does not manufacture vehicles. Rather they almost dominate the EV space by providing core technologies to OEMs and almost all EV manufacturers have incorporated their solutions into their product lines.<\/p>\n\n\n\n
        As the expectations of long range performance and superfast charging started increasing from customers, Commutronix launched a new initiative to incorporate real time analytics of vehicle performance by monitoring critical parameters and also adjust key parameters for various subsystems to achieve the goals considering the driving styles also in addition to the physical and mechanical parameters.<\/p>\n\n\n\n
        This was considered an ideal project for the data sciences team, as it would involve a lot of modeling, analysis and inferencing. The first thought was to have the Product Owner from the Data Sciences team,<\/p>\n\n\n\n
        The engineering team, however, was skeptical. They felt that there is a significant amount of work in interfacing with the sensors, the cloud based knowledge hub and the need for a driver override meant a responsive, effective UI \u2013 and so, the Product Owner must be from the engineering team.<\/p>\n\n\n\n
        The marketing team felt that they are in the best position to give direction to this feature, as they are closest to the customers and would know how best to prioritize and scope the requirements.<\/p>\n\n\n\n
        After a 3 hour discussion, the leaders had two choices before them.<\/p>\n\n\n\n
        One \u2013 toss a coin and decide? But how to pick from three options with a coin? Someone suggested the throw of dice..<\/p>\n\n\n\n
        In order to avoid another long \u2013 potentially inconclusive \u2013 meeting, they chose option two.<\/p>\n\n\n\n
        That is to ask you<\/strong>, what they should do.<\/p>\n\n\n\n
        What would be your advice?<\/p>\n\n\n\n
        Suggested solution:<\/p>\n\n\n\n
        <\/span>
        <\/span><\/span><\/p>\n","post_title":"Chow # 265 - Which functional organization should a Product Owner be from?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-265-which-functional-organization-should-a-product-owner-be-from","to_ping":"","pinged":"","post_modified":"2024-01-30 05:48:16","post_modified_gmt":"2024-01-30 05:48:16","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19142","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":19138,"post_author":"30","post_date":"2021-09-12 15:01:47","post_date_gmt":"2021-09-12 09:31:47","post_content":"\n
        One question that I get regularly from most teams and organizations that I have coached in their Agility journeys, is related to choosing the persons to play the 'new' roles of scrum master of product owner.<\/p>\n\n\n\n
        On the face of it, such questions seem simple to answer. One could say, just refer to the documentation related to the model being adopted and pick people to fill those roles.<\/p>\n\n\n\n
        I wish it was as simple.<\/p>\n\n\n\n
        Most of the time, re-designating a person does not change the style or way of working.<\/p>\n\n\n\n
        In some organizations, transformation exercises list the new roles and drop some old roles [typically, those that may have a 'manager' prefix or suffix].<\/p>\n\n\n\n
        So, many managers want to become Scrum Masters or Product Owners.<\/p>\n\n\n\n
        In many such instances, the persons continue to function the way they used to, with just new titles.<\/p>\n\n\n\n
        In my sessions with teams, one of the important topics that I stress on is role clarity.<\/p>\n\n\n\n
        When we talk of Agile teams \u2013 the essential characteristics include<\/p>\n\n\n\n
        \n
        The ability to self-organize<\/li>\n\n\n\n
        Owning the deliverables [outputs] as a team<\/li>\n<\/ul>\n\n\n\n
        If the re-designated managers are not able to re-calibrate themselves to effectively enable these aspects, the tendency to continue to adopt a directive style or expect a manager-subordinate reporting relationship will continue.<\/p>\n\n\n\n
        These, one would appreciate, are not just anti-patterns, but are seeds for dysfunctions at a team level.<\/p>\n\n\n\n
        In order to become or enable teams to become high performing, what is expected of the Scrum Master role is to be a facilitator.<\/p>\n\n\n\n
        While one may carry a title or designation of a Manager \u2013 that could be more for organizational hierarchy and managing spans of control.<\/p>\n\n\n\n
        In the context of a team, there are activities to be owned and performed by all members. In that sense, a neutral title for everyone part of a team could be just 'member'.<\/p>\n\n\n\n
        Each person may play one or more roles. A Developer could also be a Reviewer. A tester could also be an automation programmer. A team lead could also be an architect .. and so on..<\/p>\n\n\n\n
        With many teams preferring to have 'full stack developers', every member would have the flexibility of playing different roles, based on the need of the hour, to meet the team goals \u2013 for an iteration or release.<\/p>\n\n\n\n
        Some tips to make this work well:<\/p>\n\n\n\n
        \n
        Make sure that ALL activities needed in the team are owned by at least one role<\/li>\n\n\n\n
        There may be multiple persons playing similar or same roles, depending on the team and project requirements<\/li>\n<\/ul>\n\n\n\n
        To summarize:<\/p>\n\n\n\n
        \n
        A title is more representative of the position in an organization structure and would have some associated expectations in terms of the areas of contribution. May also be known as a designation or rank. Typically, an individual will have only one title at a time<\/li>\n\n\n\n
        A role, which may or may not be explicitly articulated, determines the contributions and influence on the outputs or outcomes [when extended beyond the development team]. An individual might play multiple roles in the context of a team and, sometimes, different roles in different teams \u2013 in parallel<\/li>\n\n\n\n
        To help individuals play roles effectively, role based mentoring and coaching may be considered<\/li>\n<\/ul>\n\n\n\n
        What has been your approach and experience with identifying or playing roles vis-\u00e0-vis titles?<\/p>\n\n\n\n
        I am eager to know<\/p>\n","post_title":"Role and Title \u2013 what is the difference?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"role-and-title-what-is-the-difference","to_ping":"","pinged":"","post_modified":"2024-01-29 11:36:36","post_modified_gmt":"2024-01-29 11:36:36","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19138","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};
        
        Page 1 of 7 1 2 … 7 Next
        
        \n
        Establishing communities of interest and practice \u2013 with the guidance of the coach as needed \u2013 will help in establishing connections across the organization and also enable constructive collisions of ideas across teams. Such opportunities can accelerate breakthrough practice improvements across the board.<\/p>\n\n\n\n
        This also helps in creating more homogeneous ways of working across the organization.<\/p>\n\n\n\n
        Now, it is the time to assess the achievements and refine approaches needed to sustain the benefits of transformation across the organization. Be ready to add the required additional elements [water in the case of the Congee]<\/p>\n\n\n\n
        While you may get started with this autopilot mode where teams are taking ownership and also self organizing among themselves, having platforms for sharing and learning as well as periodic peer reviews and shared improvement initiatives will help sustain the excellence culture.<\/p>\n\n\n\n
        I have captured the above thoughts in a visualization of making Congee, in about 6 minutes.<\/p>\n\n\n\n
        \nhttps:\/\/www.youtube.com\/embed\/8A1LPIHr7sU\n<\/div><\/figure>\n\n\n\n
        Now that you have the recipe for success for your organizational transformation, what is holding you back?<\/span><\/p>\n\n\n\n
        Do share your stories and analogies that have worked well or not so well in your context.<\/p>\n","post_title":"Transform your organization like you would make Congee","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"transform-your-organization-like-you-would-make-congee","to_ping":"","pinged":"","post_modified":"2024-01-29 11:34:04","post_modified_gmt":"2024-01-29 11:34:04","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19649","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":19673,"post_author":"30","post_date":"2022-02-19 11:54:43","post_date_gmt":"2022-02-19 06:24:43","post_content":"\n
        $\"\"$ <\/figure>\n\n\n\n
        One of the frequently asked questions I get from teams starting out to adopt the OKR framework - Objectives and Key results, is how to distinguish between an objective and a Key result.<\/p>\n\n\n\n
        Additionally, how do we word these - so that there is less or no ambiguity.<\/p>\n\n\n\n
        While a detailed treatment of OKRs would need to go beyond a blog post, in this Chow, the following exercise to tag statements as an Objective or Key Result would help understand better.<\/p>\n\n\n\n
        To oversimplify the difference, consider Objectives as the equivalent of Outcomes desired. Outomes normally also have an association expectation of a change in behavior, such as a purchase decision or changing a habit.<\/p>\n\n\n\n
        The Key Results would be indicators that can be measured - or, sometimes, sensed and can act as interim steps or goals. these may indicate specific actions to be taken by the team owning an objective or outputs to be created,<\/p>\n\n\n\n
        Check your understanding with the fun quiz below.<\/p>\n\n\n\n
        <\/p>\n","post_title":"Chow # 283 - Objective or Key Result","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-283-objective-or-key-result","to_ping":"","pinged":"","post_modified":"2024-09-06 15:16:51","post_modified_gmt":"2024-09-06 09:46:51","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19673","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":19142,"post_author":"30","post_date":"2021-09-12 16:17:00","post_date_gmt":"2021-09-12 10:47:00","post_content":"\n
        Commutronix is a highly watched startup, starting to disrupt the electric vehicle technology space. Commutronix does not manufacture vehicles. Rather they almost dominate the EV space by providing core technologies to OEMs and almost all EV manufacturers have incorporated their solutions into their product lines.<\/p>\n\n\n\n
        As the expectations of long range performance and superfast charging started increasing from customers, Commutronix launched a new initiative to incorporate real time analytics of vehicle performance by monitoring critical parameters and also adjust key parameters for various subsystems to achieve the goals considering the driving styles also in addition to the physical and mechanical parameters.<\/p>\n\n\n\n
        This was considered an ideal project for the data sciences team, as it would involve a lot of modeling, analysis and inferencing. The first thought was to have the Product Owner from the Data Sciences team,<\/p>\n\n\n\n
        The engineering team, however, was skeptical. They felt that there is a significant amount of work in interfacing with the sensors, the cloud based knowledge hub and the need for a driver override meant a responsive, effective UI \u2013 and so, the Product Owner must be from the engineering team.<\/p>\n\n\n\n
        The marketing team felt that they are in the best position to give direction to this feature, as they are closest to the customers and would know how best to prioritize and scope the requirements.<\/p>\n\n\n\n
        After a 3 hour discussion, the leaders had two choices before them.<\/p>\n\n\n\n
        One \u2013 toss a coin and decide? But how to pick from three options with a coin? Someone suggested the throw of dice..<\/p>\n\n\n\n
        In order to avoid another long \u2013 potentially inconclusive \u2013 meeting, they chose option two.<\/p>\n\n\n\n
        That is to ask you<\/strong>, what they should do.<\/p>\n\n\n\n
        What would be your advice?<\/p>\n\n\n\n
        Suggested solution:<\/p>\n\n\n\n
        <\/span>
        <\/span><\/span><\/p>\n","post_title":"Chow # 265 - Which functional organization should a Product Owner be from?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-265-which-functional-organization-should-a-product-owner-be-from","to_ping":"","pinged":"","post_modified":"2024-01-30 05:48:16","post_modified_gmt":"2024-01-30 05:48:16","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19142","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":19138,"post_author":"30","post_date":"2021-09-12 15:01:47","post_date_gmt":"2021-09-12 09:31:47","post_content":"\n
        One question that I get regularly from most teams and organizations that I have coached in their Agility journeys, is related to choosing the persons to play the 'new' roles of scrum master of product owner.<\/p>\n\n\n\n
        On the face of it, such questions seem simple to answer. One could say, just refer to the documentation related to the model being adopted and pick people to fill those roles.<\/p>\n\n\n\n
        I wish it was as simple.<\/p>\n\n\n\n
        Most of the time, re-designating a person does not change the style or way of working.<\/p>\n\n\n\n
        In some organizations, transformation exercises list the new roles and drop some old roles [typically, those that may have a 'manager' prefix or suffix].<\/p>\n\n\n\n
        So, many managers want to become Scrum Masters or Product Owners.<\/p>\n\n\n\n
        In many such instances, the persons continue to function the way they used to, with just new titles.<\/p>\n\n\n\n
        In my sessions with teams, one of the important topics that I stress on is role clarity.<\/p>\n\n\n\n
        When we talk of Agile teams \u2013 the essential characteristics include<\/p>\n\n\n\n
        \n
        The ability to self-organize<\/li>\n\n\n\n
        Owning the deliverables [outputs] as a team<\/li>\n<\/ul>\n\n\n\n
        If the re-designated managers are not able to re-calibrate themselves to effectively enable these aspects, the tendency to continue to adopt a directive style or expect a manager-subordinate reporting relationship will continue.<\/p>\n\n\n\n
        These, one would appreciate, are not just anti-patterns, but are seeds for dysfunctions at a team level.<\/p>\n\n\n\n
        In order to become or enable teams to become high performing, what is expected of the Scrum Master role is to be a facilitator.<\/p>\n\n\n\n
        While one may carry a title or designation of a Manager \u2013 that could be more for organizational hierarchy and managing spans of control.<\/p>\n\n\n\n
        In the context of a team, there are activities to be owned and performed by all members. In that sense, a neutral title for everyone part of a team could be just 'member'.<\/p>\n\n\n\n
        Each person may play one or more roles. A Developer could also be a Reviewer. A tester could also be an automation programmer. A team lead could also be an architect .. and so on..<\/p>\n\n\n\n
        With many teams preferring to have 'full stack developers', every member would have the flexibility of playing different roles, based on the need of the hour, to meet the team goals \u2013 for an iteration or release.<\/p>\n\n\n\n
        Some tips to make this work well:<\/p>\n\n\n\n
        \n
        Make sure that ALL activities needed in the team are owned by at least one role<\/li>\n\n\n\n
        There may be multiple persons playing similar or same roles, depending on the team and project requirements<\/li>\n<\/ul>\n\n\n\n
        To summarize:<\/p>\n\n\n\n
        \n
        A title is more representative of the position in an organization structure and would have some associated expectations in terms of the areas of contribution. May also be known as a designation or rank. Typically, an individual will have only one title at a time<\/li>\n\n\n\n
        A role, which may or may not be explicitly articulated, determines the contributions and influence on the outputs or outcomes [when extended beyond the development team]. An individual might play multiple roles in the context of a team and, sometimes, different roles in different teams \u2013 in parallel<\/li>\n\n\n\n
        To help individuals play roles effectively, role based mentoring and coaching may be considered<\/li>\n<\/ul>\n\n\n\n
        What has been your approach and experience with identifying or playing roles vis-\u00e0-vis titles?<\/p>\n\n\n\n
        I am eager to know<\/p>\n","post_title":"Role and Title \u2013 what is the difference?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"role-and-title-what-is-the-difference","to_ping":"","pinged":"","post_modified":"2024-01-29 11:36:36","post_modified_gmt":"2024-01-29 11:36:36","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19138","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};
        
        Page 1 of 7 1 2 … 7 Next
        
        \n
        In this approach the coach is pretty much part of the team in various activities as an observer and guide. This helps the coach get a better understanding of the context and constraints and relate to the needs and aspirations of the team. This also helps build a trusted relationship between the coach and the teams.<\/p>\n\n\n\n
        Establishing communities of interest and practice \u2013 with the guidance of the coach as needed \u2013 will help in establishing connections across the organization and also enable constructive collisions of ideas across teams. Such opportunities can accelerate breakthrough practice improvements across the board.<\/p>\n\n\n\n
        This also helps in creating more homogeneous ways of working across the organization.<\/p>\n\n\n\n
        Now, it is the time to assess the achievements and refine approaches needed to sustain the benefits of transformation across the organization. Be ready to add the required additional elements [water in the case of the Congee]<\/p>\n\n\n\n
        While you may get started with this autopilot mode where teams are taking ownership and also self organizing among themselves, having platforms for sharing and learning as well as periodic peer reviews and shared improvement initiatives will help sustain the excellence culture.<\/p>\n\n\n\n
        I have captured the above thoughts in a visualization of making Congee, in about 6 minutes.<\/p>\n\n\n\n
        \nhttps:\/\/www.youtube.com\/embed\/8A1LPIHr7sU\n<\/div><\/figure>\n\n\n\n
        Now that you have the recipe for success for your organizational transformation, what is holding you back?<\/span><\/p>\n\n\n\n
        Do share your stories and analogies that have worked well or not so well in your context.<\/p>\n","post_title":"Transform your organization like you would make Congee","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"transform-your-organization-like-you-would-make-congee","to_ping":"","pinged":"","post_modified":"2024-01-29 11:34:04","post_modified_gmt":"2024-01-29 11:34:04","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19649","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":19673,"post_author":"30","post_date":"2022-02-19 11:54:43","post_date_gmt":"2022-02-19 06:24:43","post_content":"\n
        $\"\"$ <\/figure>\n\n\n\n
        One of the frequently asked questions I get from teams starting out to adopt the OKR framework - Objectives and Key results, is how to distinguish between an objective and a Key result.<\/p>\n\n\n\n
        Additionally, how do we word these - so that there is less or no ambiguity.<\/p>\n\n\n\n
        While a detailed treatment of OKRs would need to go beyond a blog post, in this Chow, the following exercise to tag statements as an Objective or Key Result would help understand better.<\/p>\n\n\n\n
        To oversimplify the difference, consider Objectives as the equivalent of Outcomes desired. Outomes normally also have an association expectation of a change in behavior, such as a purchase decision or changing a habit.<\/p>\n\n\n\n
        The Key Results would be indicators that can be measured - or, sometimes, sensed and can act as interim steps or goals. these may indicate specific actions to be taken by the team owning an objective or outputs to be created,<\/p>\n\n\n\n
        Check your understanding with the fun quiz below.<\/p>\n\n\n\n
        <\/p>\n","post_title":"Chow # 283 - Objective or Key Result","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-283-objective-or-key-result","to_ping":"","pinged":"","post_modified":"2024-09-06 15:16:51","post_modified_gmt":"2024-09-06 09:46:51","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19673","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":19142,"post_author":"30","post_date":"2021-09-12 16:17:00","post_date_gmt":"2021-09-12 10:47:00","post_content":"\n
        Commutronix is a highly watched startup, starting to disrupt the electric vehicle technology space. Commutronix does not manufacture vehicles. Rather they almost dominate the EV space by providing core technologies to OEMs and almost all EV manufacturers have incorporated their solutions into their product lines.<\/p>\n\n\n\n
        As the expectations of long range performance and superfast charging started increasing from customers, Commutronix launched a new initiative to incorporate real time analytics of vehicle performance by monitoring critical parameters and also adjust key parameters for various subsystems to achieve the goals considering the driving styles also in addition to the physical and mechanical parameters.<\/p>\n\n\n\n
        This was considered an ideal project for the data sciences team, as it would involve a lot of modeling, analysis and inferencing. The first thought was to have the Product Owner from the Data Sciences team,<\/p>\n\n\n\n
        The engineering team, however, was skeptical. They felt that there is a significant amount of work in interfacing with the sensors, the cloud based knowledge hub and the need for a driver override meant a responsive, effective UI \u2013 and so, the Product Owner must be from the engineering team.<\/p>\n\n\n\n
        The marketing team felt that they are in the best position to give direction to this feature, as they are closest to the customers and would know how best to prioritize and scope the requirements.<\/p>\n\n\n\n
        After a 3 hour discussion, the leaders had two choices before them.<\/p>\n\n\n\n
        One \u2013 toss a coin and decide? But how to pick from three options with a coin? Someone suggested the throw of dice..<\/p>\n\n\n\n
        In order to avoid another long \u2013 potentially inconclusive \u2013 meeting, they chose option two.<\/p>\n\n\n\n
        That is to ask you<\/strong>, what they should do.<\/p>\n\n\n\n
        What would be your advice?<\/p>\n\n\n\n
        Suggested solution:<\/p>\n\n\n\n
        <\/span>
        <\/span><\/span><\/p>\n","post_title":"Chow # 265 - Which functional organization should a Product Owner be from?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-265-which-functional-organization-should-a-product-owner-be-from","to_ping":"","pinged":"","post_modified":"2024-01-30 05:48:16","post_modified_gmt":"2024-01-30 05:48:16","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19142","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":19138,"post_author":"30","post_date":"2021-09-12 15:01:47","post_date_gmt":"2021-09-12 09:31:47","post_content":"\n
        One question that I get regularly from most teams and organizations that I have coached in their Agility journeys, is related to choosing the persons to play the 'new' roles of scrum master of product owner.<\/p>\n\n\n\n
        On the face of it, such questions seem simple to answer. One could say, just refer to the documentation related to the model being adopted and pick people to fill those roles.<\/p>\n\n\n\n
        I wish it was as simple.<\/p>\n\n\n\n
        Most of the time, re-designating a person does not change the style or way of working.<\/p>\n\n\n\n
        In some organizations, transformation exercises list the new roles and drop some old roles [typically, those that may have a 'manager' prefix or suffix].<\/p>\n\n\n\n
        So, many managers want to become Scrum Masters or Product Owners.<\/p>\n\n\n\n
        In many such instances, the persons continue to function the way they used to, with just new titles.<\/p>\n\n\n\n
        In my sessions with teams, one of the important topics that I stress on is role clarity.<\/p>\n\n\n\n
        When we talk of Agile teams \u2013 the essential characteristics include<\/p>\n\n\n\n
        \n
        The ability to self-organize<\/li>\n\n\n\n
        Owning the deliverables [outputs] as a team<\/li>\n<\/ul>\n\n\n\n
        If the re-designated managers are not able to re-calibrate themselves to effectively enable these aspects, the tendency to continue to adopt a directive style or expect a manager-subordinate reporting relationship will continue.<\/p>\n\n\n\n
        These, one would appreciate, are not just anti-patterns, but are seeds for dysfunctions at a team level.<\/p>\n\n\n\n
        In order to become or enable teams to become high performing, what is expected of the Scrum Master role is to be a facilitator.<\/p>\n\n\n\n
        While one may carry a title or designation of a Manager \u2013 that could be more for organizational hierarchy and managing spans of control.<\/p>\n\n\n\n
        In the context of a team, there are activities to be owned and performed by all members. In that sense, a neutral title for everyone part of a team could be just 'member'.<\/p>\n\n\n\n
        Each person may play one or more roles. A Developer could also be a Reviewer. A tester could also be an automation programmer. A team lead could also be an architect .. and so on..<\/p>\n\n\n\n
        With many teams preferring to have 'full stack developers', every member would have the flexibility of playing different roles, based on the need of the hour, to meet the team goals \u2013 for an iteration or release.<\/p>\n\n\n\n
        Some tips to make this work well:<\/p>\n\n\n\n
        \n
        Make sure that ALL activities needed in the team are owned by at least one role<\/li>\n\n\n\n
        There may be multiple persons playing similar or same roles, depending on the team and project requirements<\/li>\n<\/ul>\n\n\n\n
        To summarize:<\/p>\n\n\n\n
        \n
        A title is more representative of the position in an organization structure and would have some associated expectations in terms of the areas of contribution. May also be known as a designation or rank. Typically, an individual will have only one title at a time<\/li>\n\n\n\n
        A role, which may or may not be explicitly articulated, determines the contributions and influence on the outputs or outcomes [when extended beyond the development team]. An individual might play multiple roles in the context of a team and, sometimes, different roles in different teams \u2013 in parallel<\/li>\n\n\n\n
        To help individuals play roles effectively, role based mentoring and coaching may be considered<\/li>\n<\/ul>\n\n\n\n
        What has been your approach and experience with identifying or playing roles vis-\u00e0-vis titles?<\/p>\n\n\n\n
        I am eager to know<\/p>\n","post_title":"Role and Title \u2013 what is the difference?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"role-and-title-what-is-the-difference","to_ping":"","pinged":"","post_modified":"2024-01-29 11:36:36","post_modified_gmt":"2024-01-29 11:36:36","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19138","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};
        
        Page 1 of 7 1 2 … 7 Next
        
        \n
        The actual catalyst for such approaches would be a coach who has access to and is connected in the day to day activities of the teams, through embedded coaching.<\/p>\n\n\n\n
        In this approach the coach is pretty much part of the team in various activities as an observer and guide. This helps the coach get a better understanding of the context and constraints and relate to the needs and aspirations of the team. This also helps build a trusted relationship between the coach and the teams.<\/p>\n\n\n\n
        Establishing communities of interest and practice \u2013 with the guidance of the coach as needed \u2013 will help in establishing connections across the organization and also enable constructive collisions of ideas across teams. Such opportunities can accelerate breakthrough practice improvements across the board.<\/p>\n\n\n\n
        This also helps in creating more homogeneous ways of working across the organization.<\/p>\n\n\n\n
        Now, it is the time to assess the achievements and refine approaches needed to sustain the benefits of transformation across the organization. Be ready to add the required additional elements [water in the case of the Congee]<\/p>\n\n\n\n
        While you may get started with this autopilot mode where teams are taking ownership and also self organizing among themselves, having platforms for sharing and learning as well as periodic peer reviews and shared improvement initiatives will help sustain the excellence culture.<\/p>\n\n\n\n
        I have captured the above thoughts in a visualization of making Congee, in about 6 minutes.<\/p>\n\n\n\n
        \nhttps:\/\/www.youtube.com\/embed\/8A1LPIHr7sU\n<\/div><\/figure>\n\n\n\n
        Now that you have the recipe for success for your organizational transformation, what is holding you back?<\/span><\/p>\n\n\n\n
        Do share your stories and analogies that have worked well or not so well in your context.<\/p>\n","post_title":"Transform your organization like you would make Congee","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"transform-your-organization-like-you-would-make-congee","to_ping":"","pinged":"","post_modified":"2024-01-29 11:34:04","post_modified_gmt":"2024-01-29 11:34:04","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19649","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":19673,"post_author":"30","post_date":"2022-02-19 11:54:43","post_date_gmt":"2022-02-19 06:24:43","post_content":"\n
        $\"\"$ <\/figure>\n\n\n\n
        One of the frequently asked questions I get from teams starting out to adopt the OKR framework - Objectives and Key results, is how to distinguish between an objective and a Key result.<\/p>\n\n\n\n
        Additionally, how do we word these - so that there is less or no ambiguity.<\/p>\n\n\n\n
        While a detailed treatment of OKRs would need to go beyond a blog post, in this Chow, the following exercise to tag statements as an Objective or Key Result would help understand better.<\/p>\n\n\n\n
        To oversimplify the difference, consider Objectives as the equivalent of Outcomes desired. Outomes normally also have an association expectation of a change in behavior, such as a purchase decision or changing a habit.<\/p>\n\n\n\n
        The Key Results would be indicators that can be measured - or, sometimes, sensed and can act as interim steps or goals. these may indicate specific actions to be taken by the team owning an objective or outputs to be created,<\/p>\n\n\n\n
        Check your understanding with the fun quiz below.<\/p>\n\n\n\n
        <\/p>\n","post_title":"Chow # 283 - Objective or Key Result","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-283-objective-or-key-result","to_ping":"","pinged":"","post_modified":"2024-09-06 15:16:51","post_modified_gmt":"2024-09-06 09:46:51","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19673","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":19142,"post_author":"30","post_date":"2021-09-12 16:17:00","post_date_gmt":"2021-09-12 10:47:00","post_content":"\n
        Commutronix is a highly watched startup, starting to disrupt the electric vehicle technology space. Commutronix does not manufacture vehicles. Rather they almost dominate the EV space by providing core technologies to OEMs and almost all EV manufacturers have incorporated their solutions into their product lines.<\/p>\n\n\n\n
        As the expectations of long range performance and superfast charging started increasing from customers, Commutronix launched a new initiative to incorporate real time analytics of vehicle performance by monitoring critical parameters and also adjust key parameters for various subsystems to achieve the goals considering the driving styles also in addition to the physical and mechanical parameters.<\/p>\n\n\n\n
        This was considered an ideal project for the data sciences team, as it would involve a lot of modeling, analysis and inferencing. The first thought was to have the Product Owner from the Data Sciences team,<\/p>\n\n\n\n
        The engineering team, however, was skeptical. They felt that there is a significant amount of work in interfacing with the sensors, the cloud based knowledge hub and the need for a driver override meant a responsive, effective UI \u2013 and so, the Product Owner must be from the engineering team.<\/p>\n\n\n\n
        The marketing team felt that they are in the best position to give direction to this feature, as they are closest to the customers and would know how best to prioritize and scope the requirements.<\/p>\n\n\n\n
        After a 3 hour discussion, the leaders had two choices before them.<\/p>\n\n\n\n
        One \u2013 toss a coin and decide? But how to pick from three options with a coin? Someone suggested the throw of dice..<\/p>\n\n\n\n
        In order to avoid another long \u2013 potentially inconclusive \u2013 meeting, they chose option two.<\/p>\n\n\n\n
        That is to ask you<\/strong>, what they should do.<\/p>\n\n\n\n
        What would be your advice?<\/p>\n\n\n\n
        Suggested solution:<\/p>\n\n\n\n
        <\/span>
        <\/span><\/span><\/p>\n","post_title":"Chow # 265 - Which functional organization should a Product Owner be from?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-265-which-functional-organization-should-a-product-owner-be-from","to_ping":"","pinged":"","post_modified":"2024-01-30 05:48:16","post_modified_gmt":"2024-01-30 05:48:16","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19142","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":19138,"post_author":"30","post_date":"2021-09-12 15:01:47","post_date_gmt":"2021-09-12 09:31:47","post_content":"\n
        One question that I get regularly from most teams and organizations that I have coached in their Agility journeys, is related to choosing the persons to play the 'new' roles of scrum master of product owner.<\/p>\n\n\n\n
        On the face of it, such questions seem simple to answer. One could say, just refer to the documentation related to the model being adopted and pick people to fill those roles.<\/p>\n\n\n\n
        I wish it was as simple.<\/p>\n\n\n\n
        Most of the time, re-designating a person does not change the style or way of working.<\/p>\n\n\n\n
        In some organizations, transformation exercises list the new roles and drop some old roles [typically, those that may have a 'manager' prefix or suffix].<\/p>\n\n\n\n
        So, many managers want to become Scrum Masters or Product Owners.<\/p>\n\n\n\n
        In many such instances, the persons continue to function the way they used to, with just new titles.<\/p>\n\n\n\n
        In my sessions with teams, one of the important topics that I stress on is role clarity.<\/p>\n\n\n\n
        When we talk of Agile teams \u2013 the essential characteristics include<\/p>\n\n\n\n
        \n
        The ability to self-organize<\/li>\n\n\n\n
        Owning the deliverables [outputs] as a team<\/li>\n<\/ul>\n\n\n\n
        If the re-designated managers are not able to re-calibrate themselves to effectively enable these aspects, the tendency to continue to adopt a directive style or expect a manager-subordinate reporting relationship will continue.<\/p>\n\n\n\n
        These, one would appreciate, are not just anti-patterns, but are seeds for dysfunctions at a team level.<\/p>\n\n\n\n
        In order to become or enable teams to become high performing, what is expected of the Scrum Master role is to be a facilitator.<\/p>\n\n\n\n
        While one may carry a title or designation of a Manager \u2013 that could be more for organizational hierarchy and managing spans of control.<\/p>\n\n\n\n
        In the context of a team, there are activities to be owned and performed by all members. In that sense, a neutral title for everyone part of a team could be just 'member'.<\/p>\n\n\n\n
        Each person may play one or more roles. A Developer could also be a Reviewer. A tester could also be an automation programmer. A team lead could also be an architect .. and so on..<\/p>\n\n\n\n
        With many teams preferring to have 'full stack developers', every member would have the flexibility of playing different roles, based on the need of the hour, to meet the team goals \u2013 for an iteration or release.<\/p>\n\n\n\n
        Some tips to make this work well:<\/p>\n\n\n\n
        \n
        Make sure that ALL activities needed in the team are owned by at least one role<\/li>\n\n\n\n
        There may be multiple persons playing similar or same roles, depending on the team and project requirements<\/li>\n<\/ul>\n\n\n\n
        To summarize:<\/p>\n\n\n\n
        \n
        A title is more representative of the position in an organization structure and would have some associated expectations in terms of the areas of contribution. May also be known as a designation or rank. Typically, an individual will have only one title at a time<\/li>\n\n\n\n
        A role, which may or may not be explicitly articulated, determines the contributions and influence on the outputs or outcomes [when extended beyond the development team]. An individual might play multiple roles in the context of a team and, sometimes, different roles in different teams \u2013 in parallel<\/li>\n\n\n\n
        To help individuals play roles effectively, role based mentoring and coaching may be considered<\/li>\n<\/ul>\n\n\n\n
        What has been your approach and experience with identifying or playing roles vis-\u00e0-vis titles?<\/p>\n\n\n\n
        I am eager to know<\/p>\n","post_title":"Role and Title \u2013 what is the difference?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"role-and-title-what-is-the-difference","to_ping":"","pinged":"","post_modified":"2024-01-29 11:36:36","post_modified_gmt":"2024-01-29 11:36:36","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19138","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};
        
        Page 1 of 7 1 2 … 7 Next
        
        \n
        From our experience, I can say that to get a greater impact, the scope of transformation initiatives should involve \u2013 and preferably led, with active participation by, senior leaders.<\/p>\n\n\n\n
        The actual catalyst for such approaches would be a coach who has access to and is connected in the day to day activities of the teams, through embedded coaching.<\/p>\n\n\n\n
        In this approach the coach is pretty much part of the team in various activities as an observer and guide. This helps the coach get a better understanding of the context and constraints and relate to the needs and aspirations of the team. This also helps build a trusted relationship between the coach and the teams.<\/p>\n\n\n\n
        Establishing communities of interest and practice \u2013 with the guidance of the coach as needed \u2013 will help in establishing connections across the organization and also enable constructive collisions of ideas across teams. Such opportunities can accelerate breakthrough practice improvements across the board.<\/p>\n\n\n\n
        This also helps in creating more homogeneous ways of working across the organization.<\/p>\n\n\n\n
        Now, it is the time to assess the achievements and refine approaches needed to sustain the benefits of transformation across the organization. Be ready to add the required additional elements [water in the case of the Congee]<\/p>\n\n\n\n
        While you may get started with this autopilot mode where teams are taking ownership and also self organizing among themselves, having platforms for sharing and learning as well as periodic peer reviews and shared improvement initiatives will help sustain the excellence culture.<\/p>\n\n\n\n
        I have captured the above thoughts in a visualization of making Congee, in about 6 minutes.<\/p>\n\n\n\n
        \nhttps:\/\/www.youtube.com\/embed\/8A1LPIHr7sU\n<\/div><\/figure>\n\n\n\n
        Now that you have the recipe for success for your organizational transformation, what is holding you back?<\/span><\/p>\n\n\n\n
        Do share your stories and analogies that have worked well or not so well in your context.<\/p>\n","post_title":"Transform your organization like you would make Congee","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"transform-your-organization-like-you-would-make-congee","to_ping":"","pinged":"","post_modified":"2024-01-29 11:34:04","post_modified_gmt":"2024-01-29 11:34:04","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19649","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":19673,"post_author":"30","post_date":"2022-02-19 11:54:43","post_date_gmt":"2022-02-19 06:24:43","post_content":"\n
        $\"\"$ <\/figure>\n\n\n\n
        One of the frequently asked questions I get from teams starting out to adopt the OKR framework - Objectives and Key results, is how to distinguish between an objective and a Key result.<\/p>\n\n\n\n
        Additionally, how do we word these - so that there is less or no ambiguity.<\/p>\n\n\n\n
        While a detailed treatment of OKRs would need to go beyond a blog post, in this Chow, the following exercise to tag statements as an Objective or Key Result would help understand better.<\/p>\n\n\n\n
        To oversimplify the difference, consider Objectives as the equivalent of Outcomes desired. Outomes normally also have an association expectation of a change in behavior, such as a purchase decision or changing a habit.<\/p>\n\n\n\n
        The Key Results would be indicators that can be measured - or, sometimes, sensed and can act as interim steps or goals. these may indicate specific actions to be taken by the team owning an objective or outputs to be created,<\/p>\n\n\n\n
        Check your understanding with the fun quiz below.<\/p>\n\n\n\n
        <\/p>\n","post_title":"Chow # 283 - Objective or Key Result","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-283-objective-or-key-result","to_ping":"","pinged":"","post_modified":"2024-09-06 15:16:51","post_modified_gmt":"2024-09-06 09:46:51","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19673","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":19142,"post_author":"30","post_date":"2021-09-12 16:17:00","post_date_gmt":"2021-09-12 10:47:00","post_content":"\n
        Commutronix is a highly watched startup, starting to disrupt the electric vehicle technology space. Commutronix does not manufacture vehicles. Rather they almost dominate the EV space by providing core technologies to OEMs and almost all EV manufacturers have incorporated their solutions into their product lines.<\/p>\n\n\n\n
        As the expectations of long range performance and superfast charging started increasing from customers, Commutronix launched a new initiative to incorporate real time analytics of vehicle performance by monitoring critical parameters and also adjust key parameters for various subsystems to achieve the goals considering the driving styles also in addition to the physical and mechanical parameters.<\/p>\n\n\n\n
        This was considered an ideal project for the data sciences team, as it would involve a lot of modeling, analysis and inferencing. The first thought was to have the Product Owner from the Data Sciences team,<\/p>\n\n\n\n
        The engineering team, however, was skeptical. They felt that there is a significant amount of work in interfacing with the sensors, the cloud based knowledge hub and the need for a driver override meant a responsive, effective UI \u2013 and so, the Product Owner must be from the engineering team.<\/p>\n\n\n\n
        The marketing team felt that they are in the best position to give direction to this feature, as they are closest to the customers and would know how best to prioritize and scope the requirements.<\/p>\n\n\n\n
        After a 3 hour discussion, the leaders had two choices before them.<\/p>\n\n\n\n
        One \u2013 toss a coin and decide? But how to pick from three options with a coin? Someone suggested the throw of dice..<\/p>\n\n\n\n
        In order to avoid another long \u2013 potentially inconclusive \u2013 meeting, they chose option two.<\/p>\n\n\n\n
        That is to ask you<\/strong>, what they should do.<\/p>\n\n\n\n
        What would be your advice?<\/p>\n\n\n\n
        Suggested solution:<\/p>\n\n\n\n
        <\/span>
        <\/span><\/span><\/p>\n","post_title":"Chow # 265 - Which functional organization should a Product Owner be from?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-265-which-functional-organization-should-a-product-owner-be-from","to_ping":"","pinged":"","post_modified":"2024-01-30 05:48:16","post_modified_gmt":"2024-01-30 05:48:16","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19142","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":19138,"post_author":"30","post_date":"2021-09-12 15:01:47","post_date_gmt":"2021-09-12 09:31:47","post_content":"\n
        One question that I get regularly from most teams and organizations that I have coached in their Agility journeys, is related to choosing the persons to play the 'new' roles of scrum master of product owner.<\/p>\n\n\n\n
        On the face of it, such questions seem simple to answer. One could say, just refer to the documentation related to the model being adopted and pick people to fill those roles.<\/p>\n\n\n\n
        I wish it was as simple.<\/p>\n\n\n\n
        Most of the time, re-designating a person does not change the style or way of working.<\/p>\n\n\n\n
        In some organizations, transformation exercises list the new roles and drop some old roles [typically, those that may have a 'manager' prefix or suffix].<\/p>\n\n\n\n
        So, many managers want to become Scrum Masters or Product Owners.<\/p>\n\n\n\n
        In many such instances, the persons continue to function the way they used to, with just new titles.<\/p>\n\n\n\n
        In my sessions with teams, one of the important topics that I stress on is role clarity.<\/p>\n\n\n\n
        When we talk of Agile teams \u2013 the essential characteristics include<\/p>\n\n\n\n
        \n
        The ability to self-organize<\/li>\n\n\n\n
        Owning the deliverables [outputs] as a team<\/li>\n<\/ul>\n\n\n\n
        If the re-designated managers are not able to re-calibrate themselves to effectively enable these aspects, the tendency to continue to adopt a directive style or expect a manager-subordinate reporting relationship will continue.<\/p>\n\n\n\n
        These, one would appreciate, are not just anti-patterns, but are seeds for dysfunctions at a team level.<\/p>\n\n\n\n
        In order to become or enable teams to become high performing, what is expected of the Scrum Master role is to be a facilitator.<\/p>\n\n\n\n
        While one may carry a title or designation of a Manager \u2013 that could be more for organizational hierarchy and managing spans of control.<\/p>\n\n\n\n
        In the context of a team, there are activities to be owned and performed by all members. In that sense, a neutral title for everyone part of a team could be just 'member'.<\/p>\n\n\n\n
        Each person may play one or more roles. A Developer could also be a Reviewer. A tester could also be an automation programmer. A team lead could also be an architect .. and so on..<\/p>\n\n\n\n
        With many teams preferring to have 'full stack developers', every member would have the flexibility of playing different roles, based on the need of the hour, to meet the team goals \u2013 for an iteration or release.<\/p>\n\n\n\n
        Some tips to make this work well:<\/p>\n\n\n\n
        \n
        Make sure that ALL activities needed in the team are owned by at least one role<\/li>\n\n\n\n
        There may be multiple persons playing similar or same roles, depending on the team and project requirements<\/li>\n<\/ul>\n\n\n\n
        To summarize:<\/p>\n\n\n\n
        \n
        A title is more representative of the position in an organization structure and would have some associated expectations in terms of the areas of contribution. May also be known as a designation or rank. Typically, an individual will have only one title at a time<\/li>\n\n\n\n
        A role, which may or may not be explicitly articulated, determines the contributions and influence on the outputs or outcomes [when extended beyond the development team]. An individual might play multiple roles in the context of a team and, sometimes, different roles in different teams \u2013 in parallel<\/li>\n\n\n\n
        To help individuals play roles effectively, role based mentoring and coaching may be considered<\/li>\n<\/ul>\n\n\n\n
        What has been your approach and experience with identifying or playing roles vis-\u00e0-vis titles?<\/p>\n\n\n\n
        I am eager to know<\/p>\n","post_title":"Role and Title \u2013 what is the difference?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"role-and-title-what-is-the-difference","to_ping":"","pinged":"","post_modified":"2024-01-29 11:36:36","post_modified_gmt":"2024-01-29 11:36:36","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19138","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};
        
        Page 1 of 7 1 2 … 7 Next
        
        \n
        When you get external support from a consultant or coach, to get an outside-in perspective, the effects are still patchy.<\/p>\n\n\n\n
        From our experience, I can say that to get a greater impact, the scope of transformation initiatives should involve \u2013 and preferably led, with active participation by, senior leaders.<\/p>\n\n\n\n
        The actual catalyst for such approaches would be a coach who has access to and is connected in the day to day activities of the teams, through embedded coaching.<\/p>\n\n\n\n
        In this approach the coach is pretty much part of the team in various activities as an observer and guide. This helps the coach get a better understanding of the context and constraints and relate to the needs and aspirations of the team. This also helps build a trusted relationship between the coach and the teams.<\/p>\n\n\n\n
        Establishing communities of interest and practice \u2013 with the guidance of the coach as needed \u2013 will help in establishing connections across the organization and also enable constructive collisions of ideas across teams. Such opportunities can accelerate breakthrough practice improvements across the board.<\/p>\n\n\n\n
        This also helps in creating more homogeneous ways of working across the organization.<\/p>\n\n\n\n
        Now, it is the time to assess the achievements and refine approaches needed to sustain the benefits of transformation across the organization. Be ready to add the required additional elements [water in the case of the Congee]<\/p>\n\n\n\n
        While you may get started with this autopilot mode where teams are taking ownership and also self organizing among themselves, having platforms for sharing and learning as well as periodic peer reviews and shared improvement initiatives will help sustain the excellence culture.<\/p>\n\n\n\n
        I have captured the above thoughts in a visualization of making Congee, in about 6 minutes.<\/p>\n\n\n\n
        \nhttps:\/\/www.youtube.com\/embed\/8A1LPIHr7sU\n<\/div><\/figure>\n\n\n\n
        Now that you have the recipe for success for your organizational transformation, what is holding you back?<\/span><\/p>\n\n\n\n
        Do share your stories and analogies that have worked well or not so well in your context.<\/p>\n","post_title":"Transform your organization like you would make Congee","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"transform-your-organization-like-you-would-make-congee","to_ping":"","pinged":"","post_modified":"2024-01-29 11:34:04","post_modified_gmt":"2024-01-29 11:34:04","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19649","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":19673,"post_author":"30","post_date":"2022-02-19 11:54:43","post_date_gmt":"2022-02-19 06:24:43","post_content":"\n
        $\"\"$ <\/figure>\n\n\n\n
        One of the frequently asked questions I get from teams starting out to adopt the OKR framework - Objectives and Key results, is how to distinguish between an objective and a Key result.<\/p>\n\n\n\n
        Additionally, how do we word these - so that there is less or no ambiguity.<\/p>\n\n\n\n
        While a detailed treatment of OKRs would need to go beyond a blog post, in this Chow, the following exercise to tag statements as an Objective or Key Result would help understand better.<\/p>\n\n\n\n
        To oversimplify the difference, consider Objectives as the equivalent of Outcomes desired. Outomes normally also have an association expectation of a change in behavior, such as a purchase decision or changing a habit.<\/p>\n\n\n\n
        The Key Results would be indicators that can be measured - or, sometimes, sensed and can act as interim steps or goals. these may indicate specific actions to be taken by the team owning an objective or outputs to be created,<\/p>\n\n\n\n
        Check your understanding with the fun quiz below.<\/p>\n\n\n\n
        <\/p>\n","post_title":"Chow # 283 - Objective or Key Result","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-283-objective-or-key-result","to_ping":"","pinged":"","post_modified":"2024-09-06 15:16:51","post_modified_gmt":"2024-09-06 09:46:51","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19673","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":19142,"post_author":"30","post_date":"2021-09-12 16:17:00","post_date_gmt":"2021-09-12 10:47:00","post_content":"\n
        Commutronix is a highly watched startup, starting to disrupt the electric vehicle technology space. Commutronix does not manufacture vehicles. Rather they almost dominate the EV space by providing core technologies to OEMs and almost all EV manufacturers have incorporated their solutions into their product lines.<\/p>\n\n\n\n
        As the expectations of long range performance and superfast charging started increasing from customers, Commutronix launched a new initiative to incorporate real time analytics of vehicle performance by monitoring critical parameters and also adjust key parameters for various subsystems to achieve the goals considering the driving styles also in addition to the physical and mechanical parameters.<\/p>\n\n\n\n
        This was considered an ideal project for the data sciences team, as it would involve a lot of modeling, analysis and inferencing. The first thought was to have the Product Owner from the Data Sciences team,<\/p>\n\n\n\n
        The engineering team, however, was skeptical. They felt that there is a significant amount of work in interfacing with the sensors, the cloud based knowledge hub and the need for a driver override meant a responsive, effective UI \u2013 and so, the Product Owner must be from the engineering team.<\/p>\n\n\n\n
        The marketing team felt that they are in the best position to give direction to this feature, as they are closest to the customers and would know how best to prioritize and scope the requirements.<\/p>\n\n\n\n
        After a 3 hour discussion, the leaders had two choices before them.<\/p>\n\n\n\n
        One \u2013 toss a coin and decide? But how to pick from three options with a coin? Someone suggested the throw of dice..<\/p>\n\n\n\n
        In order to avoid another long \u2013 potentially inconclusive \u2013 meeting, they chose option two.<\/p>\n\n\n\n
        That is to ask you<\/strong>, what they should do.<\/p>\n\n\n\n
        What would be your advice?<\/p>\n\n\n\n
        Suggested solution:<\/p>\n\n\n\n
        <\/span>
        <\/span><\/span><\/p>\n","post_title":"Chow # 265 - Which functional organization should a Product Owner be from?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-265-which-functional-organization-should-a-product-owner-be-from","to_ping":"","pinged":"","post_modified":"2024-01-30 05:48:16","post_modified_gmt":"2024-01-30 05:48:16","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19142","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":19138,"post_author":"30","post_date":"2021-09-12 15:01:47","post_date_gmt":"2021-09-12 09:31:47","post_content":"\n
        One question that I get regularly from most teams and organizations that I have coached in their Agility journeys, is related to choosing the persons to play the 'new' roles of scrum master of product owner.<\/p>\n\n\n\n
        On the face of it, such questions seem simple to answer. One could say, just refer to the documentation related to the model being adopted and pick people to fill those roles.<\/p>\n\n\n\n
        I wish it was as simple.<\/p>\n\n\n\n
        Most of the time, re-designating a person does not change the style or way of working.<\/p>\n\n\n\n
        In some organizations, transformation exercises list the new roles and drop some old roles [typically, those that may have a 'manager' prefix or suffix].<\/p>\n\n\n\n
        So, many managers want to become Scrum Masters or Product Owners.<\/p>\n\n\n\n
        In many such instances, the persons continue to function the way they used to, with just new titles.<\/p>\n\n\n\n
        In my sessions with teams, one of the important topics that I stress on is role clarity.<\/p>\n\n\n\n
        When we talk of Agile teams \u2013 the essential characteristics include<\/p>\n\n\n\n
        \n
        The ability to self-organize<\/li>\n\n\n\n
        Owning the deliverables [outputs] as a team<\/li>\n<\/ul>\n\n\n\n
        If the re-designated managers are not able to re-calibrate themselves to effectively enable these aspects, the tendency to continue to adopt a directive style or expect a manager-subordinate reporting relationship will continue.<\/p>\n\n\n\n
        These, one would appreciate, are not just anti-patterns, but are seeds for dysfunctions at a team level.<\/p>\n\n\n\n
        In order to become or enable teams to become high performing, what is expected of the Scrum Master role is to be a facilitator.<\/p>\n\n\n\n
        While one may carry a title or designation of a Manager \u2013 that could be more for organizational hierarchy and managing spans of control.<\/p>\n\n\n\n
        In the context of a team, there are activities to be owned and performed by all members. In that sense, a neutral title for everyone part of a team could be just 'member'.<\/p>\n\n\n\n
        Each person may play one or more roles. A Developer could also be a Reviewer. A tester could also be an automation programmer. A team lead could also be an architect .. and so on..<\/p>\n\n\n\n
        With many teams preferring to have 'full stack developers', every member would have the flexibility of playing different roles, based on the need of the hour, to meet the team goals \u2013 for an iteration or release.<\/p>\n\n\n\n
        Some tips to make this work well:<\/p>\n\n\n\n
        \n
        Make sure that ALL activities needed in the team are owned by at least one role<\/li>\n\n\n\n
        There may be multiple persons playing similar or same roles, depending on the team and project requirements<\/li>\n<\/ul>\n\n\n\n
        To summarize:<\/p>\n\n\n\n
        \n
        A title is more representative of the position in an organization structure and would have some associated expectations in terms of the areas of contribution. May also be known as a designation or rank. Typically, an individual will have only one title at a time<\/li>\n\n\n\n
        A role, which may or may not be explicitly articulated, determines the contributions and influence on the outputs or outcomes [when extended beyond the development team]. An individual might play multiple roles in the context of a team and, sometimes, different roles in different teams \u2013 in parallel<\/li>\n\n\n\n
        To help individuals play roles effectively, role based mentoring and coaching may be considered<\/li>\n<\/ul>\n\n\n\n
        What has been your approach and experience with identifying or playing roles vis-\u00e0-vis titles?<\/p>\n\n\n\n
        I am eager to know<\/p>\n","post_title":"Role and Title \u2013 what is the difference?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"role-and-title-what-is-the-difference","to_ping":"","pinged":"","post_modified":"2024-01-29 11:36:36","post_modified_gmt":"2024-01-29 11:36:36","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19138","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};
        
        Page 1 of 7 1 2 … 7 Next
        
        \n
        The result is \u2013 patchy impact, that would not give any significant or sustainable improvement.<\/p>\n\n\n\n
        When you get external support from a consultant or coach, to get an outside-in perspective, the effects are still patchy.<\/p>\n\n\n\n
        From our experience, I can say that to get a greater impact, the scope of transformation initiatives should involve \u2013 and preferably led, with active participation by, senior leaders.<\/p>\n\n\n\n
        The actual catalyst for such approaches would be a coach who has access to and is connected in the day to day activities of the teams, through embedded coaching.<\/p>\n\n\n\n
        In this approach the coach is pretty much part of the team in various activities as an observer and guide. This helps the coach get a better understanding of the context and constraints and relate to the needs and aspirations of the team. This also helps build a trusted relationship between the coach and the teams.<\/p>\n\n\n\n
        Establishing communities of interest and practice \u2013 with the guidance of the coach as needed \u2013 will help in establishing connections across the organization and also enable constructive collisions of ideas across teams. Such opportunities can accelerate breakthrough practice improvements across the board.<\/p>\n\n\n\n
        This also helps in creating more homogeneous ways of working across the organization.<\/p>\n\n\n\n
        Now, it is the time to assess the achievements and refine approaches needed to sustain the benefits of transformation across the organization. Be ready to add the required additional elements [water in the case of the Congee]<\/p>\n\n\n\n
        While you may get started with this autopilot mode where teams are taking ownership and also self organizing among themselves, having platforms for sharing and learning as well as periodic peer reviews and shared improvement initiatives will help sustain the excellence culture.<\/p>\n\n\n\n
        I have captured the above thoughts in a visualization of making Congee, in about 6 minutes.<\/p>\n\n\n\n
        \nhttps:\/\/www.youtube.com\/embed\/8A1LPIHr7sU\n<\/div><\/figure>\n\n\n\n
        Now that you have the recipe for success for your organizational transformation, what is holding you back?<\/span><\/p>\n\n\n\n
        Do share your stories and analogies that have worked well or not so well in your context.<\/p>\n","post_title":"Transform your organization like you would make Congee","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"transform-your-organization-like-you-would-make-congee","to_ping":"","pinged":"","post_modified":"2024-01-29 11:34:04","post_modified_gmt":"2024-01-29 11:34:04","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19649","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":19673,"post_author":"30","post_date":"2022-02-19 11:54:43","post_date_gmt":"2022-02-19 06:24:43","post_content":"\n
        $\"\"$ <\/figure>\n\n\n\n
        One of the frequently asked questions I get from teams starting out to adopt the OKR framework - Objectives and Key results, is how to distinguish between an objective and a Key result.<\/p>\n\n\n\n
        Additionally, how do we word these - so that there is less or no ambiguity.<\/p>\n\n\n\n
        While a detailed treatment of OKRs would need to go beyond a blog post, in this Chow, the following exercise to tag statements as an Objective or Key Result would help understand better.<\/p>\n\n\n\n
        To oversimplify the difference, consider Objectives as the equivalent of Outcomes desired. Outomes normally also have an association expectation of a change in behavior, such as a purchase decision or changing a habit.<\/p>\n\n\n\n
        The Key Results would be indicators that can be measured - or, sometimes, sensed and can act as interim steps or goals. these may indicate specific actions to be taken by the team owning an objective or outputs to be created,<\/p>\n\n\n\n
        Check your understanding with the fun quiz below.<\/p>\n\n\n\n
        <\/p>\n","post_title":"Chow # 283 - Objective or Key Result","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-283-objective-or-key-result","to_ping":"","pinged":"","post_modified":"2024-09-06 15:16:51","post_modified_gmt":"2024-09-06 09:46:51","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19673","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":19142,"post_author":"30","post_date":"2021-09-12 16:17:00","post_date_gmt":"2021-09-12 10:47:00","post_content":"\n
        Commutronix is a highly watched startup, starting to disrupt the electric vehicle technology space. Commutronix does not manufacture vehicles. Rather they almost dominate the EV space by providing core technologies to OEMs and almost all EV manufacturers have incorporated their solutions into their product lines.<\/p>\n\n\n\n
        As the expectations of long range performance and superfast charging started increasing from customers, Commutronix launched a new initiative to incorporate real time analytics of vehicle performance by monitoring critical parameters and also adjust key parameters for various subsystems to achieve the goals considering the driving styles also in addition to the physical and mechanical parameters.<\/p>\n\n\n\n
        This was considered an ideal project for the data sciences team, as it would involve a lot of modeling, analysis and inferencing. The first thought was to have the Product Owner from the Data Sciences team,<\/p>\n\n\n\n
        The engineering team, however, was skeptical. They felt that there is a significant amount of work in interfacing with the sensors, the cloud based knowledge hub and the need for a driver override meant a responsive, effective UI \u2013 and so, the Product Owner must be from the engineering team.<\/p>\n\n\n\n
        The marketing team felt that they are in the best position to give direction to this feature, as they are closest to the customers and would know how best to prioritize and scope the requirements.<\/p>\n\n\n\n
        After a 3 hour discussion, the leaders had two choices before them.<\/p>\n\n\n\n
        One \u2013 toss a coin and decide? But how to pick from three options with a coin? Someone suggested the throw of dice..<\/p>\n\n\n\n
        In order to avoid another long \u2013 potentially inconclusive \u2013 meeting, they chose option two.<\/p>\n\n\n\n
        That is to ask you<\/strong>, what they should do.<\/p>\n\n\n\n
        What would be your advice?<\/p>\n\n\n\n
        Suggested solution:<\/p>\n\n\n\n
        <\/span>
        <\/span><\/span><\/p>\n","post_title":"Chow # 265 - Which functional organization should a Product Owner be from?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-265-which-functional-organization-should-a-product-owner-be-from","to_ping":"","pinged":"","post_modified":"2024-01-30 05:48:16","post_modified_gmt":"2024-01-30 05:48:16","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19142","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":19138,"post_author":"30","post_date":"2021-09-12 15:01:47","post_date_gmt":"2021-09-12 09:31:47","post_content":"\n
        One question that I get regularly from most teams and organizations that I have coached in their Agility journeys, is related to choosing the persons to play the 'new' roles of scrum master of product owner.<\/p>\n\n\n\n
        On the face of it, such questions seem simple to answer. One could say, just refer to the documentation related to the model being adopted and pick people to fill those roles.<\/p>\n\n\n\n
        I wish it was as simple.<\/p>\n\n\n\n
        Most of the time, re-designating a person does not change the style or way of working.<\/p>\n\n\n\n
        In some organizations, transformation exercises list the new roles and drop some old roles [typically, those that may have a 'manager' prefix or suffix].<\/p>\n\n\n\n
        So, many managers want to become Scrum Masters or Product Owners.<\/p>\n\n\n\n
        In many such instances, the persons continue to function the way they used to, with just new titles.<\/p>\n\n\n\n
        In my sessions with teams, one of the important topics that I stress on is role clarity.<\/p>\n\n\n\n
        When we talk of Agile teams \u2013 the essential characteristics include<\/p>\n\n\n\n
        \n
        The ability to self-organize<\/li>\n\n\n\n
        Owning the deliverables [outputs] as a team<\/li>\n<\/ul>\n\n\n\n
        If the re-designated managers are not able to re-calibrate themselves to effectively enable these aspects, the tendency to continue to adopt a directive style or expect a manager-subordinate reporting relationship will continue.<\/p>\n\n\n\n
        These, one would appreciate, are not just anti-patterns, but are seeds for dysfunctions at a team level.<\/p>\n\n\n\n
        In order to become or enable teams to become high performing, what is expected of the Scrum Master role is to be a facilitator.<\/p>\n\n\n\n
        While one may carry a title or designation of a Manager \u2013 that could be more for organizational hierarchy and managing spans of control.<\/p>\n\n\n\n
        In the context of a team, there are activities to be owned and performed by all members. In that sense, a neutral title for everyone part of a team could be just 'member'.<\/p>\n\n\n\n
        Each person may play one or more roles. A Developer could also be a Reviewer. A tester could also be an automation programmer. A team lead could also be an architect .. and so on..<\/p>\n\n\n\n
        With many teams preferring to have 'full stack developers', every member would have the flexibility of playing different roles, based on the need of the hour, to meet the team goals \u2013 for an iteration or release.<\/p>\n\n\n\n
        Some tips to make this work well:<\/p>\n\n\n\n
        \n
        Make sure that ALL activities needed in the team are owned by at least one role<\/li>\n\n\n\n
        There may be multiple persons playing similar or same roles, depending on the team and project requirements<\/li>\n<\/ul>\n\n\n\n
        To summarize:<\/p>\n\n\n\n
        \n
        A title is more representative of the position in an organization structure and would have some associated expectations in terms of the areas of contribution. May also be known as a designation or rank. Typically, an individual will have only one title at a time<\/li>\n\n\n\n
        A role, which may or may not be explicitly articulated, determines the contributions and influence on the outputs or outcomes [when extended beyond the development team]. An individual might play multiple roles in the context of a team and, sometimes, different roles in different teams \u2013 in parallel<\/li>\n\n\n\n
        To help individuals play roles effectively, role based mentoring and coaching may be considered<\/li>\n<\/ul>\n\n\n\n
        What has been your approach and experience with identifying or playing roles vis-\u00e0-vis titles?<\/p>\n\n\n\n
        I am eager to know<\/p>\n","post_title":"Role and Title \u2013 what is the difference?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"role-and-title-what-is-the-difference","to_ping":"","pinged":"","post_modified":"2024-01-29 11:36:36","post_modified_gmt":"2024-01-29 11:36:36","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19138","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};
        
        Page 1 of 7 1 2 … 7 Next
        
        \n
        While this may appear as a lot of activity involving the teams \u2013 and, in many cases, just the team members \u2013 the core portions may still remain untouched or influenced very little.<\/p>\n\n\n\n
        The result is \u2013 patchy impact, that would not give any significant or sustainable improvement.<\/p>\n\n\n\n
        When you get external support from a consultant or coach, to get an outside-in perspective, the effects are still patchy.<\/p>\n\n\n\n
        From our experience, I can say that to get a greater impact, the scope of transformation initiatives should involve \u2013 and preferably led, with active participation by, senior leaders.<\/p>\n\n\n\n
        The actual catalyst for such approaches would be a coach who has access to and is connected in the day to day activities of the teams, through embedded coaching.<\/p>\n\n\n\n
        In this approach the coach is pretty much part of the team in various activities as an observer and guide. This helps the coach get a better understanding of the context and constraints and relate to the needs and aspirations of the team. This also helps build a trusted relationship between the coach and the teams.<\/p>\n\n\n\n
        Establishing communities of interest and practice \u2013 with the guidance of the coach as needed \u2013 will help in establishing connections across the organization and also enable constructive collisions of ideas across teams. Such opportunities can accelerate breakthrough practice improvements across the board.<\/p>\n\n\n\n
        This also helps in creating more homogeneous ways of working across the organization.<\/p>\n\n\n\n
        Now, it is the time to assess the achievements and refine approaches needed to sustain the benefits of transformation across the organization. Be ready to add the required additional elements [water in the case of the Congee]<\/p>\n\n\n\n
        While you may get started with this autopilot mode where teams are taking ownership and also self organizing among themselves, having platforms for sharing and learning as well as periodic peer reviews and shared improvement initiatives will help sustain the excellence culture.<\/p>\n\n\n\n
        I have captured the above thoughts in a visualization of making Congee, in about 6 minutes.<\/p>\n\n\n\n
        \nhttps:\/\/www.youtube.com\/embed\/8A1LPIHr7sU\n<\/div><\/figure>\n\n\n\n
        Now that you have the recipe for success for your organizational transformation, what is holding you back?<\/span><\/p>\n\n\n\n
        Do share your stories and analogies that have worked well or not so well in your context.<\/p>\n","post_title":"Transform your organization like you would make Congee","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"transform-your-organization-like-you-would-make-congee","to_ping":"","pinged":"","post_modified":"2024-01-29 11:34:04","post_modified_gmt":"2024-01-29 11:34:04","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19649","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":19673,"post_author":"30","post_date":"2022-02-19 11:54:43","post_date_gmt":"2022-02-19 06:24:43","post_content":"\n
        $\"\"$ <\/figure>\n\n\n\n
        One of the frequently asked questions I get from teams starting out to adopt the OKR framework - Objectives and Key results, is how to distinguish between an objective and a Key result.<\/p>\n\n\n\n
        Additionally, how do we word these - so that there is less or no ambiguity.<\/p>\n\n\n\n
        While a detailed treatment of OKRs would need to go beyond a blog post, in this Chow, the following exercise to tag statements as an Objective or Key Result would help understand better.<\/p>\n\n\n\n
        To oversimplify the difference, consider Objectives as the equivalent of Outcomes desired. Outomes normally also have an association expectation of a change in behavior, such as a purchase decision or changing a habit.<\/p>\n\n\n\n
        The Key Results would be indicators that can be measured - or, sometimes, sensed and can act as interim steps or goals. these may indicate specific actions to be taken by the team owning an objective or outputs to be created,<\/p>\n\n\n\n
        Check your understanding with the fun quiz below.<\/p>\n\n\n\n
        <\/p>\n","post_title":"Chow # 283 - Objective or Key Result","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-283-objective-or-key-result","to_ping":"","pinged":"","post_modified":"2024-09-06 15:16:51","post_modified_gmt":"2024-09-06 09:46:51","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19673","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":19142,"post_author":"30","post_date":"2021-09-12 16:17:00","post_date_gmt":"2021-09-12 10:47:00","post_content":"\n
        Commutronix is a highly watched startup, starting to disrupt the electric vehicle technology space. Commutronix does not manufacture vehicles. Rather they almost dominate the EV space by providing core technologies to OEMs and almost all EV manufacturers have incorporated their solutions into their product lines.<\/p>\n\n\n\n
        As the expectations of long range performance and superfast charging started increasing from customers, Commutronix launched a new initiative to incorporate real time analytics of vehicle performance by monitoring critical parameters and also adjust key parameters for various subsystems to achieve the goals considering the driving styles also in addition to the physical and mechanical parameters.<\/p>\n\n\n\n
        This was considered an ideal project for the data sciences team, as it would involve a lot of modeling, analysis and inferencing. The first thought was to have the Product Owner from the Data Sciences team,<\/p>\n\n\n\n
        The engineering team, however, was skeptical. They felt that there is a significant amount of work in interfacing with the sensors, the cloud based knowledge hub and the need for a driver override meant a responsive, effective UI \u2013 and so, the Product Owner must be from the engineering team.<\/p>\n\n\n\n
        The marketing team felt that they are in the best position to give direction to this feature, as they are closest to the customers and would know how best to prioritize and scope the requirements.<\/p>\n\n\n\n
        After a 3 hour discussion, the leaders had two choices before them.<\/p>\n\n\n\n
        One \u2013 toss a coin and decide? But how to pick from three options with a coin? Someone suggested the throw of dice..<\/p>\n\n\n\n
        In order to avoid another long \u2013 potentially inconclusive \u2013 meeting, they chose option two.<\/p>\n\n\n\n
        That is to ask you<\/strong>, what they should do.<\/p>\n\n\n\n
        What would be your advice?<\/p>\n\n\n\n
        Suggested solution:<\/p>\n\n\n\n
        <\/span>
        <\/span><\/span><\/p>\n","post_title":"Chow # 265 - Which functional organization should a Product Owner be from?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-265-which-functional-organization-should-a-product-owner-be-from","to_ping":"","pinged":"","post_modified":"2024-01-30 05:48:16","post_modified_gmt":"2024-01-30 05:48:16","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19142","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":19138,"post_author":"30","post_date":"2021-09-12 15:01:47","post_date_gmt":"2021-09-12 09:31:47","post_content":"\n
        One question that I get regularly from most teams and organizations that I have coached in their Agility journeys, is related to choosing the persons to play the 'new' roles of scrum master of product owner.<\/p>\n\n\n\n
        On the face of it, such questions seem simple to answer. One could say, just refer to the documentation related to the model being adopted and pick people to fill those roles.<\/p>\n\n\n\n
        I wish it was as simple.<\/p>\n\n\n\n
        Most of the time, re-designating a person does not change the style or way of working.<\/p>\n\n\n\n
        In some organizations, transformation exercises list the new roles and drop some old roles [typically, those that may have a 'manager' prefix or suffix].<\/p>\n\n\n\n
        So, many managers want to become Scrum Masters or Product Owners.<\/p>\n\n\n\n
        In many such instances, the persons continue to function the way they used to, with just new titles.<\/p>\n\n\n\n
        In my sessions with teams, one of the important topics that I stress on is role clarity.<\/p>\n\n\n\n
        When we talk of Agile teams \u2013 the essential characteristics include<\/p>\n\n\n\n
        \n
        The ability to self-organize<\/li>\n\n\n\n
        Owning the deliverables [outputs] as a team<\/li>\n<\/ul>\n\n\n\n
        If the re-designated managers are not able to re-calibrate themselves to effectively enable these aspects, the tendency to continue to adopt a directive style or expect a manager-subordinate reporting relationship will continue.<\/p>\n\n\n\n
        These, one would appreciate, are not just anti-patterns, but are seeds for dysfunctions at a team level.<\/p>\n\n\n\n
        In order to become or enable teams to become high performing, what is expected of the Scrum Master role is to be a facilitator.<\/p>\n\n\n\n
        While one may carry a title or designation of a Manager \u2013 that could be more for organizational hierarchy and managing spans of control.<\/p>\n\n\n\n
        In the context of a team, there are activities to be owned and performed by all members. In that sense, a neutral title for everyone part of a team could be just 'member'.<\/p>\n\n\n\n
        Each person may play one or more roles. A Developer could also be a Reviewer. A tester could also be an automation programmer. A team lead could also be an architect .. and so on..<\/p>\n\n\n\n
        With many teams preferring to have 'full stack developers', every member would have the flexibility of playing different roles, based on the need of the hour, to meet the team goals \u2013 for an iteration or release.<\/p>\n\n\n\n
        Some tips to make this work well:<\/p>\n\n\n\n
        \n
        Make sure that ALL activities needed in the team are owned by at least one role<\/li>\n\n\n\n
        There may be multiple persons playing similar or same roles, depending on the team and project requirements<\/li>\n<\/ul>\n\n\n\n
        To summarize:<\/p>\n\n\n\n
        \n
        A title is more representative of the position in an organization structure and would have some associated expectations in terms of the areas of contribution. May also be known as a designation or rank. Typically, an individual will have only one title at a time<\/li>\n\n\n\n
        A role, which may or may not be explicitly articulated, determines the contributions and influence on the outputs or outcomes [when extended beyond the development team]. An individual might play multiple roles in the context of a team and, sometimes, different roles in different teams \u2013 in parallel<\/li>\n\n\n\n
        To help individuals play roles effectively, role based mentoring and coaching may be considered<\/li>\n<\/ul>\n\n\n\n
        What has been your approach and experience with identifying or playing roles vis-\u00e0-vis titles?<\/p>\n\n\n\n
        I am eager to know<\/p>\n","post_title":"Role and Title \u2013 what is the difference?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"role-and-title-what-is-the-difference","to_ping":"","pinged":"","post_modified":"2024-01-29 11:36:36","post_modified_gmt":"2024-01-29 11:36:36","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19138","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};
        
        Page 1 of 7 1 2 … 7 Next
        
        \n
        One consideration that usually weighs heavy is not to ruffle any feathers the wrong way. This is the case of the mot common anti-pattern, of 'action on the periphery'<\/p>\n\n\n\n
        While this may appear as a lot of activity involving the teams \u2013 and, in many cases, just the team members \u2013 the core portions may still remain untouched or influenced very little.<\/p>\n\n\n\n
        The result is \u2013 patchy impact, that would not give any significant or sustainable improvement.<\/p>\n\n\n\n
        When you get external support from a consultant or coach, to get an outside-in perspective, the effects are still patchy.<\/p>\n\n\n\n
        From our experience, I can say that to get a greater impact, the scope of transformation initiatives should involve \u2013 and preferably led, with active participation by, senior leaders.<\/p>\n\n\n\n
        The actual catalyst for such approaches would be a coach who has access to and is connected in the day to day activities of the teams, through embedded coaching.<\/p>\n\n\n\n
        In this approach the coach is pretty much part of the team in various activities as an observer and guide. This helps the coach get a better understanding of the context and constraints and relate to the needs and aspirations of the team. This also helps build a trusted relationship between the coach and the teams.<\/p>\n\n\n\n
        Establishing communities of interest and practice \u2013 with the guidance of the coach as needed \u2013 will help in establishing connections across the organization and also enable constructive collisions of ideas across teams. Such opportunities can accelerate breakthrough practice improvements across the board.<\/p>\n\n\n\n
        This also helps in creating more homogeneous ways of working across the organization.<\/p>\n\n\n\n
        Now, it is the time to assess the achievements and refine approaches needed to sustain the benefits of transformation across the organization. Be ready to add the required additional elements [water in the case of the Congee]<\/p>\n\n\n\n
        While you may get started with this autopilot mode where teams are taking ownership and also self organizing among themselves, having platforms for sharing and learning as well as periodic peer reviews and shared improvement initiatives will help sustain the excellence culture.<\/p>\n\n\n\n
        I have captured the above thoughts in a visualization of making Congee, in about 6 minutes.<\/p>\n\n\n\n
        \nhttps:\/\/www.youtube.com\/embed\/8A1LPIHr7sU\n<\/div><\/figure>\n\n\n\n
        Now that you have the recipe for success for your organizational transformation, what is holding you back?<\/span><\/p>\n\n\n\n
        Do share your stories and analogies that have worked well or not so well in your context.<\/p>\n","post_title":"Transform your organization like you would make Congee","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"transform-your-organization-like-you-would-make-congee","to_ping":"","pinged":"","post_modified":"2024-01-29 11:34:04","post_modified_gmt":"2024-01-29 11:34:04","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19649","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":19673,"post_author":"30","post_date":"2022-02-19 11:54:43","post_date_gmt":"2022-02-19 06:24:43","post_content":"\n
        $\"\"$ <\/figure>\n\n\n\n
        One of the frequently asked questions I get from teams starting out to adopt the OKR framework - Objectives and Key results, is how to distinguish between an objective and a Key result.<\/p>\n\n\n\n
        Additionally, how do we word these - so that there is less or no ambiguity.<\/p>\n\n\n\n
        While a detailed treatment of OKRs would need to go beyond a blog post, in this Chow, the following exercise to tag statements as an Objective or Key Result would help understand better.<\/p>\n\n\n\n
        To oversimplify the difference, consider Objectives as the equivalent of Outcomes desired. Outomes normally also have an association expectation of a change in behavior, such as a purchase decision or changing a habit.<\/p>\n\n\n\n
        The Key Results would be indicators that can be measured - or, sometimes, sensed and can act as interim steps or goals. these may indicate specific actions to be taken by the team owning an objective or outputs to be created,<\/p>\n\n\n\n
        Check your understanding with the fun quiz below.<\/p>\n\n\n\n
        <\/p>\n","post_title":"Chow # 283 - Objective or Key Result","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-283-objective-or-key-result","to_ping":"","pinged":"","post_modified":"2024-09-06 15:16:51","post_modified_gmt":"2024-09-06 09:46:51","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19673","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":19142,"post_author":"30","post_date":"2021-09-12 16:17:00","post_date_gmt":"2021-09-12 10:47:00","post_content":"\n
        Commutronix is a highly watched startup, starting to disrupt the electric vehicle technology space. Commutronix does not manufacture vehicles. Rather they almost dominate the EV space by providing core technologies to OEMs and almost all EV manufacturers have incorporated their solutions into their product lines.<\/p>\n\n\n\n
        As the expectations of long range performance and superfast charging started increasing from customers, Commutronix launched a new initiative to incorporate real time analytics of vehicle performance by monitoring critical parameters and also adjust key parameters for various subsystems to achieve the goals considering the driving styles also in addition to the physical and mechanical parameters.<\/p>\n\n\n\n
        This was considered an ideal project for the data sciences team, as it would involve a lot of modeling, analysis and inferencing. The first thought was to have the Product Owner from the Data Sciences team,<\/p>\n\n\n\n
        The engineering team, however, was skeptical. They felt that there is a significant amount of work in interfacing with the sensors, the cloud based knowledge hub and the need for a driver override meant a responsive, effective UI \u2013 and so, the Product Owner must be from the engineering team.<\/p>\n\n\n\n
        The marketing team felt that they are in the best position to give direction to this feature, as they are closest to the customers and would know how best to prioritize and scope the requirements.<\/p>\n\n\n\n
        After a 3 hour discussion, the leaders had two choices before them.<\/p>\n\n\n\n
        One \u2013 toss a coin and decide? But how to pick from three options with a coin? Someone suggested the throw of dice..<\/p>\n\n\n\n
        In order to avoid another long \u2013 potentially inconclusive \u2013 meeting, they chose option two.<\/p>\n\n\n\n
        That is to ask you<\/strong>, what they should do.<\/p>\n\n\n\n
        What would be your advice?<\/p>\n\n\n\n
        Suggested solution:<\/p>\n\n\n\n
        <\/span>
        <\/span><\/span><\/p>\n","post_title":"Chow # 265 - Which functional organization should a Product Owner be from?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-265-which-functional-organization-should-a-product-owner-be-from","to_ping":"","pinged":"","post_modified":"2024-01-30 05:48:16","post_modified_gmt":"2024-01-30 05:48:16","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19142","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":19138,"post_author":"30","post_date":"2021-09-12 15:01:47","post_date_gmt":"2021-09-12 09:31:47","post_content":"\n
        One question that I get regularly from most teams and organizations that I have coached in their Agility journeys, is related to choosing the persons to play the 'new' roles of scrum master of product owner.<\/p>\n\n\n\n
        On the face of it, such questions seem simple to answer. One could say, just refer to the documentation related to the model being adopted and pick people to fill those roles.<\/p>\n\n\n\n
        I wish it was as simple.<\/p>\n\n\n\n
        Most of the time, re-designating a person does not change the style or way of working.<\/p>\n\n\n\n
        In some organizations, transformation exercises list the new roles and drop some old roles [typically, those that may have a 'manager' prefix or suffix].<\/p>\n\n\n\n
        So, many managers want to become Scrum Masters or Product Owners.<\/p>\n\n\n\n
        In many such instances, the persons continue to function the way they used to, with just new titles.<\/p>\n\n\n\n
        In my sessions with teams, one of the important topics that I stress on is role clarity.<\/p>\n\n\n\n
        When we talk of Agile teams \u2013 the essential characteristics include<\/p>\n\n\n\n
        \n
        The ability to self-organize<\/li>\n\n\n\n
        Owning the deliverables [outputs] as a team<\/li>\n<\/ul>\n\n\n\n
        If the re-designated managers are not able to re-calibrate themselves to effectively enable these aspects, the tendency to continue to adopt a directive style or expect a manager-subordinate reporting relationship will continue.<\/p>\n\n\n\n
        These, one would appreciate, are not just anti-patterns, but are seeds for dysfunctions at a team level.<\/p>\n\n\n\n
        In order to become or enable teams to become high performing, what is expected of the Scrum Master role is to be a facilitator.<\/p>\n\n\n\n
        While one may carry a title or designation of a Manager \u2013 that could be more for organizational hierarchy and managing spans of control.<\/p>\n\n\n\n
        In the context of a team, there are activities to be owned and performed by all members. In that sense, a neutral title for everyone part of a team could be just 'member'.<\/p>\n\n\n\n
        Each person may play one or more roles. A Developer could also be a Reviewer. A tester could also be an automation programmer. A team lead could also be an architect .. and so on..<\/p>\n\n\n\n
        With many teams preferring to have 'full stack developers', every member would have the flexibility of playing different roles, based on the need of the hour, to meet the team goals \u2013 for an iteration or release.<\/p>\n\n\n\n
        Some tips to make this work well:<\/p>\n\n\n\n
        \n
        Make sure that ALL activities needed in the team are owned by at least one role<\/li>\n\n\n\n
        There may be multiple persons playing similar or same roles, depending on the team and project requirements<\/li>\n<\/ul>\n\n\n\n
        To summarize:<\/p>\n\n\n\n
        \n
        A title is more representative of the position in an organization structure and would have some associated expectations in terms of the areas of contribution. May also be known as a designation or rank. Typically, an individual will have only one title at a time<\/li>\n\n\n\n
        A role, which may or may not be explicitly articulated, determines the contributions and influence on the outputs or outcomes [when extended beyond the development team]. An individual might play multiple roles in the context of a team and, sometimes, different roles in different teams \u2013 in parallel<\/li>\n\n\n\n
        To help individuals play roles effectively, role based mentoring and coaching may be considered<\/li>\n<\/ul>\n\n\n\n
        What has been your approach and experience with identifying or playing roles vis-\u00e0-vis titles?<\/p>\n\n\n\n
        I am eager to know<\/p>\n","post_title":"Role and Title \u2013 what is the difference?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"role-and-title-what-is-the-difference","to_ping":"","pinged":"","post_modified":"2024-01-29 11:36:36","post_modified_gmt":"2024-01-29 11:36:36","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19138","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};
        
        Page 1 of 7 1 2 … 7 Next
        
        \n
        Any change is likely to bring in uncertainty, anxiety among the members and hence we want to tread cautiously. But, we have a rough idea of what element to bring in \u2013 be it digital transformation or delivery agility or process efficiency, defect prevention etc.<\/p>\n\n\n\n
        One consideration that usually weighs heavy is not to ruffle any feathers the wrong way. This is the case of the mot common anti-pattern, of 'action on the periphery'<\/p>\n\n\n\n
        While this may appear as a lot of activity involving the teams \u2013 and, in many cases, just the team members \u2013 the core portions may still remain untouched or influenced very little.<\/p>\n\n\n\n
        The result is \u2013 patchy impact, that would not give any significant or sustainable improvement.<\/p>\n\n\n\n
        When you get external support from a consultant or coach, to get an outside-in perspective, the effects are still patchy.<\/p>\n\n\n\n
        From our experience, I can say that to get a greater impact, the scope of transformation initiatives should involve \u2013 and preferably led, with active participation by, senior leaders.<\/p>\n\n\n\n
        The actual catalyst for such approaches would be a coach who has access to and is connected in the day to day activities of the teams, through embedded coaching.<\/p>\n\n\n\n
        In this approach the coach is pretty much part of the team in various activities as an observer and guide. This helps the coach get a better understanding of the context and constraints and relate to the needs and aspirations of the team. This also helps build a trusted relationship between the coach and the teams.<\/p>\n\n\n\n
        Establishing communities of interest and practice \u2013 with the guidance of the coach as needed \u2013 will help in establishing connections across the organization and also enable constructive collisions of ideas across teams. Such opportunities can accelerate breakthrough practice improvements across the board.<\/p>\n\n\n\n
        This also helps in creating more homogeneous ways of working across the organization.<\/p>\n\n\n\n
        Now, it is the time to assess the achievements and refine approaches needed to sustain the benefits of transformation across the organization. Be ready to add the required additional elements [water in the case of the Congee]<\/p>\n\n\n\n
        While you may get started with this autopilot mode where teams are taking ownership and also self organizing among themselves, having platforms for sharing and learning as well as periodic peer reviews and shared improvement initiatives will help sustain the excellence culture.<\/p>\n\n\n\n
        I have captured the above thoughts in a visualization of making Congee, in about 6 minutes.<\/p>\n\n\n\n
        \nhttps:\/\/www.youtube.com\/embed\/8A1LPIHr7sU\n<\/div><\/figure>\n\n\n\n
        Now that you have the recipe for success for your organizational transformation, what is holding you back?<\/span><\/p>\n\n\n\n
        Do share your stories and analogies that have worked well or not so well in your context.<\/p>\n","post_title":"Transform your organization like you would make Congee","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"transform-your-organization-like-you-would-make-congee","to_ping":"","pinged":"","post_modified":"2024-01-29 11:34:04","post_modified_gmt":"2024-01-29 11:34:04","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19649","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":19673,"post_author":"30","post_date":"2022-02-19 11:54:43","post_date_gmt":"2022-02-19 06:24:43","post_content":"\n
        $\"\"$ <\/figure>\n\n\n\n
        One of the frequently asked questions I get from teams starting out to adopt the OKR framework - Objectives and Key results, is how to distinguish between an objective and a Key result.<\/p>\n\n\n\n
        Additionally, how do we word these - so that there is less or no ambiguity.<\/p>\n\n\n\n
        While a detailed treatment of OKRs would need to go beyond a blog post, in this Chow, the following exercise to tag statements as an Objective or Key Result would help understand better.<\/p>\n\n\n\n
        To oversimplify the difference, consider Objectives as the equivalent of Outcomes desired. Outomes normally also have an association expectation of a change in behavior, such as a purchase decision or changing a habit.<\/p>\n\n\n\n
        The Key Results would be indicators that can be measured - or, sometimes, sensed and can act as interim steps or goals. these may indicate specific actions to be taken by the team owning an objective or outputs to be created,<\/p>\n\n\n\n
        Check your understanding with the fun quiz below.<\/p>\n\n\n\n
        <\/p>\n","post_title":"Chow # 283 - Objective or Key Result","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-283-objective-or-key-result","to_ping":"","pinged":"","post_modified":"2024-09-06 15:16:51","post_modified_gmt":"2024-09-06 09:46:51","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19673","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":19142,"post_author":"30","post_date":"2021-09-12 16:17:00","post_date_gmt":"2021-09-12 10:47:00","post_content":"\n
        Commutronix is a highly watched startup, starting to disrupt the electric vehicle technology space. Commutronix does not manufacture vehicles. Rather they almost dominate the EV space by providing core technologies to OEMs and almost all EV manufacturers have incorporated their solutions into their product lines.<\/p>\n\n\n\n
        As the expectations of long range performance and superfast charging started increasing from customers, Commutronix launched a new initiative to incorporate real time analytics of vehicle performance by monitoring critical parameters and also adjust key parameters for various subsystems to achieve the goals considering the driving styles also in addition to the physical and mechanical parameters.<\/p>\n\n\n\n
        This was considered an ideal project for the data sciences team, as it would involve a lot of modeling, analysis and inferencing. The first thought was to have the Product Owner from the Data Sciences team,<\/p>\n\n\n\n
        The engineering team, however, was skeptical. They felt that there is a significant amount of work in interfacing with the sensors, the cloud based knowledge hub and the need for a driver override meant a responsive, effective UI \u2013 and so, the Product Owner must be from the engineering team.<\/p>\n\n\n\n
        The marketing team felt that they are in the best position to give direction to this feature, as they are closest to the customers and would know how best to prioritize and scope the requirements.<\/p>\n\n\n\n
        After a 3 hour discussion, the leaders had two choices before them.<\/p>\n\n\n\n
        One \u2013 toss a coin and decide? But how to pick from three options with a coin? Someone suggested the throw of dice..<\/p>\n\n\n\n
        In order to avoid another long \u2013 potentially inconclusive \u2013 meeting, they chose option two.<\/p>\n\n\n\n
        That is to ask you<\/strong>, what they should do.<\/p>\n\n\n\n
        What would be your advice?<\/p>\n\n\n\n
        Suggested solution:<\/p>\n\n\n\n
        <\/span>
        <\/span><\/span><\/p>\n","post_title":"Chow # 265 - Which functional organization should a Product Owner be from?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-265-which-functional-organization-should-a-product-owner-be-from","to_ping":"","pinged":"","post_modified":"2024-01-30 05:48:16","post_modified_gmt":"2024-01-30 05:48:16","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19142","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":19138,"post_author":"30","post_date":"2021-09-12 15:01:47","post_date_gmt":"2021-09-12 09:31:47","post_content":"\n
        One question that I get regularly from most teams and organizations that I have coached in their Agility journeys, is related to choosing the persons to play the 'new' roles of scrum master of product owner.<\/p>\n\n\n\n
        On the face of it, such questions seem simple to answer. One could say, just refer to the documentation related to the model being adopted and pick people to fill those roles.<\/p>\n\n\n\n
        I wish it was as simple.<\/p>\n\n\n\n
        Most of the time, re-designating a person does not change the style or way of working.<\/p>\n\n\n\n
        In some organizations, transformation exercises list the new roles and drop some old roles [typically, those that may have a 'manager' prefix or suffix].<\/p>\n\n\n\n
        So, many managers want to become Scrum Masters or Product Owners.<\/p>\n\n\n\n
        In many such instances, the persons continue to function the way they used to, with just new titles.<\/p>\n\n\n\n
        In my sessions with teams, one of the important topics that I stress on is role clarity.<\/p>\n\n\n\n
        When we talk of Agile teams \u2013 the essential characteristics include<\/p>\n\n\n\n
        \n
        The ability to self-organize<\/li>\n\n\n\n
        Owning the deliverables [outputs] as a team<\/li>\n<\/ul>\n\n\n\n
        If the re-designated managers are not able to re-calibrate themselves to effectively enable these aspects, the tendency to continue to adopt a directive style or expect a manager-subordinate reporting relationship will continue.<\/p>\n\n\n\n
        These, one would appreciate, are not just anti-patterns, but are seeds for dysfunctions at a team level.<\/p>\n\n\n\n
        In order to become or enable teams to become high performing, what is expected of the Scrum Master role is to be a facilitator.<\/p>\n\n\n\n
        While one may carry a title or designation of a Manager \u2013 that could be more for organizational hierarchy and managing spans of control.<\/p>\n\n\n\n
        In the context of a team, there are activities to be owned and performed by all members. In that sense, a neutral title for everyone part of a team could be just 'member'.<\/p>\n\n\n\n
        Each person may play one or more roles. A Developer could also be a Reviewer. A tester could also be an automation programmer. A team lead could also be an architect .. and so on..<\/p>\n\n\n\n
        With many teams preferring to have 'full stack developers', every member would have the flexibility of playing different roles, based on the need of the hour, to meet the team goals \u2013 for an iteration or release.<\/p>\n\n\n\n
        Some tips to make this work well:<\/p>\n\n\n\n
        \n
        Make sure that ALL activities needed in the team are owned by at least one role<\/li>\n\n\n\n
        There may be multiple persons playing similar or same roles, depending on the team and project requirements<\/li>\n<\/ul>\n\n\n\n
        To summarize:<\/p>\n\n\n\n
        \n
        A title is more representative of the position in an organization structure and would have some associated expectations in terms of the areas of contribution. May also be known as a designation or rank. Typically, an individual will have only one title at a time<\/li>\n\n\n\n
        A role, which may or may not be explicitly articulated, determines the contributions and influence on the outputs or outcomes [when extended beyond the development team]. An individual might play multiple roles in the context of a team and, sometimes, different roles in different teams \u2013 in parallel<\/li>\n\n\n\n
        To help individuals play roles effectively, role based mentoring and coaching may be considered<\/li>\n<\/ul>\n\n\n\n
        What has been your approach and experience with identifying or playing roles vis-\u00e0-vis titles?<\/p>\n\n\n\n
        I am eager to know<\/p>\n","post_title":"Role and Title \u2013 what is the difference?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"role-and-title-what-is-the-difference","to_ping":"","pinged":"","post_modified":"2024-01-29 11:36:36","post_modified_gmt":"2024-01-29 11:36:36","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19138","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};
        
        Page 1 of 7 1 2 … 7 Next
        
        \n
        We see the organization as a structured and organized system, that has settled into its own pace and shape, even if not uniform.<\/p>\n\n\n\n
        Any change is likely to bring in uncertainty, anxiety among the members and hence we want to tread cautiously. But, we have a rough idea of what element to bring in \u2013 be it digital transformation or delivery agility or process efficiency, defect prevention etc.<\/p>\n\n\n\n
        One consideration that usually weighs heavy is not to ruffle any feathers the wrong way. This is the case of the mot common anti-pattern, of 'action on the periphery'<\/p>\n\n\n\n
        While this may appear as a lot of activity involving the teams \u2013 and, in many cases, just the team members \u2013 the core portions may still remain untouched or influenced very little.<\/p>\n\n\n\n
        The result is \u2013 patchy impact, that would not give any significant or sustainable improvement.<\/p>\n\n\n\n
        When you get external support from a consultant or coach, to get an outside-in perspective, the effects are still patchy.<\/p>\n\n\n\n
        From our experience, I can say that to get a greater impact, the scope of transformation initiatives should involve \u2013 and preferably led, with active participation by, senior leaders.<\/p>\n\n\n\n
        The actual catalyst for such approaches would be a coach who has access to and is connected in the day to day activities of the teams, through embedded coaching.<\/p>\n\n\n\n
        In this approach the coach is pretty much part of the team in various activities as an observer and guide. This helps the coach get a better understanding of the context and constraints and relate to the needs and aspirations of the team. This also helps build a trusted relationship between the coach and the teams.<\/p>\n\n\n\n
        Establishing communities of interest and practice \u2013 with the guidance of the coach as needed \u2013 will help in establishing connections across the organization and also enable constructive collisions of ideas across teams. Such opportunities can accelerate breakthrough practice improvements across the board.<\/p>\n\n\n\n
        This also helps in creating more homogeneous ways of working across the organization.<\/p>\n\n\n\n
        Now, it is the time to assess the achievements and refine approaches needed to sustain the benefits of transformation across the organization. Be ready to add the required additional elements [water in the case of the Congee]<\/p>\n\n\n\n
        While you may get started with this autopilot mode where teams are taking ownership and also self organizing among themselves, having platforms for sharing and learning as well as periodic peer reviews and shared improvement initiatives will help sustain the excellence culture.<\/p>\n\n\n\n
        I have captured the above thoughts in a visualization of making Congee, in about 6 minutes.<\/p>\n\n\n\n
        \nhttps:\/\/www.youtube.com\/embed\/8A1LPIHr7sU\n<\/div><\/figure>\n\n\n\n
        Now that you have the recipe for success for your organizational transformation, what is holding you back?<\/span><\/p>\n\n\n\n
        Do share your stories and analogies that have worked well or not so well in your context.<\/p>\n","post_title":"Transform your organization like you would make Congee","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"transform-your-organization-like-you-would-make-congee","to_ping":"","pinged":"","post_modified":"2024-01-29 11:34:04","post_modified_gmt":"2024-01-29 11:34:04","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19649","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":19673,"post_author":"30","post_date":"2022-02-19 11:54:43","post_date_gmt":"2022-02-19 06:24:43","post_content":"\n
        $\"\"$ <\/figure>\n\n\n\n
        One of the frequently asked questions I get from teams starting out to adopt the OKR framework - Objectives and Key results, is how to distinguish between an objective and a Key result.<\/p>\n\n\n\n
        Additionally, how do we word these - so that there is less or no ambiguity.<\/p>\n\n\n\n
        While a detailed treatment of OKRs would need to go beyond a blog post, in this Chow, the following exercise to tag statements as an Objective or Key Result would help understand better.<\/p>\n\n\n\n
        To oversimplify the difference, consider Objectives as the equivalent of Outcomes desired. Outomes normally also have an association expectation of a change in behavior, such as a purchase decision or changing a habit.<\/p>\n\n\n\n
        The Key Results would be indicators that can be measured - or, sometimes, sensed and can act as interim steps or goals. these may indicate specific actions to be taken by the team owning an objective or outputs to be created,<\/p>\n\n\n\n
        Check your understanding with the fun quiz below.<\/p>\n\n\n\n
        <\/p>\n","post_title":"Chow # 283 - Objective or Key Result","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-283-objective-or-key-result","to_ping":"","pinged":"","post_modified":"2024-09-06 15:16:51","post_modified_gmt":"2024-09-06 09:46:51","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19673","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":19142,"post_author":"30","post_date":"2021-09-12 16:17:00","post_date_gmt":"2021-09-12 10:47:00","post_content":"\n
        Commutronix is a highly watched startup, starting to disrupt the electric vehicle technology space. Commutronix does not manufacture vehicles. Rather they almost dominate the EV space by providing core technologies to OEMs and almost all EV manufacturers have incorporated their solutions into their product lines.<\/p>\n\n\n\n
        As the expectations of long range performance and superfast charging started increasing from customers, Commutronix launched a new initiative to incorporate real time analytics of vehicle performance by monitoring critical parameters and also adjust key parameters for various subsystems to achieve the goals considering the driving styles also in addition to the physical and mechanical parameters.<\/p>\n\n\n\n
        This was considered an ideal project for the data sciences team, as it would involve a lot of modeling, analysis and inferencing. The first thought was to have the Product Owner from the Data Sciences team,<\/p>\n\n\n\n
        The engineering team, however, was skeptical. They felt that there is a significant amount of work in interfacing with the sensors, the cloud based knowledge hub and the need for a driver override meant a responsive, effective UI \u2013 and so, the Product Owner must be from the engineering team.<\/p>\n\n\n\n
        The marketing team felt that they are in the best position to give direction to this feature, as they are closest to the customers and would know how best to prioritize and scope the requirements.<\/p>\n\n\n\n
        After a 3 hour discussion, the leaders had two choices before them.<\/p>\n\n\n\n
        One \u2013 toss a coin and decide? But how to pick from three options with a coin? Someone suggested the throw of dice..<\/p>\n\n\n\n
        In order to avoid another long \u2013 potentially inconclusive \u2013 meeting, they chose option two.<\/p>\n\n\n\n
        That is to ask you<\/strong>, what they should do.<\/p>\n\n\n\n
        What would be your advice?<\/p>\n\n\n\n
        Suggested solution:<\/p>\n\n\n\n
        <\/span>
        <\/span><\/span><\/p>\n","post_title":"Chow # 265 - Which functional organization should a Product Owner be from?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-265-which-functional-organization-should-a-product-owner-be-from","to_ping":"","pinged":"","post_modified":"2024-01-30 05:48:16","post_modified_gmt":"2024-01-30 05:48:16","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19142","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":19138,"post_author":"30","post_date":"2021-09-12 15:01:47","post_date_gmt":"2021-09-12 09:31:47","post_content":"\n
        One question that I get regularly from most teams and organizations that I have coached in their Agility journeys, is related to choosing the persons to play the 'new' roles of scrum master of product owner.<\/p>\n\n\n\n
        On the face of it, such questions seem simple to answer. One could say, just refer to the documentation related to the model being adopted and pick people to fill those roles.<\/p>\n\n\n\n
        I wish it was as simple.<\/p>\n\n\n\n
        Most of the time, re-designating a person does not change the style or way of working.<\/p>\n\n\n\n
        In some organizations, transformation exercises list the new roles and drop some old roles [typically, those that may have a 'manager' prefix or suffix].<\/p>\n\n\n\n
        So, many managers want to become Scrum Masters or Product Owners.<\/p>\n\n\n\n
        In many such instances, the persons continue to function the way they used to, with just new titles.<\/p>\n\n\n\n
        In my sessions with teams, one of the important topics that I stress on is role clarity.<\/p>\n\n\n\n
        When we talk of Agile teams \u2013 the essential characteristics include<\/p>\n\n\n\n
        \n
        The ability to self-organize<\/li>\n\n\n\n
        Owning the deliverables [outputs] as a team<\/li>\n<\/ul>\n\n\n\n
        If the re-designated managers are not able to re-calibrate themselves to effectively enable these aspects, the tendency to continue to adopt a directive style or expect a manager-subordinate reporting relationship will continue.<\/p>\n\n\n\n
        These, one would appreciate, are not just anti-patterns, but are seeds for dysfunctions at a team level.<\/p>\n\n\n\n
        In order to become or enable teams to become high performing, what is expected of the Scrum Master role is to be a facilitator.<\/p>\n\n\n\n
        While one may carry a title or designation of a Manager \u2013 that could be more for organizational hierarchy and managing spans of control.<\/p>\n\n\n\n
        In the context of a team, there are activities to be owned and performed by all members. In that sense, a neutral title for everyone part of a team could be just 'member'.<\/p>\n\n\n\n
        Each person may play one or more roles. A Developer could also be a Reviewer. A tester could also be an automation programmer. A team lead could also be an architect .. and so on..<\/p>\n\n\n\n
        With many teams preferring to have 'full stack developers', every member would have the flexibility of playing different roles, based on the need of the hour, to meet the team goals \u2013 for an iteration or release.<\/p>\n\n\n\n
        Some tips to make this work well:<\/p>\n\n\n\n
        \n
        Make sure that ALL activities needed in the team are owned by at least one role<\/li>\n\n\n\n
        There may be multiple persons playing similar or same roles, depending on the team and project requirements<\/li>\n<\/ul>\n\n\n\n
        To summarize:<\/p>\n\n\n\n
        \n
        A title is more representative of the position in an organization structure and would have some associated expectations in terms of the areas of contribution. May also be known as a designation or rank. Typically, an individual will have only one title at a time<\/li>\n\n\n\n
        A role, which may or may not be explicitly articulated, determines the contributions and influence on the outputs or outcomes [when extended beyond the development team]. An individual might play multiple roles in the context of a team and, sometimes, different roles in different teams \u2013 in parallel<\/li>\n\n\n\n
        To help individuals play roles effectively, role based mentoring and coaching may be considered<\/li>\n<\/ul>\n\n\n\n
        What has been your approach and experience with identifying or playing roles vis-\u00e0-vis titles?<\/p>\n\n\n\n
        I am eager to know<\/p>\n","post_title":"Role and Title \u2013 what is the difference?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"role-and-title-what-is-the-difference","to_ping":"","pinged":"","post_modified":"2024-01-29 11:36:36","post_modified_gmt":"2024-01-29 11:36:36","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19138","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};
        
        Page 1 of 7 1 2 … 7 Next
        
        \n
        Recently, when I was making the morning Congee, it was a lightbulb moment \u2013 to see different approaches similar to some patterns and anti-patterns we see in teams and organizations with transformation initiatives.<\/p>\n\n\n\n
        We see the organization as a structured and organized system, that has settled into its own pace and shape, even if not uniform.<\/p>\n\n\n\n
        Any change is likely to bring in uncertainty, anxiety among the members and hence we want to tread cautiously. But, we have a rough idea of what element to bring in \u2013 be it digital transformation or delivery agility or process efficiency, defect prevention etc.<\/p>\n\n\n\n
        One consideration that usually weighs heavy is not to ruffle any feathers the wrong way. This is the case of the mot common anti-pattern, of 'action on the periphery'<\/p>\n\n\n\n
        While this may appear as a lot of activity involving the teams \u2013 and, in many cases, just the team members \u2013 the core portions may still remain untouched or influenced very little.<\/p>\n\n\n\n
        The result is \u2013 patchy impact, that would not give any significant or sustainable improvement.<\/p>\n\n\n\n
        When you get external support from a consultant or coach, to get an outside-in perspective, the effects are still patchy.<\/p>\n\n\n\n
        From our experience, I can say that to get a greater impact, the scope of transformation initiatives should involve \u2013 and preferably led, with active participation by, senior leaders.<\/p>\n\n\n\n
        The actual catalyst for such approaches would be a coach who has access to and is connected in the day to day activities of the teams, through embedded coaching.<\/p>\n\n\n\n
        In this approach the coach is pretty much part of the team in various activities as an observer and guide. This helps the coach get a better understanding of the context and constraints and relate to the needs and aspirations of the team. This also helps build a trusted relationship between the coach and the teams.<\/p>\n\n\n\n
        Establishing communities of interest and practice \u2013 with the guidance of the coach as needed \u2013 will help in establishing connections across the organization and also enable constructive collisions of ideas across teams. Such opportunities can accelerate breakthrough practice improvements across the board.<\/p>\n\n\n\n
        This also helps in creating more homogeneous ways of working across the organization.<\/p>\n\n\n\n
        Now, it is the time to assess the achievements and refine approaches needed to sustain the benefits of transformation across the organization. Be ready to add the required additional elements [water in the case of the Congee]<\/p>\n\n\n\n
        While you may get started with this autopilot mode where teams are taking ownership and also self organizing among themselves, having platforms for sharing and learning as well as periodic peer reviews and shared improvement initiatives will help sustain the excellence culture.<\/p>\n\n\n\n
        I have captured the above thoughts in a visualization of making Congee, in about 6 minutes.<\/p>\n\n\n\n
        \nhttps:\/\/www.youtube.com\/embed\/8A1LPIHr7sU\n<\/div><\/figure>\n\n\n\n
        Now that you have the recipe for success for your organizational transformation, what is holding you back?<\/span><\/p>\n\n\n\n
        Do share your stories and analogies that have worked well or not so well in your context.<\/p>\n","post_title":"Transform your organization like you would make Congee","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"transform-your-organization-like-you-would-make-congee","to_ping":"","pinged":"","post_modified":"2024-01-29 11:34:04","post_modified_gmt":"2024-01-29 11:34:04","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19649","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":19673,"post_author":"30","post_date":"2022-02-19 11:54:43","post_date_gmt":"2022-02-19 06:24:43","post_content":"\n
        $\"\"$ <\/figure>\n\n\n\n
        One of the frequently asked questions I get from teams starting out to adopt the OKR framework - Objectives and Key results, is how to distinguish between an objective and a Key result.<\/p>\n\n\n\n
        Additionally, how do we word these - so that there is less or no ambiguity.<\/p>\n\n\n\n
        While a detailed treatment of OKRs would need to go beyond a blog post, in this Chow, the following exercise to tag statements as an Objective or Key Result would help understand better.<\/p>\n\n\n\n
        To oversimplify the difference, consider Objectives as the equivalent of Outcomes desired. Outomes normally also have an association expectation of a change in behavior, such as a purchase decision or changing a habit.<\/p>\n\n\n\n
        The Key Results would be indicators that can be measured - or, sometimes, sensed and can act as interim steps or goals. these may indicate specific actions to be taken by the team owning an objective or outputs to be created,<\/p>\n\n\n\n
        Check your understanding with the fun quiz below.<\/p>\n\n\n\n
        <\/p>\n","post_title":"Chow # 283 - Objective or Key Result","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-283-objective-or-key-result","to_ping":"","pinged":"","post_modified":"2024-09-06 15:16:51","post_modified_gmt":"2024-09-06 09:46:51","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19673","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":19142,"post_author":"30","post_date":"2021-09-12 16:17:00","post_date_gmt":"2021-09-12 10:47:00","post_content":"\n
        Commutronix is a highly watched startup, starting to disrupt the electric vehicle technology space. Commutronix does not manufacture vehicles. Rather they almost dominate the EV space by providing core technologies to OEMs and almost all EV manufacturers have incorporated their solutions into their product lines.<\/p>\n\n\n\n
        As the expectations of long range performance and superfast charging started increasing from customers, Commutronix launched a new initiative to incorporate real time analytics of vehicle performance by monitoring critical parameters and also adjust key parameters for various subsystems to achieve the goals considering the driving styles also in addition to the physical and mechanical parameters.<\/p>\n\n\n\n
        This was considered an ideal project for the data sciences team, as it would involve a lot of modeling, analysis and inferencing. The first thought was to have the Product Owner from the Data Sciences team,<\/p>\n\n\n\n
        The engineering team, however, was skeptical. They felt that there is a significant amount of work in interfacing with the sensors, the cloud based knowledge hub and the need for a driver override meant a responsive, effective UI \u2013 and so, the Product Owner must be from the engineering team.<\/p>\n\n\n\n
        The marketing team felt that they are in the best position to give direction to this feature, as they are closest to the customers and would know how best to prioritize and scope the requirements.<\/p>\n\n\n\n
        After a 3 hour discussion, the leaders had two choices before them.<\/p>\n\n\n\n
        One \u2013 toss a coin and decide? But how to pick from three options with a coin? Someone suggested the throw of dice..<\/p>\n\n\n\n
        In order to avoid another long \u2013 potentially inconclusive \u2013 meeting, they chose option two.<\/p>\n\n\n\n
        That is to ask you<\/strong>, what they should do.<\/p>\n\n\n\n
        What would be your advice?<\/p>\n\n\n\n
        Suggested solution:<\/p>\n\n\n\n
        <\/span>
        <\/span><\/span><\/p>\n","post_title":"Chow # 265 - Which functional organization should a Product Owner be from?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-265-which-functional-organization-should-a-product-owner-be-from","to_ping":"","pinged":"","post_modified":"2024-01-30 05:48:16","post_modified_gmt":"2024-01-30 05:48:16","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19142","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":19138,"post_author":"30","post_date":"2021-09-12 15:01:47","post_date_gmt":"2021-09-12 09:31:47","post_content":"\n
        One question that I get regularly from most teams and organizations that I have coached in their Agility journeys, is related to choosing the persons to play the 'new' roles of scrum master of product owner.<\/p>\n\n\n\n
        On the face of it, such questions seem simple to answer. One could say, just refer to the documentation related to the model being adopted and pick people to fill those roles.<\/p>\n\n\n\n
        I wish it was as simple.<\/p>\n\n\n\n
        Most of the time, re-designating a person does not change the style or way of working.<\/p>\n\n\n\n
        In some organizations, transformation exercises list the new roles and drop some old roles [typically, those that may have a 'manager' prefix or suffix].<\/p>\n\n\n\n
        So, many managers want to become Scrum Masters or Product Owners.<\/p>\n\n\n\n
        In many such instances, the persons continue to function the way they used to, with just new titles.<\/p>\n\n\n\n
        In my sessions with teams, one of the important topics that I stress on is role clarity.<\/p>\n\n\n\n
        When we talk of Agile teams \u2013 the essential characteristics include<\/p>\n\n\n\n
        \n
        The ability to self-organize<\/li>\n\n\n\n
        Owning the deliverables [outputs] as a team<\/li>\n<\/ul>\n\n\n\n
        If the re-designated managers are not able to re-calibrate themselves to effectively enable these aspects, the tendency to continue to adopt a directive style or expect a manager-subordinate reporting relationship will continue.<\/p>\n\n\n\n
        These, one would appreciate, are not just anti-patterns, but are seeds for dysfunctions at a team level.<\/p>\n\n\n\n
        In order to become or enable teams to become high performing, what is expected of the Scrum Master role is to be a facilitator.<\/p>\n\n\n\n
        While one may carry a title or designation of a Manager \u2013 that could be more for organizational hierarchy and managing spans of control.<\/p>\n\n\n\n
        In the context of a team, there are activities to be owned and performed by all members. In that sense, a neutral title for everyone part of a team could be just 'member'.<\/p>\n\n\n\n
        Each person may play one or more roles. A Developer could also be a Reviewer. A tester could also be an automation programmer. A team lead could also be an architect .. and so on..<\/p>\n\n\n\n
        With many teams preferring to have 'full stack developers', every member would have the flexibility of playing different roles, based on the need of the hour, to meet the team goals \u2013 for an iteration or release.<\/p>\n\n\n\n
        Some tips to make this work well:<\/p>\n\n\n\n
        \n
        Make sure that ALL activities needed in the team are owned by at least one role<\/li>\n\n\n\n
        There may be multiple persons playing similar or same roles, depending on the team and project requirements<\/li>\n<\/ul>\n\n\n\n
        To summarize:<\/p>\n\n\n\n
        \n
        A title is more representative of the position in an organization structure and would have some associated expectations in terms of the areas of contribution. May also be known as a designation or rank. Typically, an individual will have only one title at a time<\/li>\n\n\n\n
        A role, which may or may not be explicitly articulated, determines the contributions and influence on the outputs or outcomes [when extended beyond the development team]. An individual might play multiple roles in the context of a team and, sometimes, different roles in different teams \u2013 in parallel<\/li>\n\n\n\n
        To help individuals play roles effectively, role based mentoring and coaching may be considered<\/li>\n<\/ul>\n\n\n\n
        What has been your approach and experience with identifying or playing roles vis-\u00e0-vis titles?<\/p>\n\n\n\n
        I am eager to know<\/p>\n","post_title":"Role and Title \u2013 what is the difference?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"role-and-title-what-is-the-difference","to_ping":"","pinged":"","post_modified":"2024-01-29 11:36:36","post_modified_gmt":"2024-01-29 11:36:36","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19138","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};
        
        Page 1 of 7 1 2 … 7 Next
        
        \n
        The book has a lot more detailed examples including situations involving some of the high performers who were more self-centric and concerned with their own success and image, and how he was able to help them turn into more team players and mentors to other less experienced players.<\/p>\n","post_title":"Eleven Rings for a Scrum Master","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"eleven-rings-for-a-scrum-master","to_ping":"","pinged":"","post_modified":"2024-01-29 11:31:55","post_modified_gmt":"2024-01-29 11:31:55","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19967","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"2","filter":"raw"},{"ID":19649,"post_author":"30","post_date":"2022-02-19 12:24:26","post_date_gmt":"2022-02-19 06:54:26","post_content":"\n
        Recently, when I was making the morning Congee, it was a lightbulb moment \u2013 to see different approaches similar to some patterns and anti-patterns we see in teams and organizations with transformation initiatives.<\/p>\n\n\n\n
        We see the organization as a structured and organized system, that has settled into its own pace and shape, even if not uniform.<\/p>\n\n\n\n
        Any change is likely to bring in uncertainty, anxiety among the members and hence we want to tread cautiously. But, we have a rough idea of what element to bring in \u2013 be it digital transformation or delivery agility or process efficiency, defect prevention etc.<\/p>\n\n\n\n
        One consideration that usually weighs heavy is not to ruffle any feathers the wrong way. This is the case of the mot common anti-pattern, of 'action on the periphery'<\/p>\n\n\n\n
        While this may appear as a lot of activity involving the teams \u2013 and, in many cases, just the team members \u2013 the core portions may still remain untouched or influenced very little.<\/p>\n\n\n\n
        The result is \u2013 patchy impact, that would not give any significant or sustainable improvement.<\/p>\n\n\n\n
        When you get external support from a consultant or coach, to get an outside-in perspective, the effects are still patchy.<\/p>\n\n\n\n
        From our experience, I can say that to get a greater impact, the scope of transformation initiatives should involve \u2013 and preferably led, with active participation by, senior leaders.<\/p>\n\n\n\n
        The actual catalyst for such approaches would be a coach who has access to and is connected in the day to day activities of the teams, through embedded coaching.<\/p>\n\n\n\n
        In this approach the coach is pretty much part of the team in various activities as an observer and guide. This helps the coach get a better understanding of the context and constraints and relate to the needs and aspirations of the team. This also helps build a trusted relationship between the coach and the teams.<\/p>\n\n\n\n
        Establishing communities of interest and practice \u2013 with the guidance of the coach as needed \u2013 will help in establishing connections across the organization and also enable constructive collisions of ideas across teams. Such opportunities can accelerate breakthrough practice improvements across the board.<\/p>\n\n\n\n
        This also helps in creating more homogeneous ways of working across the organization.<\/p>\n\n\n\n
        Now, it is the time to assess the achievements and refine approaches needed to sustain the benefits of transformation across the organization. Be ready to add the required additional elements [water in the case of the Congee]<\/p>\n\n\n\n
        While you may get started with this autopilot mode where teams are taking ownership and also self organizing among themselves, having platforms for sharing and learning as well as periodic peer reviews and shared improvement initiatives will help sustain the excellence culture.<\/p>\n\n\n\n
        I have captured the above thoughts in a visualization of making Congee, in about 6 minutes.<\/p>\n\n\n\n
        \nhttps:\/\/www.youtube.com\/embed\/8A1LPIHr7sU\n<\/div><\/figure>\n\n\n\n
        Now that you have the recipe for success for your organizational transformation, what is holding you back?<\/span><\/p>\n\n\n\n
        Do share your stories and analogies that have worked well or not so well in your context.<\/p>\n","post_title":"Transform your organization like you would make Congee","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"transform-your-organization-like-you-would-make-congee","to_ping":"","pinged":"","post_modified":"2024-01-29 11:34:04","post_modified_gmt":"2024-01-29 11:34:04","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19649","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":19673,"post_author":"30","post_date":"2022-02-19 11:54:43","post_date_gmt":"2022-02-19 06:24:43","post_content":"\n
        $\"\"$ <\/figure>\n\n\n\n
        One of the frequently asked questions I get from teams starting out to adopt the OKR framework - Objectives and Key results, is how to distinguish between an objective and a Key result.<\/p>\n\n\n\n
        Additionally, how do we word these - so that there is less or no ambiguity.<\/p>\n\n\n\n
        While a detailed treatment of OKRs would need to go beyond a blog post, in this Chow, the following exercise to tag statements as an Objective or Key Result would help understand better.<\/p>\n\n\n\n
        To oversimplify the difference, consider Objectives as the equivalent of Outcomes desired. Outomes normally also have an association expectation of a change in behavior, such as a purchase decision or changing a habit.<\/p>\n\n\n\n
        The Key Results would be indicators that can be measured - or, sometimes, sensed and can act as interim steps or goals. these may indicate specific actions to be taken by the team owning an objective or outputs to be created,<\/p>\n\n\n\n
        Check your understanding with the fun quiz below.<\/p>\n\n\n\n
        <\/p>\n","post_title":"Chow # 283 - Objective or Key Result","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-283-objective-or-key-result","to_ping":"","pinged":"","post_modified":"2024-09-06 15:16:51","post_modified_gmt":"2024-09-06 09:46:51","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19673","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":19142,"post_author":"30","post_date":"2021-09-12 16:17:00","post_date_gmt":"2021-09-12 10:47:00","post_content":"\n
        Commutronix is a highly watched startup, starting to disrupt the electric vehicle technology space. Commutronix does not manufacture vehicles. Rather they almost dominate the EV space by providing core technologies to OEMs and almost all EV manufacturers have incorporated their solutions into their product lines.<\/p>\n\n\n\n
        As the expectations of long range performance and superfast charging started increasing from customers, Commutronix launched a new initiative to incorporate real time analytics of vehicle performance by monitoring critical parameters and also adjust key parameters for various subsystems to achieve the goals considering the driving styles also in addition to the physical and mechanical parameters.<\/p>\n\n\n\n
        This was considered an ideal project for the data sciences team, as it would involve a lot of modeling, analysis and inferencing. The first thought was to have the Product Owner from the Data Sciences team,<\/p>\n\n\n\n
        The engineering team, however, was skeptical. They felt that there is a significant amount of work in interfacing with the sensors, the cloud based knowledge hub and the need for a driver override meant a responsive, effective UI \u2013 and so, the Product Owner must be from the engineering team.<\/p>\n\n\n\n
        The marketing team felt that they are in the best position to give direction to this feature, as they are closest to the customers and would know how best to prioritize and scope the requirements.<\/p>\n\n\n\n
        After a 3 hour discussion, the leaders had two choices before them.<\/p>\n\n\n\n
        One \u2013 toss a coin and decide? But how to pick from three options with a coin? Someone suggested the throw of dice..<\/p>\n\n\n\n
        In order to avoid another long \u2013 potentially inconclusive \u2013 meeting, they chose option two.<\/p>\n\n\n\n
        That is to ask you<\/strong>, what they should do.<\/p>\n\n\n\n
        What would be your advice?<\/p>\n\n\n\n
        Suggested solution:<\/p>\n\n\n\n
        <\/span>
        <\/span><\/span><\/p>\n","post_title":"Chow # 265 - Which functional organization should a Product Owner be from?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-265-which-functional-organization-should-a-product-owner-be-from","to_ping":"","pinged":"","post_modified":"2024-01-30 05:48:16","post_modified_gmt":"2024-01-30 05:48:16","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19142","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":19138,"post_author":"30","post_date":"2021-09-12 15:01:47","post_date_gmt":"2021-09-12 09:31:47","post_content":"\n
        One question that I get regularly from most teams and organizations that I have coached in their Agility journeys, is related to choosing the persons to play the 'new' roles of scrum master of product owner.<\/p>\n\n\n\n
        On the face of it, such questions seem simple to answer. One could say, just refer to the documentation related to the model being adopted and pick people to fill those roles.<\/p>\n\n\n\n
        I wish it was as simple.<\/p>\n\n\n\n
        Most of the time, re-designating a person does not change the style or way of working.<\/p>\n\n\n\n
        In some organizations, transformation exercises list the new roles and drop some old roles [typically, those that may have a 'manager' prefix or suffix].<\/p>\n\n\n\n
        So, many managers want to become Scrum Masters or Product Owners.<\/p>\n\n\n\n
        In many such instances, the persons continue to function the way they used to, with just new titles.<\/p>\n\n\n\n
        In my sessions with teams, one of the important topics that I stress on is role clarity.<\/p>\n\n\n\n
        When we talk of Agile teams \u2013 the essential characteristics include<\/p>\n\n\n\n
        \n
        The ability to self-organize<\/li>\n\n\n\n
        Owning the deliverables [outputs] as a team<\/li>\n<\/ul>\n\n\n\n
        If the re-designated managers are not able to re-calibrate themselves to effectively enable these aspects, the tendency to continue to adopt a directive style or expect a manager-subordinate reporting relationship will continue.<\/p>\n\n\n\n
        These, one would appreciate, are not just anti-patterns, but are seeds for dysfunctions at a team level.<\/p>\n\n\n\n
        In order to become or enable teams to become high performing, what is expected of the Scrum Master role is to be a facilitator.<\/p>\n\n\n\n
        While one may carry a title or designation of a Manager \u2013 that could be more for organizational hierarchy and managing spans of control.<\/p>\n\n\n\n
        In the context of a team, there are activities to be owned and performed by all members. In that sense, a neutral title for everyone part of a team could be just 'member'.<\/p>\n\n\n\n
        Each person may play one or more roles. A Developer could also be a Reviewer. A tester could also be an automation programmer. A team lead could also be an architect .. and so on..<\/p>\n\n\n\n
        With many teams preferring to have 'full stack developers', every member would have the flexibility of playing different roles, based on the need of the hour, to meet the team goals \u2013 for an iteration or release.<\/p>\n\n\n\n
        Some tips to make this work well:<\/p>\n\n\n\n
        \n
        Make sure that ALL activities needed in the team are owned by at least one role<\/li>\n\n\n\n
        There may be multiple persons playing similar or same roles, depending on the team and project requirements<\/li>\n<\/ul>\n\n\n\n
        To summarize:<\/p>\n\n\n\n
        \n
        A title is more representative of the position in an organization structure and would have some associated expectations in terms of the areas of contribution. May also be known as a designation or rank. Typically, an individual will have only one title at a time<\/li>\n\n\n\n
        A role, which may or may not be explicitly articulated, determines the contributions and influence on the outputs or outcomes [when extended beyond the development team]. An individual might play multiple roles in the context of a team and, sometimes, different roles in different teams \u2013 in parallel<\/li>\n\n\n\n
        To help individuals play roles effectively, role based mentoring and coaching may be considered<\/li>\n<\/ul>\n\n\n\n
        What has been your approach and experience with identifying or playing roles vis-\u00e0-vis titles?<\/p>\n\n\n\n
        I am eager to know<\/p>\n","post_title":"Role and Title \u2013 what is the difference?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"role-and-title-what-is-the-difference","to_ping":"","pinged":"","post_modified":"2024-01-29 11:36:36","post_modified_gmt":"2024-01-29 11:36:36","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19138","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};
        
        Page 1 of 7 1 2 … 7 Next
        
        \n
        Forget the Ring<\/strong>
        This is also a point that is easier said than done. When one is so involved in the action, it is not easy to ignore or forget the result and the urge to win. Phil Jackson says, 'obsessing about winning is a loser's game.' The main reason he says, is that such a focus would lead to one losing control of one's emotions. He says, 'The most we can hope for is to create the best possible conditions for success, then let go of the outcome.' <\/span><\/p><\/li>\n<\/ol>\n\n\n\n
        The book has a lot more detailed examples including situations involving some of the high performers who were more self-centric and concerned with their own success and image, and how he was able to help them turn into more team players and mentors to other less experienced players.<\/p>\n","post_title":"Eleven Rings for a Scrum Master","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"eleven-rings-for-a-scrum-master","to_ping":"","pinged":"","post_modified":"2024-01-29 11:31:55","post_modified_gmt":"2024-01-29 11:31:55","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19967","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"2","filter":"raw"},{"ID":19649,"post_author":"30","post_date":"2022-02-19 12:24:26","post_date_gmt":"2022-02-19 06:54:26","post_content":"\n
        Recently, when I was making the morning Congee, it was a lightbulb moment \u2013 to see different approaches similar to some patterns and anti-patterns we see in teams and organizations with transformation initiatives.<\/p>\n\n\n\n
        We see the organization as a structured and organized system, that has settled into its own pace and shape, even if not uniform.<\/p>\n\n\n\n
        Any change is likely to bring in uncertainty, anxiety among the members and hence we want to tread cautiously. But, we have a rough idea of what element to bring in \u2013 be it digital transformation or delivery agility or process efficiency, defect prevention etc.<\/p>\n\n\n\n
        One consideration that usually weighs heavy is not to ruffle any feathers the wrong way. This is the case of the mot common anti-pattern, of 'action on the periphery'<\/p>\n\n\n\n
        While this may appear as a lot of activity involving the teams \u2013 and, in many cases, just the team members \u2013 the core portions may still remain untouched or influenced very little.<\/p>\n\n\n\n
        The result is \u2013 patchy impact, that would not give any significant or sustainable improvement.<\/p>\n\n\n\n
        When you get external support from a consultant or coach, to get an outside-in perspective, the effects are still patchy.<\/p>\n\n\n\n
        From our experience, I can say that to get a greater impact, the scope of transformation initiatives should involve \u2013 and preferably led, with active participation by, senior leaders.<\/p>\n\n\n\n
        The actual catalyst for such approaches would be a coach who has access to and is connected in the day to day activities of the teams, through embedded coaching.<\/p>\n\n\n\n
        In this approach the coach is pretty much part of the team in various activities as an observer and guide. This helps the coach get a better understanding of the context and constraints and relate to the needs and aspirations of the team. This also helps build a trusted relationship between the coach and the teams.<\/p>\n\n\n\n
        Establishing communities of interest and practice \u2013 with the guidance of the coach as needed \u2013 will help in establishing connections across the organization and also enable constructive collisions of ideas across teams. Such opportunities can accelerate breakthrough practice improvements across the board.<\/p>\n\n\n\n
        This also helps in creating more homogeneous ways of working across the organization.<\/p>\n\n\n\n
        Now, it is the time to assess the achievements and refine approaches needed to sustain the benefits of transformation across the organization. Be ready to add the required additional elements [water in the case of the Congee]<\/p>\n\n\n\n
        While you may get started with this autopilot mode where teams are taking ownership and also self organizing among themselves, having platforms for sharing and learning as well as periodic peer reviews and shared improvement initiatives will help sustain the excellence culture.<\/p>\n\n\n\n
        I have captured the above thoughts in a visualization of making Congee, in about 6 minutes.<\/p>\n\n\n\n
        \nhttps:\/\/www.youtube.com\/embed\/8A1LPIHr7sU\n<\/div><\/figure>\n\n\n\n
        Now that you have the recipe for success for your organizational transformation, what is holding you back?<\/span><\/p>\n\n\n\n
        Do share your stories and analogies that have worked well or not so well in your context.<\/p>\n","post_title":"Transform your organization like you would make Congee","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"transform-your-organization-like-you-would-make-congee","to_ping":"","pinged":"","post_modified":"2024-01-29 11:34:04","post_modified_gmt":"2024-01-29 11:34:04","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19649","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":19673,"post_author":"30","post_date":"2022-02-19 11:54:43","post_date_gmt":"2022-02-19 06:24:43","post_content":"\n
        $\"\"$ <\/figure>\n\n\n\n
        One of the frequently asked questions I get from teams starting out to adopt the OKR framework - Objectives and Key results, is how to distinguish between an objective and a Key result.<\/p>\n\n\n\n
        Additionally, how do we word these - so that there is less or no ambiguity.<\/p>\n\n\n\n
        While a detailed treatment of OKRs would need to go beyond a blog post, in this Chow, the following exercise to tag statements as an Objective or Key Result would help understand better.<\/p>\n\n\n\n
        To oversimplify the difference, consider Objectives as the equivalent of Outcomes desired. Outomes normally also have an association expectation of a change in behavior, such as a purchase decision or changing a habit.<\/p>\n\n\n\n
        The Key Results would be indicators that can be measured - or, sometimes, sensed and can act as interim steps or goals. these may indicate specific actions to be taken by the team owning an objective or outputs to be created,<\/p>\n\n\n\n
        Check your understanding with the fun quiz below.<\/p>\n\n\n\n
        <\/p>\n","post_title":"Chow # 283 - Objective or Key Result","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-283-objective-or-key-result","to_ping":"","pinged":"","post_modified":"2024-09-06 15:16:51","post_modified_gmt":"2024-09-06 09:46:51","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19673","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":19142,"post_author":"30","post_date":"2021-09-12 16:17:00","post_date_gmt":"2021-09-12 10:47:00","post_content":"\n
        Commutronix is a highly watched startup, starting to disrupt the electric vehicle technology space. Commutronix does not manufacture vehicles. Rather they almost dominate the EV space by providing core technologies to OEMs and almost all EV manufacturers have incorporated their solutions into their product lines.<\/p>\n\n\n\n
        As the expectations of long range performance and superfast charging started increasing from customers, Commutronix launched a new initiative to incorporate real time analytics of vehicle performance by monitoring critical parameters and also adjust key parameters for various subsystems to achieve the goals considering the driving styles also in addition to the physical and mechanical parameters.<\/p>\n\n\n\n
        This was considered an ideal project for the data sciences team, as it would involve a lot of modeling, analysis and inferencing. The first thought was to have the Product Owner from the Data Sciences team,<\/p>\n\n\n\n
        The engineering team, however, was skeptical. They felt that there is a significant amount of work in interfacing with the sensors, the cloud based knowledge hub and the need for a driver override meant a responsive, effective UI \u2013 and so, the Product Owner must be from the engineering team.<\/p>\n\n\n\n
        The marketing team felt that they are in the best position to give direction to this feature, as they are closest to the customers and would know how best to prioritize and scope the requirements.<\/p>\n\n\n\n
        After a 3 hour discussion, the leaders had two choices before them.<\/p>\n\n\n\n
        One \u2013 toss a coin and decide? But how to pick from three options with a coin? Someone suggested the throw of dice..<\/p>\n\n\n\n
        In order to avoid another long \u2013 potentially inconclusive \u2013 meeting, they chose option two.<\/p>\n\n\n\n
        That is to ask you<\/strong>, what they should do.<\/p>\n\n\n\n
        What would be your advice?<\/p>\n\n\n\n
        Suggested solution:<\/p>\n\n\n\n
        <\/span>
        <\/span><\/span><\/p>\n","post_title":"Chow # 265 - Which functional organization should a Product Owner be from?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-265-which-functional-organization-should-a-product-owner-be-from","to_ping":"","pinged":"","post_modified":"2024-01-30 05:48:16","post_modified_gmt":"2024-01-30 05:48:16","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19142","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":19138,"post_author":"30","post_date":"2021-09-12 15:01:47","post_date_gmt":"2021-09-12 09:31:47","post_content":"\n
        One question that I get regularly from most teams and organizations that I have coached in their Agility journeys, is related to choosing the persons to play the 'new' roles of scrum master of product owner.<\/p>\n\n\n\n
        On the face of it, such questions seem simple to answer. One could say, just refer to the documentation related to the model being adopted and pick people to fill those roles.<\/p>\n\n\n\n
        I wish it was as simple.<\/p>\n\n\n\n
        Most of the time, re-designating a person does not change the style or way of working.<\/p>\n\n\n\n
        In some organizations, transformation exercises list the new roles and drop some old roles [typically, those that may have a 'manager' prefix or suffix].<\/p>\n\n\n\n
        So, many managers want to become Scrum Masters or Product Owners.<\/p>\n\n\n\n
        In many such instances, the persons continue to function the way they used to, with just new titles.<\/p>\n\n\n\n
        In my sessions with teams, one of the important topics that I stress on is role clarity.<\/p>\n\n\n\n
        When we talk of Agile teams \u2013 the essential characteristics include<\/p>\n\n\n\n
        \n
        The ability to self-organize<\/li>\n\n\n\n
        Owning the deliverables [outputs] as a team<\/li>\n<\/ul>\n\n\n\n
        If the re-designated managers are not able to re-calibrate themselves to effectively enable these aspects, the tendency to continue to adopt a directive style or expect a manager-subordinate reporting relationship will continue.<\/p>\n\n\n\n
        These, one would appreciate, are not just anti-patterns, but are seeds for dysfunctions at a team level.<\/p>\n\n\n\n
        In order to become or enable teams to become high performing, what is expected of the Scrum Master role is to be a facilitator.<\/p>\n\n\n\n
        While one may carry a title or designation of a Manager \u2013 that could be more for organizational hierarchy and managing spans of control.<\/p>\n\n\n\n
        In the context of a team, there are activities to be owned and performed by all members. In that sense, a neutral title for everyone part of a team could be just 'member'.<\/p>\n\n\n\n
        Each person may play one or more roles. A Developer could also be a Reviewer. A tester could also be an automation programmer. A team lead could also be an architect .. and so on..<\/p>\n\n\n\n
        With many teams preferring to have 'full stack developers', every member would have the flexibility of playing different roles, based on the need of the hour, to meet the team goals \u2013 for an iteration or release.<\/p>\n\n\n\n
        Some tips to make this work well:<\/p>\n\n\n\n
        \n
        Make sure that ALL activities needed in the team are owned by at least one role<\/li>\n\n\n\n
        There may be multiple persons playing similar or same roles, depending on the team and project requirements<\/li>\n<\/ul>\n\n\n\n
        To summarize:<\/p>\n\n\n\n
        \n
        A title is more representative of the position in an organization structure and would have some associated expectations in terms of the areas of contribution. May also be known as a designation or rank. Typically, an individual will have only one title at a time<\/li>\n\n\n\n
        A role, which may or may not be explicitly articulated, determines the contributions and influence on the outputs or outcomes [when extended beyond the development team]. An individual might play multiple roles in the context of a team and, sometimes, different roles in different teams \u2013 in parallel<\/li>\n\n\n\n
        To help individuals play roles effectively, role based mentoring and coaching may be considered<\/li>\n<\/ul>\n\n\n\n
        What has been your approach and experience with identifying or playing roles vis-\u00e0-vis titles?<\/p>\n\n\n\n
        I am eager to know<\/p>\n","post_title":"Role and Title \u2013 what is the difference?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"role-and-title-what-is-the-difference","to_ping":"","pinged":"","post_modified":"2024-01-29 11:36:36","post_modified_gmt":"2024-01-29 11:36:36","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19138","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};
        
        Page 1 of 7 1 2 … 7 Next
        
        \n
        When in Doubt, Do Nothing<\/strong>
        One of the key responsibilities of a Scrum Master if to remove impediments. This may not be quite simple at times. For an action-oriented person, it may be difficult to not do anything and observe the situation resolve itself. But, sometimes, it is best to not do anything. The triaging technique used by many teams \u2013 including emergency medical response teams \u2013 also suggests that in some situations, it is best to not do anything. This will come with experience. <\/span><\/p><\/li>\n\n\n\n
        Forget the Ring<\/strong>
        This is also a point that is easier said than done. When one is so involved in the action, it is not easy to ignore or forget the result and the urge to win. Phil Jackson says, 'obsessing about winning is a loser's game.' The main reason he says, is that such a focus would lead to one losing control of one's emotions. He says, 'The most we can hope for is to create the best possible conditions for success, then let go of the outcome.' <\/span><\/p><\/li>\n<\/ol>\n\n\n\n
        The book has a lot more detailed examples including situations involving some of the high performers who were more self-centric and concerned with their own success and image, and how he was able to help them turn into more team players and mentors to other less experienced players.<\/p>\n","post_title":"Eleven Rings for a Scrum Master","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"eleven-rings-for-a-scrum-master","to_ping":"","pinged":"","post_modified":"2024-01-29 11:31:55","post_modified_gmt":"2024-01-29 11:31:55","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19967","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"2","filter":"raw"},{"ID":19649,"post_author":"30","post_date":"2022-02-19 12:24:26","post_date_gmt":"2022-02-19 06:54:26","post_content":"\n
        Recently, when I was making the morning Congee, it was a lightbulb moment \u2013 to see different approaches similar to some patterns and anti-patterns we see in teams and organizations with transformation initiatives.<\/p>\n\n\n\n
        We see the organization as a structured and organized system, that has settled into its own pace and shape, even if not uniform.<\/p>\n\n\n\n
        Any change is likely to bring in uncertainty, anxiety among the members and hence we want to tread cautiously. But, we have a rough idea of what element to bring in \u2013 be it digital transformation or delivery agility or process efficiency, defect prevention etc.<\/p>\n\n\n\n
        One consideration that usually weighs heavy is not to ruffle any feathers the wrong way. This is the case of the mot common anti-pattern, of 'action on the periphery'<\/p>\n\n\n\n
        While this may appear as a lot of activity involving the teams \u2013 and, in many cases, just the team members \u2013 the core portions may still remain untouched or influenced very little.<\/p>\n\n\n\n
        The result is \u2013 patchy impact, that would not give any significant or sustainable improvement.<\/p>\n\n\n\n
        When you get external support from a consultant or coach, to get an outside-in perspective, the effects are still patchy.<\/p>\n\n\n\n
        From our experience, I can say that to get a greater impact, the scope of transformation initiatives should involve \u2013 and preferably led, with active participation by, senior leaders.<\/p>\n\n\n\n
        The actual catalyst for such approaches would be a coach who has access to and is connected in the day to day activities of the teams, through embedded coaching.<\/p>\n\n\n\n
        In this approach the coach is pretty much part of the team in various activities as an observer and guide. This helps the coach get a better understanding of the context and constraints and relate to the needs and aspirations of the team. This also helps build a trusted relationship between the coach and the teams.<\/p>\n\n\n\n
        Establishing communities of interest and practice \u2013 with the guidance of the coach as needed \u2013 will help in establishing connections across the organization and also enable constructive collisions of ideas across teams. Such opportunities can accelerate breakthrough practice improvements across the board.<\/p>\n\n\n\n
        This also helps in creating more homogeneous ways of working across the organization.<\/p>\n\n\n\n
        Now, it is the time to assess the achievements and refine approaches needed to sustain the benefits of transformation across the organization. Be ready to add the required additional elements [water in the case of the Congee]<\/p>\n\n\n\n
        While you may get started with this autopilot mode where teams are taking ownership and also self organizing among themselves, having platforms for sharing and learning as well as periodic peer reviews and shared improvement initiatives will help sustain the excellence culture.<\/p>\n\n\n\n
        I have captured the above thoughts in a visualization of making Congee, in about 6 minutes.<\/p>\n\n\n\n
        \nhttps:\/\/www.youtube.com\/embed\/8A1LPIHr7sU\n<\/div><\/figure>\n\n\n\n
        Now that you have the recipe for success for your organizational transformation, what is holding you back?<\/span><\/p>\n\n\n\n
        Do share your stories and analogies that have worked well or not so well in your context.<\/p>\n","post_title":"Transform your organization like you would make Congee","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"transform-your-organization-like-you-would-make-congee","to_ping":"","pinged":"","post_modified":"2024-01-29 11:34:04","post_modified_gmt":"2024-01-29 11:34:04","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19649","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":19673,"post_author":"30","post_date":"2022-02-19 11:54:43","post_date_gmt":"2022-02-19 06:24:43","post_content":"\n
        $\"\"$ <\/figure>\n\n\n\n
        One of the frequently asked questions I get from teams starting out to adopt the OKR framework - Objectives and Key results, is how to distinguish between an objective and a Key result.<\/p>\n\n\n\n
        Additionally, how do we word these - so that there is less or no ambiguity.<\/p>\n\n\n\n
        While a detailed treatment of OKRs would need to go beyond a blog post, in this Chow, the following exercise to tag statements as an Objective or Key Result would help understand better.<\/p>\n\n\n\n
        To oversimplify the difference, consider Objectives as the equivalent of Outcomes desired. Outomes normally also have an association expectation of a change in behavior, such as a purchase decision or changing a habit.<\/p>\n\n\n\n
        The Key Results would be indicators that can be measured - or, sometimes, sensed and can act as interim steps or goals. these may indicate specific actions to be taken by the team owning an objective or outputs to be created,<\/p>\n\n\n\n
        Check your understanding with the fun quiz below.<\/p>\n\n\n\n
        <\/p>\n","post_title":"Chow # 283 - Objective or Key Result","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-283-objective-or-key-result","to_ping":"","pinged":"","post_modified":"2024-09-06 15:16:51","post_modified_gmt":"2024-09-06 09:46:51","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19673","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":19142,"post_author":"30","post_date":"2021-09-12 16:17:00","post_date_gmt":"2021-09-12 10:47:00","post_content":"\n
        Commutronix is a highly watched startup, starting to disrupt the electric vehicle technology space. Commutronix does not manufacture vehicles. Rather they almost dominate the EV space by providing core technologies to OEMs and almost all EV manufacturers have incorporated their solutions into their product lines.<\/p>\n\n\n\n
        As the expectations of long range performance and superfast charging started increasing from customers, Commutronix launched a new initiative to incorporate real time analytics of vehicle performance by monitoring critical parameters and also adjust key parameters for various subsystems to achieve the goals considering the driving styles also in addition to the physical and mechanical parameters.<\/p>\n\n\n\n
        This was considered an ideal project for the data sciences team, as it would involve a lot of modeling, analysis and inferencing. The first thought was to have the Product Owner from the Data Sciences team,<\/p>\n\n\n\n
        The engineering team, however, was skeptical. They felt that there is a significant amount of work in interfacing with the sensors, the cloud based knowledge hub and the need for a driver override meant a responsive, effective UI \u2013 and so, the Product Owner must be from the engineering team.<\/p>\n\n\n\n
        The marketing team felt that they are in the best position to give direction to this feature, as they are closest to the customers and would know how best to prioritize and scope the requirements.<\/p>\n\n\n\n
        After a 3 hour discussion, the leaders had two choices before them.<\/p>\n\n\n\n
        One \u2013 toss a coin and decide? But how to pick from three options with a coin? Someone suggested the throw of dice..<\/p>\n\n\n\n
        In order to avoid another long \u2013 potentially inconclusive \u2013 meeting, they chose option two.<\/p>\n\n\n\n
        That is to ask you<\/strong>, what they should do.<\/p>\n\n\n\n
        What would be your advice?<\/p>\n\n\n\n
        Suggested solution:<\/p>\n\n\n\n
        <\/span>
        <\/span><\/span><\/p>\n","post_title":"Chow # 265 - Which functional organization should a Product Owner be from?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-265-which-functional-organization-should-a-product-owner-be-from","to_ping":"","pinged":"","post_modified":"2024-01-30 05:48:16","post_modified_gmt":"2024-01-30 05:48:16","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19142","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":19138,"post_author":"30","post_date":"2021-09-12 15:01:47","post_date_gmt":"2021-09-12 09:31:47","post_content":"\n
        One question that I get regularly from most teams and organizations that I have coached in their Agility journeys, is related to choosing the persons to play the 'new' roles of scrum master of product owner.<\/p>\n\n\n\n
        On the face of it, such questions seem simple to answer. One could say, just refer to the documentation related to the model being adopted and pick people to fill those roles.<\/p>\n\n\n\n
        I wish it was as simple.<\/p>\n\n\n\n
        Most of the time, re-designating a person does not change the style or way of working.<\/p>\n\n\n\n
        In some organizations, transformation exercises list the new roles and drop some old roles [typically, those that may have a 'manager' prefix or suffix].<\/p>\n\n\n\n
        So, many managers want to become Scrum Masters or Product Owners.<\/p>\n\n\n\n
        In many such instances, the persons continue to function the way they used to, with just new titles.<\/p>\n\n\n\n
        In my sessions with teams, one of the important topics that I stress on is role clarity.<\/p>\n\n\n\n
        When we talk of Agile teams \u2013 the essential characteristics include<\/p>\n\n\n\n
        \n
        The ability to self-organize<\/li>\n\n\n\n
        Owning the deliverables [outputs] as a team<\/li>\n<\/ul>\n\n\n\n
        If the re-designated managers are not able to re-calibrate themselves to effectively enable these aspects, the tendency to continue to adopt a directive style or expect a manager-subordinate reporting relationship will continue.<\/p>\n\n\n\n
        These, one would appreciate, are not just anti-patterns, but are seeds for dysfunctions at a team level.<\/p>\n\n\n\n
        In order to become or enable teams to become high performing, what is expected of the Scrum Master role is to be a facilitator.<\/p>\n\n\n\n
        While one may carry a title or designation of a Manager \u2013 that could be more for organizational hierarchy and managing spans of control.<\/p>\n\n\n\n
        In the context of a team, there are activities to be owned and performed by all members. In that sense, a neutral title for everyone part of a team could be just 'member'.<\/p>\n\n\n\n
        Each person may play one or more roles. A Developer could also be a Reviewer. A tester could also be an automation programmer. A team lead could also be an architect .. and so on..<\/p>\n\n\n\n
        With many teams preferring to have 'full stack developers', every member would have the flexibility of playing different roles, based on the need of the hour, to meet the team goals \u2013 for an iteration or release.<\/p>\n\n\n\n
        Some tips to make this work well:<\/p>\n\n\n\n
        \n
        Make sure that ALL activities needed in the team are owned by at least one role<\/li>\n\n\n\n
        There may be multiple persons playing similar or same roles, depending on the team and project requirements<\/li>\n<\/ul>\n\n\n\n
        To summarize:<\/p>\n\n\n\n
        \n
        A title is more representative of the position in an organization structure and would have some associated expectations in terms of the areas of contribution. May also be known as a designation or rank. Typically, an individual will have only one title at a time<\/li>\n\n\n\n
        A role, which may or may not be explicitly articulated, determines the contributions and influence on the outputs or outcomes [when extended beyond the development team]. An individual might play multiple roles in the context of a team and, sometimes, different roles in different teams \u2013 in parallel<\/li>\n\n\n\n
        To help individuals play roles effectively, role based mentoring and coaching may be considered<\/li>\n<\/ul>\n\n\n\n
        What has been your approach and experience with identifying or playing roles vis-\u00e0-vis titles?<\/p>\n\n\n\n
        I am eager to know<\/p>\n","post_title":"Role and Title \u2013 what is the difference?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"role-and-title-what-is-the-difference","to_ping":"","pinged":"","post_modified":"2024-01-29 11:36:36","post_modified_gmt":"2024-01-29 11:36:36","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19138","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};
        
        Page 1 of 7 1 2 … 7 Next
        
        \n
        Sometimes You Have to Pull Out the Big Stick<\/strong>
        This is tricky to directly interpret for a Scrum Master, as the emphasis is usually to be a 'servant leader' who gets results through influence. This is usually true in an ideal world. Sometimes, a Scrum Master needs to be creative to highlight some issues within the team or with specific individuals, so that they can realize the impact of their action or inaction. <\/span><\/p><\/li>\n\n\n\n
        When in Doubt, Do Nothing<\/strong>
        One of the key responsibilities of a Scrum Master if to remove impediments. This may not be quite simple at times. For an action-oriented person, it may be difficult to not do anything and observe the situation resolve itself. But, sometimes, it is best to not do anything. The triaging technique used by many teams \u2013 including emergency medical response teams \u2013 also suggests that in some situations, it is best to not do anything. This will come with experience. <\/span><\/p><\/li>\n\n\n\n
        Forget the Ring<\/strong>
        This is also a point that is easier said than done. When one is so involved in the action, it is not easy to ignore or forget the result and the urge to win. Phil Jackson says, 'obsessing about winning is a loser's game.' The main reason he says, is that such a focus would lead to one losing control of one's emotions. He says, 'The most we can hope for is to create the best possible conditions for success, then let go of the outcome.' <\/span><\/p><\/li>\n<\/ol>\n\n\n\n
        The book has a lot more detailed examples including situations involving some of the high performers who were more self-centric and concerned with their own success and image, and how he was able to help them turn into more team players and mentors to other less experienced players.<\/p>\n","post_title":"Eleven Rings for a Scrum Master","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"eleven-rings-for-a-scrum-master","to_ping":"","pinged":"","post_modified":"2024-01-29 11:31:55","post_modified_gmt":"2024-01-29 11:31:55","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19967","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"2","filter":"raw"},{"ID":19649,"post_author":"30","post_date":"2022-02-19 12:24:26","post_date_gmt":"2022-02-19 06:54:26","post_content":"\n
        Recently, when I was making the morning Congee, it was a lightbulb moment \u2013 to see different approaches similar to some patterns and anti-patterns we see in teams and organizations with transformation initiatives.<\/p>\n\n\n\n
        We see the organization as a structured and organized system, that has settled into its own pace and shape, even if not uniform.<\/p>\n\n\n\n
        Any change is likely to bring in uncertainty, anxiety among the members and hence we want to tread cautiously. But, we have a rough idea of what element to bring in \u2013 be it digital transformation or delivery agility or process efficiency, defect prevention etc.<\/p>\n\n\n\n
        One consideration that usually weighs heavy is not to ruffle any feathers the wrong way. This is the case of the mot common anti-pattern, of 'action on the periphery'<\/p>\n\n\n\n
        While this may appear as a lot of activity involving the teams \u2013 and, in many cases, just the team members \u2013 the core portions may still remain untouched or influenced very little.<\/p>\n\n\n\n
        The result is \u2013 patchy impact, that would not give any significant or sustainable improvement.<\/p>\n\n\n\n
        When you get external support from a consultant or coach, to get an outside-in perspective, the effects are still patchy.<\/p>\n\n\n\n
        From our experience, I can say that to get a greater impact, the scope of transformation initiatives should involve \u2013 and preferably led, with active participation by, senior leaders.<\/p>\n\n\n\n
        The actual catalyst for such approaches would be a coach who has access to and is connected in the day to day activities of the teams, through embedded coaching.<\/p>\n\n\n\n
        In this approach the coach is pretty much part of the team in various activities as an observer and guide. This helps the coach get a better understanding of the context and constraints and relate to the needs and aspirations of the team. This also helps build a trusted relationship between the coach and the teams.<\/p>\n\n\n\n
        Establishing communities of interest and practice \u2013 with the guidance of the coach as needed \u2013 will help in establishing connections across the organization and also enable constructive collisions of ideas across teams. Such opportunities can accelerate breakthrough practice improvements across the board.<\/p>\n\n\n\n
        This also helps in creating more homogeneous ways of working across the organization.<\/p>\n\n\n\n
        Now, it is the time to assess the achievements and refine approaches needed to sustain the benefits of transformation across the organization. Be ready to add the required additional elements [water in the case of the Congee]<\/p>\n\n\n\n
        While you may get started with this autopilot mode where teams are taking ownership and also self organizing among themselves, having platforms for sharing and learning as well as periodic peer reviews and shared improvement initiatives will help sustain the excellence culture.<\/p>\n\n\n\n
        I have captured the above thoughts in a visualization of making Congee, in about 6 minutes.<\/p>\n\n\n\n
        \nhttps:\/\/www.youtube.com\/embed\/8A1LPIHr7sU\n<\/div><\/figure>\n\n\n\n
        Now that you have the recipe for success for your organizational transformation, what is holding you back?<\/span><\/p>\n\n\n\n
        Do share your stories and analogies that have worked well or not so well in your context.<\/p>\n","post_title":"Transform your organization like you would make Congee","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"transform-your-organization-like-you-would-make-congee","to_ping":"","pinged":"","post_modified":"2024-01-29 11:34:04","post_modified_gmt":"2024-01-29 11:34:04","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19649","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":19673,"post_author":"30","post_date":"2022-02-19 11:54:43","post_date_gmt":"2022-02-19 06:24:43","post_content":"\n
        $\"\"$ <\/figure>\n\n\n\n
        One of the frequently asked questions I get from teams starting out to adopt the OKR framework - Objectives and Key results, is how to distinguish between an objective and a Key result.<\/p>\n\n\n\n
        Additionally, how do we word these - so that there is less or no ambiguity.<\/p>\n\n\n\n
        While a detailed treatment of OKRs would need to go beyond a blog post, in this Chow, the following exercise to tag statements as an Objective or Key Result would help understand better.<\/p>\n\n\n\n
        To oversimplify the difference, consider Objectives as the equivalent of Outcomes desired. Outomes normally also have an association expectation of a change in behavior, such as a purchase decision or changing a habit.<\/p>\n\n\n\n
        The Key Results would be indicators that can be measured - or, sometimes, sensed and can act as interim steps or goals. these may indicate specific actions to be taken by the team owning an objective or outputs to be created,<\/p>\n\n\n\n
        Check your understanding with the fun quiz below.<\/p>\n\n\n\n
        <\/p>\n","post_title":"Chow # 283 - Objective or Key Result","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-283-objective-or-key-result","to_ping":"","pinged":"","post_modified":"2024-09-06 15:16:51","post_modified_gmt":"2024-09-06 09:46:51","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19673","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":19142,"post_author":"30","post_date":"2021-09-12 16:17:00","post_date_gmt":"2021-09-12 10:47:00","post_content":"\n
        Commutronix is a highly watched startup, starting to disrupt the electric vehicle technology space. Commutronix does not manufacture vehicles. Rather they almost dominate the EV space by providing core technologies to OEMs and almost all EV manufacturers have incorporated their solutions into their product lines.<\/p>\n\n\n\n
        As the expectations of long range performance and superfast charging started increasing from customers, Commutronix launched a new initiative to incorporate real time analytics of vehicle performance by monitoring critical parameters and also adjust key parameters for various subsystems to achieve the goals considering the driving styles also in addition to the physical and mechanical parameters.<\/p>\n\n\n\n
        This was considered an ideal project for the data sciences team, as it would involve a lot of modeling, analysis and inferencing. The first thought was to have the Product Owner from the Data Sciences team,<\/p>\n\n\n\n
        The engineering team, however, was skeptical. They felt that there is a significant amount of work in interfacing with the sensors, the cloud based knowledge hub and the need for a driver override meant a responsive, effective UI \u2013 and so, the Product Owner must be from the engineering team.<\/p>\n\n\n\n
        The marketing team felt that they are in the best position to give direction to this feature, as they are closest to the customers and would know how best to prioritize and scope the requirements.<\/p>\n\n\n\n
        After a 3 hour discussion, the leaders had two choices before them.<\/p>\n\n\n\n
        One \u2013 toss a coin and decide? But how to pick from three options with a coin? Someone suggested the throw of dice..<\/p>\n\n\n\n
        In order to avoid another long \u2013 potentially inconclusive \u2013 meeting, they chose option two.<\/p>\n\n\n\n
        That is to ask you<\/strong>, what they should do.<\/p>\n\n\n\n
        What would be your advice?<\/p>\n\n\n\n
        Suggested solution:<\/p>\n\n\n\n
        <\/span>
        <\/span><\/span><\/p>\n","post_title":"Chow # 265 - Which functional organization should a Product Owner be from?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-265-which-functional-organization-should-a-product-owner-be-from","to_ping":"","pinged":"","post_modified":"2024-01-30 05:48:16","post_modified_gmt":"2024-01-30 05:48:16","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19142","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":19138,"post_author":"30","post_date":"2021-09-12 15:01:47","post_date_gmt":"2021-09-12 09:31:47","post_content":"\n
        One question that I get regularly from most teams and organizations that I have coached in their Agility journeys, is related to choosing the persons to play the 'new' roles of scrum master of product owner.<\/p>\n\n\n\n
        On the face of it, such questions seem simple to answer. One could say, just refer to the documentation related to the model being adopted and pick people to fill those roles.<\/p>\n\n\n\n
        I wish it was as simple.<\/p>\n\n\n\n
        Most of the time, re-designating a person does not change the style or way of working.<\/p>\n\n\n\n
        In some organizations, transformation exercises list the new roles and drop some old roles [typically, those that may have a 'manager' prefix or suffix].<\/p>\n\n\n\n
        So, many managers want to become Scrum Masters or Product Owners.<\/p>\n\n\n\n
        In many such instances, the persons continue to function the way they used to, with just new titles.<\/p>\n\n\n\n
        In my sessions with teams, one of the important topics that I stress on is role clarity.<\/p>\n\n\n\n
        When we talk of Agile teams \u2013 the essential characteristics include<\/p>\n\n\n\n
        \n
        The ability to self-organize<\/li>\n\n\n\n
        Owning the deliverables [outputs] as a team<\/li>\n<\/ul>\n\n\n\n
        If the re-designated managers are not able to re-calibrate themselves to effectively enable these aspects, the tendency to continue to adopt a directive style or expect a manager-subordinate reporting relationship will continue.<\/p>\n\n\n\n
        These, one would appreciate, are not just anti-patterns, but are seeds for dysfunctions at a team level.<\/p>\n\n\n\n
        In order to become or enable teams to become high performing, what is expected of the Scrum Master role is to be a facilitator.<\/p>\n\n\n\n
        While one may carry a title or designation of a Manager \u2013 that could be more for organizational hierarchy and managing spans of control.<\/p>\n\n\n\n
        In the context of a team, there are activities to be owned and performed by all members. In that sense, a neutral title for everyone part of a team could be just 'member'.<\/p>\n\n\n\n
        Each person may play one or more roles. A Developer could also be a Reviewer. A tester could also be an automation programmer. A team lead could also be an architect .. and so on..<\/p>\n\n\n\n
        With many teams preferring to have 'full stack developers', every member would have the flexibility of playing different roles, based on the need of the hour, to meet the team goals \u2013 for an iteration or release.<\/p>\n\n\n\n
        Some tips to make this work well:<\/p>\n\n\n\n
        \n
        Make sure that ALL activities needed in the team are owned by at least one role<\/li>\n\n\n\n
        There may be multiple persons playing similar or same roles, depending on the team and project requirements<\/li>\n<\/ul>\n\n\n\n
        To summarize:<\/p>\n\n\n\n
        \n
        A title is more representative of the position in an organization structure and would have some associated expectations in terms of the areas of contribution. May also be known as a designation or rank. Typically, an individual will have only one title at a time<\/li>\n\n\n\n
        A role, which may or may not be explicitly articulated, determines the contributions and influence on the outputs or outcomes [when extended beyond the development team]. An individual might play multiple roles in the context of a team and, sometimes, different roles in different teams \u2013 in parallel<\/li>\n\n\n\n
        To help individuals play roles effectively, role based mentoring and coaching may be considered<\/li>\n<\/ul>\n\n\n\n
        What has been your approach and experience with identifying or playing roles vis-\u00e0-vis titles?<\/p>\n\n\n\n
        I am eager to know<\/p>\n","post_title":"Role and Title \u2013 what is the difference?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"role-and-title-what-is-the-difference","to_ping":"","pinged":"","post_modified":"2024-01-29 11:36:36","post_modified_gmt":"2024-01-29 11:36:36","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19138","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};
        
        Page 1 of 7 1 2 … 7 Next
        
        \n
        Keep Your Eye on the Spirit, Not on the Scoreboard<\/strong>
        This is the essential difference between DOING Agile and BEING Agile. Or not being obsessed only with some vanity metrics. When the core principles and the team values are always at the back of every thought and action, a team can focus on internalizing the values and principles of Agility. When the emphasis is to do it by the book, one may tend to be more worried about checking the boxes and ignore the outputs and outcomes. <\/span><\/p><\/li>\n\n\n\n
        Sometimes You Have to Pull Out the Big Stick<\/strong>
        This is tricky to directly interpret for a Scrum Master, as the emphasis is usually to be a 'servant leader' who gets results through influence. This is usually true in an ideal world. Sometimes, a Scrum Master needs to be creative to highlight some issues within the team or with specific individuals, so that they can realize the impact of their action or inaction. <\/span><\/p><\/li>\n\n\n\n
        When in Doubt, Do Nothing<\/strong>
        One of the key responsibilities of a Scrum Master if to remove impediments. This may not be quite simple at times. For an action-oriented person, it may be difficult to not do anything and observe the situation resolve itself. But, sometimes, it is best to not do anything. The triaging technique used by many teams \u2013 including emergency medical response teams \u2013 also suggests that in some situations, it is best to not do anything. This will come with experience. <\/span><\/p><\/li>\n\n\n\n
        Forget the Ring<\/strong>
        This is also a point that is easier said than done. When one is so involved in the action, it is not easy to ignore or forget the result and the urge to win. Phil Jackson says, 'obsessing about winning is a loser's game.' The main reason he says, is that such a focus would lead to one losing control of one's emotions. He says, 'The most we can hope for is to create the best possible conditions for success, then let go of the outcome.' <\/span><\/p><\/li>\n<\/ol>\n\n\n\n
        The book has a lot more detailed examples including situations involving some of the high performers who were more self-centric and concerned with their own success and image, and how he was able to help them turn into more team players and mentors to other less experienced players.<\/p>\n","post_title":"Eleven Rings for a Scrum Master","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"eleven-rings-for-a-scrum-master","to_ping":"","pinged":"","post_modified":"2024-01-29 11:31:55","post_modified_gmt":"2024-01-29 11:31:55","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19967","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"2","filter":"raw"},{"ID":19649,"post_author":"30","post_date":"2022-02-19 12:24:26","post_date_gmt":"2022-02-19 06:54:26","post_content":"\n
        Recently, when I was making the morning Congee, it was a lightbulb moment \u2013 to see different approaches similar to some patterns and anti-patterns we see in teams and organizations with transformation initiatives.<\/p>\n\n\n\n
        We see the organization as a structured and organized system, that has settled into its own pace and shape, even if not uniform.<\/p>\n\n\n\n
        Any change is likely to bring in uncertainty, anxiety among the members and hence we want to tread cautiously. But, we have a rough idea of what element to bring in \u2013 be it digital transformation or delivery agility or process efficiency, defect prevention etc.<\/p>\n\n\n\n
        One consideration that usually weighs heavy is not to ruffle any feathers the wrong way. This is the case of the mot common anti-pattern, of 'action on the periphery'<\/p>\n\n\n\n
        While this may appear as a lot of activity involving the teams \u2013 and, in many cases, just the team members \u2013 the core portions may still remain untouched or influenced very little.<\/p>\n\n\n\n
        The result is \u2013 patchy impact, that would not give any significant or sustainable improvement.<\/p>\n\n\n\n
        When you get external support from a consultant or coach, to get an outside-in perspective, the effects are still patchy.<\/p>\n\n\n\n
        From our experience, I can say that to get a greater impact, the scope of transformation initiatives should involve \u2013 and preferably led, with active participation by, senior leaders.<\/p>\n\n\n\n
        The actual catalyst for such approaches would be a coach who has access to and is connected in the day to day activities of the teams, through embedded coaching.<\/p>\n\n\n\n
        In this approach the coach is pretty much part of the team in various activities as an observer and guide. This helps the coach get a better understanding of the context and constraints and relate to the needs and aspirations of the team. This also helps build a trusted relationship between the coach and the teams.<\/p>\n\n\n\n
        Establishing communities of interest and practice \u2013 with the guidance of the coach as needed \u2013 will help in establishing connections across the organization and also enable constructive collisions of ideas across teams. Such opportunities can accelerate breakthrough practice improvements across the board.<\/p>\n\n\n\n
        This also helps in creating more homogeneous ways of working across the organization.<\/p>\n\n\n\n
        Now, it is the time to assess the achievements and refine approaches needed to sustain the benefits of transformation across the organization. Be ready to add the required additional elements [water in the case of the Congee]<\/p>\n\n\n\n
        While you may get started with this autopilot mode where teams are taking ownership and also self organizing among themselves, having platforms for sharing and learning as well as periodic peer reviews and shared improvement initiatives will help sustain the excellence culture.<\/p>\n\n\n\n
        I have captured the above thoughts in a visualization of making Congee, in about 6 minutes.<\/p>\n\n\n\n
        \nhttps:\/\/www.youtube.com\/embed\/8A1LPIHr7sU\n<\/div><\/figure>\n\n\n\n
        Now that you have the recipe for success for your organizational transformation, what is holding you back?<\/span><\/p>\n\n\n\n
        Do share your stories and analogies that have worked well or not so well in your context.<\/p>\n","post_title":"Transform your organization like you would make Congee","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"transform-your-organization-like-you-would-make-congee","to_ping":"","pinged":"","post_modified":"2024-01-29 11:34:04","post_modified_gmt":"2024-01-29 11:34:04","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19649","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":19673,"post_author":"30","post_date":"2022-02-19 11:54:43","post_date_gmt":"2022-02-19 06:24:43","post_content":"\n
        $\"\"$ <\/figure>\n\n\n\n
        One of the frequently asked questions I get from teams starting out to adopt the OKR framework - Objectives and Key results, is how to distinguish between an objective and a Key result.<\/p>\n\n\n\n
        Additionally, how do we word these - so that there is less or no ambiguity.<\/p>\n\n\n\n
        While a detailed treatment of OKRs would need to go beyond a blog post, in this Chow, the following exercise to tag statements as an Objective or Key Result would help understand better.<\/p>\n\n\n\n
        To oversimplify the difference, consider Objectives as the equivalent of Outcomes desired. Outomes normally also have an association expectation of a change in behavior, such as a purchase decision or changing a habit.<\/p>\n\n\n\n
        The Key Results would be indicators that can be measured - or, sometimes, sensed and can act as interim steps or goals. these may indicate specific actions to be taken by the team owning an objective or outputs to be created,<\/p>\n\n\n\n
        Check your understanding with the fun quiz below.<\/p>\n\n\n\n
        <\/p>\n","post_title":"Chow # 283 - Objective or Key Result","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-283-objective-or-key-result","to_ping":"","pinged":"","post_modified":"2024-09-06 15:16:51","post_modified_gmt":"2024-09-06 09:46:51","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19673","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":19142,"post_author":"30","post_date":"2021-09-12 16:17:00","post_date_gmt":"2021-09-12 10:47:00","post_content":"\n
        Commutronix is a highly watched startup, starting to disrupt the electric vehicle technology space. Commutronix does not manufacture vehicles. Rather they almost dominate the EV space by providing core technologies to OEMs and almost all EV manufacturers have incorporated their solutions into their product lines.<\/p>\n\n\n\n
        As the expectations of long range performance and superfast charging started increasing from customers, Commutronix launched a new initiative to incorporate real time analytics of vehicle performance by monitoring critical parameters and also adjust key parameters for various subsystems to achieve the goals considering the driving styles also in addition to the physical and mechanical parameters.<\/p>\n\n\n\n
        This was considered an ideal project for the data sciences team, as it would involve a lot of modeling, analysis and inferencing. The first thought was to have the Product Owner from the Data Sciences team,<\/p>\n\n\n\n
        The engineering team, however, was skeptical. They felt that there is a significant amount of work in interfacing with the sensors, the cloud based knowledge hub and the need for a driver override meant a responsive, effective UI \u2013 and so, the Product Owner must be from the engineering team.<\/p>\n\n\n\n
        The marketing team felt that they are in the best position to give direction to this feature, as they are closest to the customers and would know how best to prioritize and scope the requirements.<\/p>\n\n\n\n
        After a 3 hour discussion, the leaders had two choices before them.<\/p>\n\n\n\n
        One \u2013 toss a coin and decide? But how to pick from three options with a coin? Someone suggested the throw of dice..<\/p>\n\n\n\n
        In order to avoid another long \u2013 potentially inconclusive \u2013 meeting, they chose option two.<\/p>\n\n\n\n
        That is to ask you<\/strong>, what they should do.<\/p>\n\n\n\n
        What would be your advice?<\/p>\n\n\n\n
        Suggested solution:<\/p>\n\n\n\n
        <\/span>
        <\/span><\/span><\/p>\n","post_title":"Chow # 265 - Which functional organization should a Product Owner be from?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-265-which-functional-organization-should-a-product-owner-be-from","to_ping":"","pinged":"","post_modified":"2024-01-30 05:48:16","post_modified_gmt":"2024-01-30 05:48:16","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19142","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":19138,"post_author":"30","post_date":"2021-09-12 15:01:47","post_date_gmt":"2021-09-12 09:31:47","post_content":"\n
        One question that I get regularly from most teams and organizations that I have coached in their Agility journeys, is related to choosing the persons to play the 'new' roles of scrum master of product owner.<\/p>\n\n\n\n
        On the face of it, such questions seem simple to answer. One could say, just refer to the documentation related to the model being adopted and pick people to fill those roles.<\/p>\n\n\n\n
        I wish it was as simple.<\/p>\n\n\n\n
        Most of the time, re-designating a person does not change the style or way of working.<\/p>\n\n\n\n
        In some organizations, transformation exercises list the new roles and drop some old roles [typically, those that may have a 'manager' prefix or suffix].<\/p>\n\n\n\n
        So, many managers want to become Scrum Masters or Product Owners.<\/p>\n\n\n\n
        In many such instances, the persons continue to function the way they used to, with just new titles.<\/p>\n\n\n\n
        In my sessions with teams, one of the important topics that I stress on is role clarity.<\/p>\n\n\n\n
        When we talk of Agile teams \u2013 the essential characteristics include<\/p>\n\n\n\n
        \n
        The ability to self-organize<\/li>\n\n\n\n
        Owning the deliverables [outputs] as a team<\/li>\n<\/ul>\n\n\n\n
        If the re-designated managers are not able to re-calibrate themselves to effectively enable these aspects, the tendency to continue to adopt a directive style or expect a manager-subordinate reporting relationship will continue.<\/p>\n\n\n\n
        These, one would appreciate, are not just anti-patterns, but are seeds for dysfunctions at a team level.<\/p>\n\n\n\n
        In order to become or enable teams to become high performing, what is expected of the Scrum Master role is to be a facilitator.<\/p>\n\n\n\n
        While one may carry a title or designation of a Manager \u2013 that could be more for organizational hierarchy and managing spans of control.<\/p>\n\n\n\n
        In the context of a team, there are activities to be owned and performed by all members. In that sense, a neutral title for everyone part of a team could be just 'member'.<\/p>\n\n\n\n
        Each person may play one or more roles. A Developer could also be a Reviewer. A tester could also be an automation programmer. A team lead could also be an architect .. and so on..<\/p>\n\n\n\n
        With many teams preferring to have 'full stack developers', every member would have the flexibility of playing different roles, based on the need of the hour, to meet the team goals \u2013 for an iteration or release.<\/p>\n\n\n\n
        Some tips to make this work well:<\/p>\n\n\n\n
        \n
        Make sure that ALL activities needed in the team are owned by at least one role<\/li>\n\n\n\n
        There may be multiple persons playing similar or same roles, depending on the team and project requirements<\/li>\n<\/ul>\n\n\n\n
        To summarize:<\/p>\n\n\n\n
        \n
        A title is more representative of the position in an organization structure and would have some associated expectations in terms of the areas of contribution. May also be known as a designation or rank. Typically, an individual will have only one title at a time<\/li>\n\n\n\n
        A role, which may or may not be explicitly articulated, determines the contributions and influence on the outputs or outcomes [when extended beyond the development team]. An individual might play multiple roles in the context of a team and, sometimes, different roles in different teams \u2013 in parallel<\/li>\n\n\n\n
        To help individuals play roles effectively, role based mentoring and coaching may be considered<\/li>\n<\/ul>\n\n\n\n
        What has been your approach and experience with identifying or playing roles vis-\u00e0-vis titles?<\/p>\n\n\n\n
        I am eager to know<\/p>\n","post_title":"Role and Title \u2013 what is the difference?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"role-and-title-what-is-the-difference","to_ping":"","pinged":"","post_modified":"2024-01-29 11:36:36","post_modified_gmt":"2024-01-29 11:36:36","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19138","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};
        
        Page 1 of 7 1 2 … 7 Next
        
        \n
        The Key to Success is Compassion<\/strong>
        Helping the team understand and internalize the scrum value of respect for others, will lead to greater empathy for both the other team members as well as customers. That understanding will propel the team to go the extra mile when needed, to ensure that the promises to the users are always the highest priority. <\/span><\/p><\/li>\n\n\n\n
        Keep Your Eye on the Spirit, Not on the Scoreboard<\/strong>
        This is the essential difference between DOING Agile and BEING Agile. Or not being obsessed only with some vanity metrics. When the core principles and the team values are always at the back of every thought and action, a team can focus on internalizing the values and principles of Agility. When the emphasis is to do it by the book, one may tend to be more worried about checking the boxes and ignore the outputs and outcomes. <\/span><\/p><\/li>\n\n\n\n
        Sometimes You Have to Pull Out the Big Stick<\/strong>
        This is tricky to directly interpret for a Scrum Master, as the emphasis is usually to be a 'servant leader' who gets results through influence. This is usually true in an ideal world. Sometimes, a Scrum Master needs to be creative to highlight some issues within the team or with specific individuals, so that they can realize the impact of their action or inaction. <\/span><\/p><\/li>\n\n\n\n
        When in Doubt, Do Nothing<\/strong>
        One of the key responsibilities of a Scrum Master if to remove impediments. This may not be quite simple at times. For an action-oriented person, it may be difficult to not do anything and observe the situation resolve itself. But, sometimes, it is best to not do anything. The triaging technique used by many teams \u2013 including emergency medical response teams \u2013 also suggests that in some situations, it is best to not do anything. This will come with experience. <\/span><\/p><\/li>\n\n\n\n
        Forget the Ring<\/strong>
        This is also a point that is easier said than done. When one is so involved in the action, it is not easy to ignore or forget the result and the urge to win. Phil Jackson says, 'obsessing about winning is a loser's game.' The main reason he says, is that such a focus would lead to one losing control of one's emotions. He says, 'The most we can hope for is to create the best possible conditions for success, then let go of the outcome.' <\/span><\/p><\/li>\n<\/ol>\n\n\n\n
        The book has a lot more detailed examples including situations involving some of the high performers who were more self-centric and concerned with their own success and image, and how he was able to help them turn into more team players and mentors to other less experienced players.<\/p>\n","post_title":"Eleven Rings for a Scrum Master","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"eleven-rings-for-a-scrum-master","to_ping":"","pinged":"","post_modified":"2024-01-29 11:31:55","post_modified_gmt":"2024-01-29 11:31:55","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19967","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"2","filter":"raw"},{"ID":19649,"post_author":"30","post_date":"2022-02-19 12:24:26","post_date_gmt":"2022-02-19 06:54:26","post_content":"\n
        Recently, when I was making the morning Congee, it was a lightbulb moment \u2013 to see different approaches similar to some patterns and anti-patterns we see in teams and organizations with transformation initiatives.<\/p>\n\n\n\n
        We see the organization as a structured and organized system, that has settled into its own pace and shape, even if not uniform.<\/p>\n\n\n\n
        Any change is likely to bring in uncertainty, anxiety among the members and hence we want to tread cautiously. But, we have a rough idea of what element to bring in \u2013 be it digital transformation or delivery agility or process efficiency, defect prevention etc.<\/p>\n\n\n\n
        One consideration that usually weighs heavy is not to ruffle any feathers the wrong way. This is the case of the mot common anti-pattern, of 'action on the periphery'<\/p>\n\n\n\n
        While this may appear as a lot of activity involving the teams \u2013 and, in many cases, just the team members \u2013 the core portions may still remain untouched or influenced very little.<\/p>\n\n\n\n
        The result is \u2013 patchy impact, that would not give any significant or sustainable improvement.<\/p>\n\n\n\n
        When you get external support from a consultant or coach, to get an outside-in perspective, the effects are still patchy.<\/p>\n\n\n\n
        From our experience, I can say that to get a greater impact, the scope of transformation initiatives should involve \u2013 and preferably led, with active participation by, senior leaders.<\/p>\n\n\n\n
        The actual catalyst for such approaches would be a coach who has access to and is connected in the day to day activities of the teams, through embedded coaching.<\/p>\n\n\n\n
        In this approach the coach is pretty much part of the team in various activities as an observer and guide. This helps the coach get a better understanding of the context and constraints and relate to the needs and aspirations of the team. This also helps build a trusted relationship between the coach and the teams.<\/p>\n\n\n\n
        Establishing communities of interest and practice \u2013 with the guidance of the coach as needed \u2013 will help in establishing connections across the organization and also enable constructive collisions of ideas across teams. Such opportunities can accelerate breakthrough practice improvements across the board.<\/p>\n\n\n\n
        This also helps in creating more homogeneous ways of working across the organization.<\/p>\n\n\n\n
        Now, it is the time to assess the achievements and refine approaches needed to sustain the benefits of transformation across the organization. Be ready to add the required additional elements [water in the case of the Congee]<\/p>\n\n\n\n
        While you may get started with this autopilot mode where teams are taking ownership and also self organizing among themselves, having platforms for sharing and learning as well as periodic peer reviews and shared improvement initiatives will help sustain the excellence culture.<\/p>\n\n\n\n
        I have captured the above thoughts in a visualization of making Congee, in about 6 minutes.<\/p>\n\n\n\n
        \nhttps:\/\/www.youtube.com\/embed\/8A1LPIHr7sU\n<\/div><\/figure>\n\n\n\n
        Now that you have the recipe for success for your organizational transformation, what is holding you back?<\/span><\/p>\n\n\n\n
        Do share your stories and analogies that have worked well or not so well in your context.<\/p>\n","post_title":"Transform your organization like you would make Congee","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"transform-your-organization-like-you-would-make-congee","to_ping":"","pinged":"","post_modified":"2024-01-29 11:34:04","post_modified_gmt":"2024-01-29 11:34:04","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19649","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":19673,"post_author":"30","post_date":"2022-02-19 11:54:43","post_date_gmt":"2022-02-19 06:24:43","post_content":"\n
        $\"\"$ <\/figure>\n\n\n\n
        One of the frequently asked questions I get from teams starting out to adopt the OKR framework - Objectives and Key results, is how to distinguish between an objective and a Key result.<\/p>\n\n\n\n
        Additionally, how do we word these - so that there is less or no ambiguity.<\/p>\n\n\n\n
        While a detailed treatment of OKRs would need to go beyond a blog post, in this Chow, the following exercise to tag statements as an Objective or Key Result would help understand better.<\/p>\n\n\n\n
        To oversimplify the difference, consider Objectives as the equivalent of Outcomes desired. Outomes normally also have an association expectation of a change in behavior, such as a purchase decision or changing a habit.<\/p>\n\n\n\n
        The Key Results would be indicators that can be measured - or, sometimes, sensed and can act as interim steps or goals. these may indicate specific actions to be taken by the team owning an objective or outputs to be created,<\/p>\n\n\n\n
        Check your understanding with the fun quiz below.<\/p>\n\n\n\n
        <\/p>\n","post_title":"Chow # 283 - Objective or Key Result","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-283-objective-or-key-result","to_ping":"","pinged":"","post_modified":"2024-09-06 15:16:51","post_modified_gmt":"2024-09-06 09:46:51","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19673","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":19142,"post_author":"30","post_date":"2021-09-12 16:17:00","post_date_gmt":"2021-09-12 10:47:00","post_content":"\n
        Commutronix is a highly watched startup, starting to disrupt the electric vehicle technology space. Commutronix does not manufacture vehicles. Rather they almost dominate the EV space by providing core technologies to OEMs and almost all EV manufacturers have incorporated their solutions into their product lines.<\/p>\n\n\n\n
        As the expectations of long range performance and superfast charging started increasing from customers, Commutronix launched a new initiative to incorporate real time analytics of vehicle performance by monitoring critical parameters and also adjust key parameters for various subsystems to achieve the goals considering the driving styles also in addition to the physical and mechanical parameters.<\/p>\n\n\n\n
        This was considered an ideal project for the data sciences team, as it would involve a lot of modeling, analysis and inferencing. The first thought was to have the Product Owner from the Data Sciences team,<\/p>\n\n\n\n
        The engineering team, however, was skeptical. They felt that there is a significant amount of work in interfacing with the sensors, the cloud based knowledge hub and the need for a driver override meant a responsive, effective UI \u2013 and so, the Product Owner must be from the engineering team.<\/p>\n\n\n\n
        The marketing team felt that they are in the best position to give direction to this feature, as they are closest to the customers and would know how best to prioritize and scope the requirements.<\/p>\n\n\n\n
        After a 3 hour discussion, the leaders had two choices before them.<\/p>\n\n\n\n
        One \u2013 toss a coin and decide? But how to pick from three options with a coin? Someone suggested the throw of dice..<\/p>\n\n\n\n
        In order to avoid another long \u2013 potentially inconclusive \u2013 meeting, they chose option two.<\/p>\n\n\n\n
        That is to ask you<\/strong>, what they should do.<\/p>\n\n\n\n
        What would be your advice?<\/p>\n\n\n\n
        Suggested solution:<\/p>\n\n\n\n
        <\/span>
        <\/span><\/span><\/p>\n","post_title":"Chow # 265 - Which functional organization should a Product Owner be from?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-265-which-functional-organization-should-a-product-owner-be-from","to_ping":"","pinged":"","post_modified":"2024-01-30 05:48:16","post_modified_gmt":"2024-01-30 05:48:16","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19142","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":19138,"post_author":"30","post_date":"2021-09-12 15:01:47","post_date_gmt":"2021-09-12 09:31:47","post_content":"\n
        One question that I get regularly from most teams and organizations that I have coached in their Agility journeys, is related to choosing the persons to play the 'new' roles of scrum master of product owner.<\/p>\n\n\n\n
        On the face of it, such questions seem simple to answer. One could say, just refer to the documentation related to the model being adopted and pick people to fill those roles.<\/p>\n\n\n\n
        I wish it was as simple.<\/p>\n\n\n\n
        Most of the time, re-designating a person does not change the style or way of working.<\/p>\n\n\n\n
        In some organizations, transformation exercises list the new roles and drop some old roles [typically, those that may have a 'manager' prefix or suffix].<\/p>\n\n\n\n
        So, many managers want to become Scrum Masters or Product Owners.<\/p>\n\n\n\n
        In many such instances, the persons continue to function the way they used to, with just new titles.<\/p>\n\n\n\n
        In my sessions with teams, one of the important topics that I stress on is role clarity.<\/p>\n\n\n\n
        When we talk of Agile teams \u2013 the essential characteristics include<\/p>\n\n\n\n
        \n
        The ability to self-organize<\/li>\n\n\n\n
        Owning the deliverables [outputs] as a team<\/li>\n<\/ul>\n\n\n\n
        If the re-designated managers are not able to re-calibrate themselves to effectively enable these aspects, the tendency to continue to adopt a directive style or expect a manager-subordinate reporting relationship will continue.<\/p>\n\n\n\n
        These, one would appreciate, are not just anti-patterns, but are seeds for dysfunctions at a team level.<\/p>\n\n\n\n
        In order to become or enable teams to become high performing, what is expected of the Scrum Master role is to be a facilitator.<\/p>\n\n\n\n
        While one may carry a title or designation of a Manager \u2013 that could be more for organizational hierarchy and managing spans of control.<\/p>\n\n\n\n
        In the context of a team, there are activities to be owned and performed by all members. In that sense, a neutral title for everyone part of a team could be just 'member'.<\/p>\n\n\n\n
        Each person may play one or more roles. A Developer could also be a Reviewer. A tester could also be an automation programmer. A team lead could also be an architect .. and so on..<\/p>\n\n\n\n
        With many teams preferring to have 'full stack developers', every member would have the flexibility of playing different roles, based on the need of the hour, to meet the team goals \u2013 for an iteration or release.<\/p>\n\n\n\n
        Some tips to make this work well:<\/p>\n\n\n\n
        \n
        Make sure that ALL activities needed in the team are owned by at least one role<\/li>\n\n\n\n
        There may be multiple persons playing similar or same roles, depending on the team and project requirements<\/li>\n<\/ul>\n\n\n\n
        To summarize:<\/p>\n\n\n\n
        \n
        A title is more representative of the position in an organization structure and would have some associated expectations in terms of the areas of contribution. May also be known as a designation or rank. Typically, an individual will have only one title at a time<\/li>\n\n\n\n
        A role, which may or may not be explicitly articulated, determines the contributions and influence on the outputs or outcomes [when extended beyond the development team]. An individual might play multiple roles in the context of a team and, sometimes, different roles in different teams \u2013 in parallel<\/li>\n\n\n\n
        To help individuals play roles effectively, role based mentoring and coaching may be considered<\/li>\n<\/ul>\n\n\n\n
        What has been your approach and experience with identifying or playing roles vis-\u00e0-vis titles?<\/p>\n\n\n\n
        I am eager to know<\/p>\n","post_title":"Role and Title \u2013 what is the difference?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"role-and-title-what-is-the-difference","to_ping":"","pinged":"","post_modified":"2024-01-29 11:36:36","post_modified_gmt":"2024-01-29 11:36:36","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19138","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};
        
        Page 1 of 7 1 2 … 7 Next
        
        \n
        One Breath = One Mind<\/strong>
        A simple technique to get everyone aligned and in sync just before any significant event. Whether it is a crucial meeting, where consensus needs to be reached in time or the start of a release cycle, helping everyone spend some silent, reflective time together helps align the breathing, which is particularly useful in playing tandem, or like trapeze artists, when there are hand-offs to be executed as the project progresses <\/span><\/p><\/li>\n\n\n\n
        The Key to Success is Compassion<\/strong>
        Helping the team understand and internalize the scrum value of respect for others, will lead to greater empathy for both the other team members as well as customers. That understanding will propel the team to go the extra mile when needed, to ensure that the promises to the users are always the highest priority. <\/span><\/p><\/li>\n\n\n\n
        Keep Your Eye on the Spirit, Not on the Scoreboard<\/strong>
        This is the essential difference between DOING Agile and BEING Agile. Or not being obsessed only with some vanity metrics. When the core principles and the team values are always at the back of every thought and action, a team can focus on internalizing the values and principles of Agility. When the emphasis is to do it by the book, one may tend to be more worried about checking the boxes and ignore the outputs and outcomes. <\/span><\/p><\/li>\n\n\n\n
        Sometimes You Have to Pull Out the Big Stick<\/strong>
        This is tricky to directly interpret for a Scrum Master, as the emphasis is usually to be a 'servant leader' who gets results through influence. This is usually true in an ideal world. Sometimes, a Scrum Master needs to be creative to highlight some issues within the team or with specific individuals, so that they can realize the impact of their action or inaction. <\/span><\/p><\/li>\n\n\n\n
        When in Doubt, Do Nothing<\/strong>
        One of the key responsibilities of a Scrum Master if to remove impediments. This may not be quite simple at times. For an action-oriented person, it may be difficult to not do anything and observe the situation resolve itself. But, sometimes, it is best to not do anything. The triaging technique used by many teams \u2013 including emergency medical response teams \u2013 also suggests that in some situations, it is best to not do anything. This will come with experience. <\/span><\/p><\/li>\n\n\n\n
        Forget the Ring<\/strong>
        This is also a point that is easier said than done. When one is so involved in the action, it is not easy to ignore or forget the result and the urge to win. Phil Jackson says, 'obsessing about winning is a loser's game.' The main reason he says, is that such a focus would lead to one losing control of one's emotions. He says, 'The most we can hope for is to create the best possible conditions for success, then let go of the outcome.' <\/span><\/p><\/li>\n<\/ol>\n\n\n\n
        The book has a lot more detailed examples including situations involving some of the high performers who were more self-centric and concerned with their own success and image, and how he was able to help them turn into more team players and mentors to other less experienced players.<\/p>\n","post_title":"Eleven Rings for a Scrum Master","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"eleven-rings-for-a-scrum-master","to_ping":"","pinged":"","post_modified":"2024-01-29 11:31:55","post_modified_gmt":"2024-01-29 11:31:55","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19967","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"2","filter":"raw"},{"ID":19649,"post_author":"30","post_date":"2022-02-19 12:24:26","post_date_gmt":"2022-02-19 06:54:26","post_content":"\n
        Recently, when I was making the morning Congee, it was a lightbulb moment \u2013 to see different approaches similar to some patterns and anti-patterns we see in teams and organizations with transformation initiatives.<\/p>\n\n\n\n
        We see the organization as a structured and organized system, that has settled into its own pace and shape, even if not uniform.<\/p>\n\n\n\n
        Any change is likely to bring in uncertainty, anxiety among the members and hence we want to tread cautiously. But, we have a rough idea of what element to bring in \u2013 be it digital transformation or delivery agility or process efficiency, defect prevention etc.<\/p>\n\n\n\n
        One consideration that usually weighs heavy is not to ruffle any feathers the wrong way. This is the case of the mot common anti-pattern, of 'action on the periphery'<\/p>\n\n\n\n
        While this may appear as a lot of activity involving the teams \u2013 and, in many cases, just the team members \u2013 the core portions may still remain untouched or influenced very little.<\/p>\n\n\n\n
        The result is \u2013 patchy impact, that would not give any significant or sustainable improvement.<\/p>\n\n\n\n
        When you get external support from a consultant or coach, to get an outside-in perspective, the effects are still patchy.<\/p>\n\n\n\n
        From our experience, I can say that to get a greater impact, the scope of transformation initiatives should involve \u2013 and preferably led, with active participation by, senior leaders.<\/p>\n\n\n\n
        The actual catalyst for such approaches would be a coach who has access to and is connected in the day to day activities of the teams, through embedded coaching.<\/p>\n\n\n\n
        In this approach the coach is pretty much part of the team in various activities as an observer and guide. This helps the coach get a better understanding of the context and constraints and relate to the needs and aspirations of the team. This also helps build a trusted relationship between the coach and the teams.<\/p>\n\n\n\n
        Establishing communities of interest and practice \u2013 with the guidance of the coach as needed \u2013 will help in establishing connections across the organization and also enable constructive collisions of ideas across teams. Such opportunities can accelerate breakthrough practice improvements across the board.<\/p>\n\n\n\n
        This also helps in creating more homogeneous ways of working across the organization.<\/p>\n\n\n\n
        Now, it is the time to assess the achievements and refine approaches needed to sustain the benefits of transformation across the organization. Be ready to add the required additional elements [water in the case of the Congee]<\/p>\n\n\n\n
        While you may get started with this autopilot mode where teams are taking ownership and also self organizing among themselves, having platforms for sharing and learning as well as periodic peer reviews and shared improvement initiatives will help sustain the excellence culture.<\/p>\n\n\n\n
        I have captured the above thoughts in a visualization of making Congee, in about 6 minutes.<\/p>\n\n\n\n
        \nhttps:\/\/www.youtube.com\/embed\/8A1LPIHr7sU\n<\/div><\/figure>\n\n\n\n
        Now that you have the recipe for success for your organizational transformation, what is holding you back?<\/span><\/p>\n\n\n\n
        Do share your stories and analogies that have worked well or not so well in your context.<\/p>\n","post_title":"Transform your organization like you would make Congee","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"transform-your-organization-like-you-would-make-congee","to_ping":"","pinged":"","post_modified":"2024-01-29 11:34:04","post_modified_gmt":"2024-01-29 11:34:04","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19649","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":19673,"post_author":"30","post_date":"2022-02-19 11:54:43","post_date_gmt":"2022-02-19 06:24:43","post_content":"\n
        $\"\"$ <\/figure>\n\n\n\n
        One of the frequently asked questions I get from teams starting out to adopt the OKR framework - Objectives and Key results, is how to distinguish between an objective and a Key result.<\/p>\n\n\n\n
        Additionally, how do we word these - so that there is less or no ambiguity.<\/p>\n\n\n\n
        While a detailed treatment of OKRs would need to go beyond a blog post, in this Chow, the following exercise to tag statements as an Objective or Key Result would help understand better.<\/p>\n\n\n\n
        To oversimplify the difference, consider Objectives as the equivalent of Outcomes desired. Outomes normally also have an association expectation of a change in behavior, such as a purchase decision or changing a habit.<\/p>\n\n\n\n
        The Key Results would be indicators that can be measured - or, sometimes, sensed and can act as interim steps or goals. these may indicate specific actions to be taken by the team owning an objective or outputs to be created,<\/p>\n\n\n\n
        Check your understanding with the fun quiz below.<\/p>\n\n\n\n
        <\/p>\n","post_title":"Chow # 283 - Objective or Key Result","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-283-objective-or-key-result","to_ping":"","pinged":"","post_modified":"2024-09-06 15:16:51","post_modified_gmt":"2024-09-06 09:46:51","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19673","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":19142,"post_author":"30","post_date":"2021-09-12 16:17:00","post_date_gmt":"2021-09-12 10:47:00","post_content":"\n
        Commutronix is a highly watched startup, starting to disrupt the electric vehicle technology space. Commutronix does not manufacture vehicles. Rather they almost dominate the EV space by providing core technologies to OEMs and almost all EV manufacturers have incorporated their solutions into their product lines.<\/p>\n\n\n\n
        As the expectations of long range performance and superfast charging started increasing from customers, Commutronix launched a new initiative to incorporate real time analytics of vehicle performance by monitoring critical parameters and also adjust key parameters for various subsystems to achieve the goals considering the driving styles also in addition to the physical and mechanical parameters.<\/p>\n\n\n\n
        This was considered an ideal project for the data sciences team, as it would involve a lot of modeling, analysis and inferencing. The first thought was to have the Product Owner from the Data Sciences team,<\/p>\n\n\n\n
        The engineering team, however, was skeptical. They felt that there is a significant amount of work in interfacing with the sensors, the cloud based knowledge hub and the need for a driver override meant a responsive, effective UI \u2013 and so, the Product Owner must be from the engineering team.<\/p>\n\n\n\n
        The marketing team felt that they are in the best position to give direction to this feature, as they are closest to the customers and would know how best to prioritize and scope the requirements.<\/p>\n\n\n\n
        After a 3 hour discussion, the leaders had two choices before them.<\/p>\n\n\n\n
        One \u2013 toss a coin and decide? But how to pick from three options with a coin? Someone suggested the throw of dice..<\/p>\n\n\n\n
        In order to avoid another long \u2013 potentially inconclusive \u2013 meeting, they chose option two.<\/p>\n\n\n\n
        That is to ask you<\/strong>, what they should do.<\/p>\n\n\n\n
        What would be your advice?<\/p>\n\n\n\n
        Suggested solution:<\/p>\n\n\n\n
        <\/span>
        <\/span><\/span><\/p>\n","post_title":"Chow # 265 - Which functional organization should a Product Owner be from?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-265-which-functional-organization-should-a-product-owner-be-from","to_ping":"","pinged":"","post_modified":"2024-01-30 05:48:16","post_modified_gmt":"2024-01-30 05:48:16","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19142","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":19138,"post_author":"30","post_date":"2021-09-12 15:01:47","post_date_gmt":"2021-09-12 09:31:47","post_content":"\n
        One question that I get regularly from most teams and organizations that I have coached in their Agility journeys, is related to choosing the persons to play the 'new' roles of scrum master of product owner.<\/p>\n\n\n\n
        On the face of it, such questions seem simple to answer. One could say, just refer to the documentation related to the model being adopted and pick people to fill those roles.<\/p>\n\n\n\n
        I wish it was as simple.<\/p>\n\n\n\n
        Most of the time, re-designating a person does not change the style or way of working.<\/p>\n\n\n\n
        In some organizations, transformation exercises list the new roles and drop some old roles [typically, those that may have a 'manager' prefix or suffix].<\/p>\n\n\n\n
        So, many managers want to become Scrum Masters or Product Owners.<\/p>\n\n\n\n
        In many such instances, the persons continue to function the way they used to, with just new titles.<\/p>\n\n\n\n
        In my sessions with teams, one of the important topics that I stress on is role clarity.<\/p>\n\n\n\n
        When we talk of Agile teams \u2013 the essential characteristics include<\/p>\n\n\n\n
        \n
        The ability to self-organize<\/li>\n\n\n\n
        Owning the deliverables [outputs] as a team<\/li>\n<\/ul>\n\n\n\n
        If the re-designated managers are not able to re-calibrate themselves to effectively enable these aspects, the tendency to continue to adopt a directive style or expect a manager-subordinate reporting relationship will continue.<\/p>\n\n\n\n
        These, one would appreciate, are not just anti-patterns, but are seeds for dysfunctions at a team level.<\/p>\n\n\n\n
        In order to become or enable teams to become high performing, what is expected of the Scrum Master role is to be a facilitator.<\/p>\n\n\n\n
        While one may carry a title or designation of a Manager \u2013 that could be more for organizational hierarchy and managing spans of control.<\/p>\n\n\n\n
        In the context of a team, there are activities to be owned and performed by all members. In that sense, a neutral title for everyone part of a team could be just 'member'.<\/p>\n\n\n\n
        Each person may play one or more roles. A Developer could also be a Reviewer. A tester could also be an automation programmer. A team lead could also be an architect .. and so on..<\/p>\n\n\n\n
        With many teams preferring to have 'full stack developers', every member would have the flexibility of playing different roles, based on the need of the hour, to meet the team goals \u2013 for an iteration or release.<\/p>\n\n\n\n
        Some tips to make this work well:<\/p>\n\n\n\n
        \n
        Make sure that ALL activities needed in the team are owned by at least one role<\/li>\n\n\n\n
        There may be multiple persons playing similar or same roles, depending on the team and project requirements<\/li>\n<\/ul>\n\n\n\n
        To summarize:<\/p>\n\n\n\n
        \n
        A title is more representative of the position in an organization structure and would have some associated expectations in terms of the areas of contribution. May also be known as a designation or rank. Typically, an individual will have only one title at a time<\/li>\n\n\n\n
        A role, which may or may not be explicitly articulated, determines the contributions and influence on the outputs or outcomes [when extended beyond the development team]. An individual might play multiple roles in the context of a team and, sometimes, different roles in different teams \u2013 in parallel<\/li>\n\n\n\n
        To help individuals play roles effectively, role based mentoring and coaching may be considered<\/li>\n<\/ul>\n\n\n\n
        What has been your approach and experience with identifying or playing roles vis-\u00e0-vis titles?<\/p>\n\n\n\n
        I am eager to know<\/p>\n","post_title":"Role and Title \u2013 what is the difference?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"role-and-title-what-is-the-difference","to_ping":"","pinged":"","post_modified":"2024-01-29 11:36:36","post_modified_gmt":"2024-01-29 11:36:36","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19138","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};
        
        Page 1 of 7 1 2 … 7 Next
        
        \n
        Turn the Mundane into the Sacred<\/strong>
        Even for well knit teams, it is worthwhile to have some formality in terms of events [used to also be called ceremonies] that are also supported by team norms. <\/span><\/p>
        What might otherwise be considered as a routine \u2013 say the daily standup \u2013 could become important points of sync up when infused with some formalism. Phil Jackson also introduced meditation practices for the team to help the players focus, unwind, and stay energetic. <\/span><\/p><\/li>\n\n\n\n
        One Breath = One Mind<\/strong>
        A simple technique to get everyone aligned and in sync just before any significant event. Whether it is a crucial meeting, where consensus needs to be reached in time or the start of a release cycle, helping everyone spend some silent, reflective time together helps align the breathing, which is particularly useful in playing tandem, or like trapeze artists, when there are hand-offs to be executed as the project progresses <\/span><\/p><\/li>\n\n\n\n
        The Key to Success is Compassion<\/strong>
        Helping the team understand and internalize the scrum value of respect for others, will lead to greater empathy for both the other team members as well as customers. That understanding will propel the team to go the extra mile when needed, to ensure that the promises to the users are always the highest priority. <\/span><\/p><\/li>\n\n\n\n
        Keep Your Eye on the Spirit, Not on the Scoreboard<\/strong>
        This is the essential difference between DOING Agile and BEING Agile. Or not being obsessed only with some vanity metrics. When the core principles and the team values are always at the back of every thought and action, a team can focus on internalizing the values and principles of Agility. When the emphasis is to do it by the book, one may tend to be more worried about checking the boxes and ignore the outputs and outcomes. <\/span><\/p><\/li>\n\n\n\n
        Sometimes You Have to Pull Out the Big Stick<\/strong>
        This is tricky to directly interpret for a Scrum Master, as the emphasis is usually to be a 'servant leader' who gets results through influence. This is usually true in an ideal world. Sometimes, a Scrum Master needs to be creative to highlight some issues within the team or with specific individuals, so that they can realize the impact of their action or inaction. <\/span><\/p><\/li>\n\n\n\n
        When in Doubt, Do Nothing<\/strong>
        One of the key responsibilities of a Scrum Master if to remove impediments. This may not be quite simple at times. For an action-oriented person, it may be difficult to not do anything and observe the situation resolve itself. But, sometimes, it is best to not do anything. The triaging technique used by many teams \u2013 including emergency medical response teams \u2013 also suggests that in some situations, it is best to not do anything. This will come with experience. <\/span><\/p><\/li>\n\n\n\n
        Forget the Ring<\/strong>
        This is also a point that is easier said than done. When one is so involved in the action, it is not easy to ignore or forget the result and the urge to win. Phil Jackson says, 'obsessing about winning is a loser's game.' The main reason he says, is that such a focus would lead to one losing control of one's emotions. He says, 'The most we can hope for is to create the best possible conditions for success, then let go of the outcome.' <\/span><\/p><\/li>\n<\/ol>\n\n\n\n
        The book has a lot more detailed examples including situations involving some of the high performers who were more self-centric and concerned with their own success and image, and how he was able to help them turn into more team players and mentors to other less experienced players.<\/p>\n","post_title":"Eleven Rings for a Scrum Master","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"eleven-rings-for-a-scrum-master","to_ping":"","pinged":"","post_modified":"2024-01-29 11:31:55","post_modified_gmt":"2024-01-29 11:31:55","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19967","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"2","filter":"raw"},{"ID":19649,"post_author":"30","post_date":"2022-02-19 12:24:26","post_date_gmt":"2022-02-19 06:54:26","post_content":"\n
        Recently, when I was making the morning Congee, it was a lightbulb moment \u2013 to see different approaches similar to some patterns and anti-patterns we see in teams and organizations with transformation initiatives.<\/p>\n\n\n\n
        We see the organization as a structured and organized system, that has settled into its own pace and shape, even if not uniform.<\/p>\n\n\n\n
        Any change is likely to bring in uncertainty, anxiety among the members and hence we want to tread cautiously. But, we have a rough idea of what element to bring in \u2013 be it digital transformation or delivery agility or process efficiency, defect prevention etc.<\/p>\n\n\n\n
        One consideration that usually weighs heavy is not to ruffle any feathers the wrong way. This is the case of the mot common anti-pattern, of 'action on the periphery'<\/p>\n\n\n\n
        While this may appear as a lot of activity involving the teams \u2013 and, in many cases, just the team members \u2013 the core portions may still remain untouched or influenced very little.<\/p>\n\n\n\n
        The result is \u2013 patchy impact, that would not give any significant or sustainable improvement.<\/p>\n\n\n\n
        When you get external support from a consultant or coach, to get an outside-in perspective, the effects are still patchy.<\/p>\n\n\n\n
        From our experience, I can say that to get a greater impact, the scope of transformation initiatives should involve \u2013 and preferably led, with active participation by, senior leaders.<\/p>\n\n\n\n
        The actual catalyst for such approaches would be a coach who has access to and is connected in the day to day activities of the teams, through embedded coaching.<\/p>\n\n\n\n
        In this approach the coach is pretty much part of the team in various activities as an observer and guide. This helps the coach get a better understanding of the context and constraints and relate to the needs and aspirations of the team. This also helps build a trusted relationship between the coach and the teams.<\/p>\n\n\n\n
        Establishing communities of interest and practice \u2013 with the guidance of the coach as needed \u2013 will help in establishing connections across the organization and also enable constructive collisions of ideas across teams. Such opportunities can accelerate breakthrough practice improvements across the board.<\/p>\n\n\n\n
        This also helps in creating more homogeneous ways of working across the organization.<\/p>\n\n\n\n
        Now, it is the time to assess the achievements and refine approaches needed to sustain the benefits of transformation across the organization. Be ready to add the required additional elements [water in the case of the Congee]<\/p>\n\n\n\n
        While you may get started with this autopilot mode where teams are taking ownership and also self organizing among themselves, having platforms for sharing and learning as well as periodic peer reviews and shared improvement initiatives will help sustain the excellence culture.<\/p>\n\n\n\n
        I have captured the above thoughts in a visualization of making Congee, in about 6 minutes.<\/p>\n\n\n\n
        \nhttps:\/\/www.youtube.com\/embed\/8A1LPIHr7sU\n<\/div><\/figure>\n\n\n\n
        Now that you have the recipe for success for your organizational transformation, what is holding you back?<\/span><\/p>\n\n\n\n
        Do share your stories and analogies that have worked well or not so well in your context.<\/p>\n","post_title":"Transform your organization like you would make Congee","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"transform-your-organization-like-you-would-make-congee","to_ping":"","pinged":"","post_modified":"2024-01-29 11:34:04","post_modified_gmt":"2024-01-29 11:34:04","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19649","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":19673,"post_author":"30","post_date":"2022-02-19 11:54:43","post_date_gmt":"2022-02-19 06:24:43","post_content":"\n
        $\"\"$ <\/figure>\n\n\n\n
        One of the frequently asked questions I get from teams starting out to adopt the OKR framework - Objectives and Key results, is how to distinguish between an objective and a Key result.<\/p>\n\n\n\n
        Additionally, how do we word these - so that there is less or no ambiguity.<\/p>\n\n\n\n
        While a detailed treatment of OKRs would need to go beyond a blog post, in this Chow, the following exercise to tag statements as an Objective or Key Result would help understand better.<\/p>\n\n\n\n
        To oversimplify the difference, consider Objectives as the equivalent of Outcomes desired. Outomes normally also have an association expectation of a change in behavior, such as a purchase decision or changing a habit.<\/p>\n\n\n\n
        The Key Results would be indicators that can be measured - or, sometimes, sensed and can act as interim steps or goals. these may indicate specific actions to be taken by the team owning an objective or outputs to be created,<\/p>\n\n\n\n
        Check your understanding with the fun quiz below.<\/p>\n\n\n\n
        <\/p>\n","post_title":"Chow # 283 - Objective or Key Result","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-283-objective-or-key-result","to_ping":"","pinged":"","post_modified":"2024-09-06 15:16:51","post_modified_gmt":"2024-09-06 09:46:51","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19673","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":19142,"post_author":"30","post_date":"2021-09-12 16:17:00","post_date_gmt":"2021-09-12 10:47:00","post_content":"\n
        Commutronix is a highly watched startup, starting to disrupt the electric vehicle technology space. Commutronix does not manufacture vehicles. Rather they almost dominate the EV space by providing core technologies to OEMs and almost all EV manufacturers have incorporated their solutions into their product lines.<\/p>\n\n\n\n
        As the expectations of long range performance and superfast charging started increasing from customers, Commutronix launched a new initiative to incorporate real time analytics of vehicle performance by monitoring critical parameters and also adjust key parameters for various subsystems to achieve the goals considering the driving styles also in addition to the physical and mechanical parameters.<\/p>\n\n\n\n
        This was considered an ideal project for the data sciences team, as it would involve a lot of modeling, analysis and inferencing. The first thought was to have the Product Owner from the Data Sciences team,<\/p>\n\n\n\n
        The engineering team, however, was skeptical. They felt that there is a significant amount of work in interfacing with the sensors, the cloud based knowledge hub and the need for a driver override meant a responsive, effective UI \u2013 and so, the Product Owner must be from the engineering team.<\/p>\n\n\n\n
        The marketing team felt that they are in the best position to give direction to this feature, as they are closest to the customers and would know how best to prioritize and scope the requirements.<\/p>\n\n\n\n
        After a 3 hour discussion, the leaders had two choices before them.<\/p>\n\n\n\n
        One \u2013 toss a coin and decide? But how to pick from three options with a coin? Someone suggested the throw of dice..<\/p>\n\n\n\n
        In order to avoid another long \u2013 potentially inconclusive \u2013 meeting, they chose option two.<\/p>\n\n\n\n
        That is to ask you<\/strong>, what they should do.<\/p>\n\n\n\n
        What would be your advice?<\/p>\n\n\n\n
        Suggested solution:<\/p>\n\n\n\n
        <\/span>
        <\/span><\/span><\/p>\n","post_title":"Chow # 265 - Which functional organization should a Product Owner be from?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-265-which-functional-organization-should-a-product-owner-be-from","to_ping":"","pinged":"","post_modified":"2024-01-30 05:48:16","post_modified_gmt":"2024-01-30 05:48:16","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19142","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":19138,"post_author":"30","post_date":"2021-09-12 15:01:47","post_date_gmt":"2021-09-12 09:31:47","post_content":"\n
        One question that I get regularly from most teams and organizations that I have coached in their Agility journeys, is related to choosing the persons to play the 'new' roles of scrum master of product owner.<\/p>\n\n\n\n
        On the face of it, such questions seem simple to answer. One could say, just refer to the documentation related to the model being adopted and pick people to fill those roles.<\/p>\n\n\n\n
        I wish it was as simple.<\/p>\n\n\n\n
        Most of the time, re-designating a person does not change the style or way of working.<\/p>\n\n\n\n
        In some organizations, transformation exercises list the new roles and drop some old roles [typically, those that may have a 'manager' prefix or suffix].<\/p>\n\n\n\n
        So, many managers want to become Scrum Masters or Product Owners.<\/p>\n\n\n\n
        In many such instances, the persons continue to function the way they used to, with just new titles.<\/p>\n\n\n\n
        In my sessions with teams, one of the important topics that I stress on is role clarity.<\/p>\n\n\n\n
        When we talk of Agile teams \u2013 the essential characteristics include<\/p>\n\n\n\n
        \n
        The ability to self-organize<\/li>\n\n\n\n
        Owning the deliverables [outputs] as a team<\/li>\n<\/ul>\n\n\n\n
        If the re-designated managers are not able to re-calibrate themselves to effectively enable these aspects, the tendency to continue to adopt a directive style or expect a manager-subordinate reporting relationship will continue.<\/p>\n\n\n\n
        These, one would appreciate, are not just anti-patterns, but are seeds for dysfunctions at a team level.<\/p>\n\n\n\n
        In order to become or enable teams to become high performing, what is expected of the Scrum Master role is to be a facilitator.<\/p>\n\n\n\n
        While one may carry a title or designation of a Manager \u2013 that could be more for organizational hierarchy and managing spans of control.<\/p>\n\n\n\n
        In the context of a team, there are activities to be owned and performed by all members. In that sense, a neutral title for everyone part of a team could be just 'member'.<\/p>\n\n\n\n
        Each person may play one or more roles. A Developer could also be a Reviewer. A tester could also be an automation programmer. A team lead could also be an architect .. and so on..<\/p>\n\n\n\n
        With many teams preferring to have 'full stack developers', every member would have the flexibility of playing different roles, based on the need of the hour, to meet the team goals \u2013 for an iteration or release.<\/p>\n\n\n\n
        Some tips to make this work well:<\/p>\n\n\n\n
        \n
        Make sure that ALL activities needed in the team are owned by at least one role<\/li>\n\n\n\n
        There may be multiple persons playing similar or same roles, depending on the team and project requirements<\/li>\n<\/ul>\n\n\n\n
        To summarize:<\/p>\n\n\n\n
        \n
        A title is more representative of the position in an organization structure and would have some associated expectations in terms of the areas of contribution. May also be known as a designation or rank. Typically, an individual will have only one title at a time<\/li>\n\n\n\n
        A role, which may or may not be explicitly articulated, determines the contributions and influence on the outputs or outcomes [when extended beyond the development team]. An individual might play multiple roles in the context of a team and, sometimes, different roles in different teams \u2013 in parallel<\/li>\n\n\n\n
        To help individuals play roles effectively, role based mentoring and coaching may be considered<\/li>\n<\/ul>\n\n\n\n
        What has been your approach and experience with identifying or playing roles vis-\u00e0-vis titles?<\/p>\n\n\n\n
        I am eager to know<\/p>\n","post_title":"Role and Title \u2013 what is the difference?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"role-and-title-what-is-the-difference","to_ping":"","pinged":"","post_modified":"2024-01-29 11:36:36","post_modified_gmt":"2024-01-29 11:36:36","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19138","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};
        
        Page 1 of 7 1 2 … 7 Next
        
        \n
        The Road to Freedom is a Beautiful System<\/strong>
        When each person in the team is actively aware of what the others are doing and where the team is moving, it enables smooth self-organization and collective ownership. The triangle system that is attributed to Phil Jackson, is a fitting example of having a common structure that is well understood, while providing a chance for creativity.<\/p> <\/li>\n\n\n\n
        Turn the Mundane into the Sacred<\/strong>
        Even for well knit teams, it is worthwhile to have some formality in terms of events [used to also be called ceremonies] that are also supported by team norms. <\/span><\/p>
        What might otherwise be considered as a routine \u2013 say the daily standup \u2013 could become important points of sync up when infused with some formalism. Phil Jackson also introduced meditation practices for the team to help the players focus, unwind, and stay energetic. <\/span><\/p><\/li>\n\n\n\n
        One Breath = One Mind<\/strong>
        A simple technique to get everyone aligned and in sync just before any significant event. Whether it is a crucial meeting, where consensus needs to be reached in time or the start of a release cycle, helping everyone spend some silent, reflective time together helps align the breathing, which is particularly useful in playing tandem, or like trapeze artists, when there are hand-offs to be executed as the project progresses <\/span><\/p><\/li>\n\n\n\n
        The Key to Success is Compassion<\/strong>
        Helping the team understand and internalize the scrum value of respect for others, will lead to greater empathy for both the other team members as well as customers. That understanding will propel the team to go the extra mile when needed, to ensure that the promises to the users are always the highest priority. <\/span><\/p><\/li>\n\n\n\n
        Keep Your Eye on the Spirit, Not on the Scoreboard<\/strong>
        This is the essential difference between DOING Agile and BEING Agile. Or not being obsessed only with some vanity metrics. When the core principles and the team values are always at the back of every thought and action, a team can focus on internalizing the values and principles of Agility. When the emphasis is to do it by the book, one may tend to be more worried about checking the boxes and ignore the outputs and outcomes. <\/span><\/p><\/li>\n\n\n\n
        Sometimes You Have to Pull Out the Big Stick<\/strong>
        This is tricky to directly interpret for a Scrum Master, as the emphasis is usually to be a 'servant leader' who gets results through influence. This is usually true in an ideal world. Sometimes, a Scrum Master needs to be creative to highlight some issues within the team or with specific individuals, so that they can realize the impact of their action or inaction. <\/span><\/p><\/li>\n\n\n\n
        When in Doubt, Do Nothing<\/strong>
        One of the key responsibilities of a Scrum Master if to remove impediments. This may not be quite simple at times. For an action-oriented person, it may be difficult to not do anything and observe the situation resolve itself. But, sometimes, it is best to not do anything. The triaging technique used by many teams \u2013 including emergency medical response teams \u2013 also suggests that in some situations, it is best to not do anything. This will come with experience. <\/span><\/p><\/li>\n\n\n\n
        Forget the Ring<\/strong>
        This is also a point that is easier said than done. When one is so involved in the action, it is not easy to ignore or forget the result and the urge to win. Phil Jackson says, 'obsessing about winning is a loser's game.' The main reason he says, is that such a focus would lead to one losing control of one's emotions. He says, 'The most we can hope for is to create the best possible conditions for success, then let go of the outcome.' <\/span><\/p><\/li>\n<\/ol>\n\n\n\n
        The book has a lot more detailed examples including situations involving some of the high performers who were more self-centric and concerned with their own success and image, and how he was able to help them turn into more team players and mentors to other less experienced players.<\/p>\n","post_title":"Eleven Rings for a Scrum Master","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"eleven-rings-for-a-scrum-master","to_ping":"","pinged":"","post_modified":"2024-01-29 11:31:55","post_modified_gmt":"2024-01-29 11:31:55","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19967","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"2","filter":"raw"},{"ID":19649,"post_author":"30","post_date":"2022-02-19 12:24:26","post_date_gmt":"2022-02-19 06:54:26","post_content":"\n
        Recently, when I was making the morning Congee, it was a lightbulb moment \u2013 to see different approaches similar to some patterns and anti-patterns we see in teams and organizations with transformation initiatives.<\/p>\n\n\n\n
        We see the organization as a structured and organized system, that has settled into its own pace and shape, even if not uniform.<\/p>\n\n\n\n
        Any change is likely to bring in uncertainty, anxiety among the members and hence we want to tread cautiously. But, we have a rough idea of what element to bring in \u2013 be it digital transformation or delivery agility or process efficiency, defect prevention etc.<\/p>\n\n\n\n
        One consideration that usually weighs heavy is not to ruffle any feathers the wrong way. This is the case of the mot common anti-pattern, of 'action on the periphery'<\/p>\n\n\n\n
        While this may appear as a lot of activity involving the teams \u2013 and, in many cases, just the team members \u2013 the core portions may still remain untouched or influenced very little.<\/p>\n\n\n\n
        The result is \u2013 patchy impact, that would not give any significant or sustainable improvement.<\/p>\n\n\n\n
        When you get external support from a consultant or coach, to get an outside-in perspective, the effects are still patchy.<\/p>\n\n\n\n
        From our experience, I can say that to get a greater impact, the scope of transformation initiatives should involve \u2013 and preferably led, with active participation by, senior leaders.<\/p>\n\n\n\n
        The actual catalyst for such approaches would be a coach who has access to and is connected in the day to day activities of the teams, through embedded coaching.<\/p>\n\n\n\n
        In this approach the coach is pretty much part of the team in various activities as an observer and guide. This helps the coach get a better understanding of the context and constraints and relate to the needs and aspirations of the team. This also helps build a trusted relationship between the coach and the teams.<\/p>\n\n\n\n
        Establishing communities of interest and practice \u2013 with the guidance of the coach as needed \u2013 will help in establishing connections across the organization and also enable constructive collisions of ideas across teams. Such opportunities can accelerate breakthrough practice improvements across the board.<\/p>\n\n\n\n
        This also helps in creating more homogeneous ways of working across the organization.<\/p>\n\n\n\n
        Now, it is the time to assess the achievements and refine approaches needed to sustain the benefits of transformation across the organization. Be ready to add the required additional elements [water in the case of the Congee]<\/p>\n\n\n\n
        While you may get started with this autopilot mode where teams are taking ownership and also self organizing among themselves, having platforms for sharing and learning as well as periodic peer reviews and shared improvement initiatives will help sustain the excellence culture.<\/p>\n\n\n\n
        I have captured the above thoughts in a visualization of making Congee, in about 6 minutes.<\/p>\n\n\n\n
        \nhttps:\/\/www.youtube.com\/embed\/8A1LPIHr7sU\n<\/div><\/figure>\n\n\n\n
        Now that you have the recipe for success for your organizational transformation, what is holding you back?<\/span><\/p>\n\n\n\n
        Do share your stories and analogies that have worked well or not so well in your context.<\/p>\n","post_title":"Transform your organization like you would make Congee","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"transform-your-organization-like-you-would-make-congee","to_ping":"","pinged":"","post_modified":"2024-01-29 11:34:04","post_modified_gmt":"2024-01-29 11:34:04","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19649","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":19673,"post_author":"30","post_date":"2022-02-19 11:54:43","post_date_gmt":"2022-02-19 06:24:43","post_content":"\n
        $\"\"$ <\/figure>\n\n\n\n
        One of the frequently asked questions I get from teams starting out to adopt the OKR framework - Objectives and Key results, is how to distinguish between an objective and a Key result.<\/p>\n\n\n\n
        Additionally, how do we word these - so that there is less or no ambiguity.<\/p>\n\n\n\n
        While a detailed treatment of OKRs would need to go beyond a blog post, in this Chow, the following exercise to tag statements as an Objective or Key Result would help understand better.<\/p>\n\n\n\n
        To oversimplify the difference, consider Objectives as the equivalent of Outcomes desired. Outomes normally also have an association expectation of a change in behavior, such as a purchase decision or changing a habit.<\/p>\n\n\n\n
        The Key Results would be indicators that can be measured - or, sometimes, sensed and can act as interim steps or goals. these may indicate specific actions to be taken by the team owning an objective or outputs to be created,<\/p>\n\n\n\n
        Check your understanding with the fun quiz below.<\/p>\n\n\n\n
        <\/p>\n","post_title":"Chow # 283 - Objective or Key Result","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-283-objective-or-key-result","to_ping":"","pinged":"","post_modified":"2024-09-06 15:16:51","post_modified_gmt":"2024-09-06 09:46:51","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19673","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":19142,"post_author":"30","post_date":"2021-09-12 16:17:00","post_date_gmt":"2021-09-12 10:47:00","post_content":"\n
        Commutronix is a highly watched startup, starting to disrupt the electric vehicle technology space. Commutronix does not manufacture vehicles. Rather they almost dominate the EV space by providing core technologies to OEMs and almost all EV manufacturers have incorporated their solutions into their product lines.<\/p>\n\n\n\n
        As the expectations of long range performance and superfast charging started increasing from customers, Commutronix launched a new initiative to incorporate real time analytics of vehicle performance by monitoring critical parameters and also adjust key parameters for various subsystems to achieve the goals considering the driving styles also in addition to the physical and mechanical parameters.<\/p>\n\n\n\n
        This was considered an ideal project for the data sciences team, as it would involve a lot of modeling, analysis and inferencing. The first thought was to have the Product Owner from the Data Sciences team,<\/p>\n\n\n\n
        The engineering team, however, was skeptical. They felt that there is a significant amount of work in interfacing with the sensors, the cloud based knowledge hub and the need for a driver override meant a responsive, effective UI \u2013 and so, the Product Owner must be from the engineering team.<\/p>\n\n\n\n
        The marketing team felt that they are in the best position to give direction to this feature, as they are closest to the customers and would know how best to prioritize and scope the requirements.<\/p>\n\n\n\n
        After a 3 hour discussion, the leaders had two choices before them.<\/p>\n\n\n\n
        One \u2013 toss a coin and decide? But how to pick from three options with a coin? Someone suggested the throw of dice..<\/p>\n\n\n\n
        In order to avoid another long \u2013 potentially inconclusive \u2013 meeting, they chose option two.<\/p>\n\n\n\n
        That is to ask you<\/strong>, what they should do.<\/p>\n\n\n\n
        What would be your advice?<\/p>\n\n\n\n
        Suggested solution:<\/p>\n\n\n\n
        <\/span>
        <\/span><\/span><\/p>\n","post_title":"Chow # 265 - Which functional organization should a Product Owner be from?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-265-which-functional-organization-should-a-product-owner-be-from","to_ping":"","pinged":"","post_modified":"2024-01-30 05:48:16","post_modified_gmt":"2024-01-30 05:48:16","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19142","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":19138,"post_author":"30","post_date":"2021-09-12 15:01:47","post_date_gmt":"2021-09-12 09:31:47","post_content":"\n
        One question that I get regularly from most teams and organizations that I have coached in their Agility journeys, is related to choosing the persons to play the 'new' roles of scrum master of product owner.<\/p>\n\n\n\n
        On the face of it, such questions seem simple to answer. One could say, just refer to the documentation related to the model being adopted and pick people to fill those roles.<\/p>\n\n\n\n
        I wish it was as simple.<\/p>\n\n\n\n
        Most of the time, re-designating a person does not change the style or way of working.<\/p>\n\n\n\n
        In some organizations, transformation exercises list the new roles and drop some old roles [typically, those that may have a 'manager' prefix or suffix].<\/p>\n\n\n\n
        So, many managers want to become Scrum Masters or Product Owners.<\/p>\n\n\n\n
        In many such instances, the persons continue to function the way they used to, with just new titles.<\/p>\n\n\n\n
        In my sessions with teams, one of the important topics that I stress on is role clarity.<\/p>\n\n\n\n
        When we talk of Agile teams \u2013 the essential characteristics include<\/p>\n\n\n\n
        \n
        The ability to self-organize<\/li>\n\n\n\n
        Owning the deliverables [outputs] as a team<\/li>\n<\/ul>\n\n\n\n
        If the re-designated managers are not able to re-calibrate themselves to effectively enable these aspects, the tendency to continue to adopt a directive style or expect a manager-subordinate reporting relationship will continue.<\/p>\n\n\n\n
        These, one would appreciate, are not just anti-patterns, but are seeds for dysfunctions at a team level.<\/p>\n\n\n\n
        In order to become or enable teams to become high performing, what is expected of the Scrum Master role is to be a facilitator.<\/p>\n\n\n\n
        While one may carry a title or designation of a Manager \u2013 that could be more for organizational hierarchy and managing spans of control.<\/p>\n\n\n\n
        In the context of a team, there are activities to be owned and performed by all members. In that sense, a neutral title for everyone part of a team could be just 'member'.<\/p>\n\n\n\n
        Each person may play one or more roles. A Developer could also be a Reviewer. A tester could also be an automation programmer. A team lead could also be an architect .. and so on..<\/p>\n\n\n\n
        With many teams preferring to have 'full stack developers', every member would have the flexibility of playing different roles, based on the need of the hour, to meet the team goals \u2013 for an iteration or release.<\/p>\n\n\n\n
        Some tips to make this work well:<\/p>\n\n\n\n
        \n
        Make sure that ALL activities needed in the team are owned by at least one role<\/li>\n\n\n\n
        There may be multiple persons playing similar or same roles, depending on the team and project requirements<\/li>\n<\/ul>\n\n\n\n
        To summarize:<\/p>\n\n\n\n
        \n
        A title is more representative of the position in an organization structure and would have some associated expectations in terms of the areas of contribution. May also be known as a designation or rank. Typically, an individual will have only one title at a time<\/li>\n\n\n\n
        A role, which may or may not be explicitly articulated, determines the contributions and influence on the outputs or outcomes [when extended beyond the development team]. An individual might play multiple roles in the context of a team and, sometimes, different roles in different teams \u2013 in parallel<\/li>\n\n\n\n
        To help individuals play roles effectively, role based mentoring and coaching may be considered<\/li>\n<\/ul>\n\n\n\n
        What has been your approach and experience with identifying or playing roles vis-\u00e0-vis titles?<\/p>\n\n\n\n
        I am eager to know<\/p>\n","post_title":"Role and Title \u2013 what is the difference?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"role-and-title-what-is-the-difference","to_ping":"","pinged":"","post_modified":"2024-01-29 11:36:36","post_modified_gmt":"2024-01-29 11:36:36","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19138","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};
        
        Page 1 of 7 1 2 … 7 Next
        
        \n
        Let Each Player Discover His Own Destiny<\/strong>
        Jackson says, \"I've always been interested in getting players to think for themselves so that they can make difficult decisions in the heat of battle.\" <\/span><\/p>
        This translates into enabling safe spaces where each person can exhibit and share their courage, mutual respect, and resilience. <\/span><\/p>
        This also encourages the team to go beyond narrowly defined set of duties and swarm as needed, to ensure team success.<\/p> <\/li>\n\n\n\n
        The Road to Freedom is a Beautiful System<\/strong>
        When each person in the team is actively aware of what the others are doing and where the team is moving, it enables smooth self-organization and collective ownership. The triangle system that is attributed to Phil Jackson, is a fitting example of having a common structure that is well understood, while providing a chance for creativity.<\/p> <\/li>\n\n\n\n
        Turn the Mundane into the Sacred<\/strong>
        Even for well knit teams, it is worthwhile to have some formality in terms of events [used to also be called ceremonies] that are also supported by team norms. <\/span><\/p>
        What might otherwise be considered as a routine \u2013 say the daily standup \u2013 could become important points of sync up when infused with some formalism. Phil Jackson also introduced meditation practices for the team to help the players focus, unwind, and stay energetic. <\/span><\/p><\/li>\n\n\n\n
        One Breath = One Mind<\/strong>
        A simple technique to get everyone aligned and in sync just before any significant event. Whether it is a crucial meeting, where consensus needs to be reached in time or the start of a release cycle, helping everyone spend some silent, reflective time together helps align the breathing, which is particularly useful in playing tandem, or like trapeze artists, when there are hand-offs to be executed as the project progresses <\/span><\/p><\/li>\n\n\n\n
        The Key to Success is Compassion<\/strong>
        Helping the team understand and internalize the scrum value of respect for others, will lead to greater empathy for both the other team members as well as customers. That understanding will propel the team to go the extra mile when needed, to ensure that the promises to the users are always the highest priority. <\/span><\/p><\/li>\n\n\n\n
        Keep Your Eye on the Spirit, Not on the Scoreboard<\/strong>
        This is the essential difference between DOING Agile and BEING Agile. Or not being obsessed only with some vanity metrics. When the core principles and the team values are always at the back of every thought and action, a team can focus on internalizing the values and principles of Agility. When the emphasis is to do it by the book, one may tend to be more worried about checking the boxes and ignore the outputs and outcomes. <\/span><\/p><\/li>\n\n\n\n
        Sometimes You Have to Pull Out the Big Stick<\/strong>
        This is tricky to directly interpret for a Scrum Master, as the emphasis is usually to be a 'servant leader' who gets results through influence. This is usually true in an ideal world. Sometimes, a Scrum Master needs to be creative to highlight some issues within the team or with specific individuals, so that they can realize the impact of their action or inaction. <\/span><\/p><\/li>\n\n\n\n
        When in Doubt, Do Nothing<\/strong>
        One of the key responsibilities of a Scrum Master if to remove impediments. This may not be quite simple at times. For an action-oriented person, it may be difficult to not do anything and observe the situation resolve itself. But, sometimes, it is best to not do anything. The triaging technique used by many teams \u2013 including emergency medical response teams \u2013 also suggests that in some situations, it is best to not do anything. This will come with experience. <\/span><\/p><\/li>\n\n\n\n
        Forget the Ring<\/strong>
        This is also a point that is easier said than done. When one is so involved in the action, it is not easy to ignore or forget the result and the urge to win. Phil Jackson says, 'obsessing about winning is a loser's game.' The main reason he says, is that such a focus would lead to one losing control of one's emotions. He says, 'The most we can hope for is to create the best possible conditions for success, then let go of the outcome.' <\/span><\/p><\/li>\n<\/ol>\n\n\n\n
        The book has a lot more detailed examples including situations involving some of the high performers who were more self-centric and concerned with their own success and image, and how he was able to help them turn into more team players and mentors to other less experienced players.<\/p>\n","post_title":"Eleven Rings for a Scrum Master","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"eleven-rings-for-a-scrum-master","to_ping":"","pinged":"","post_modified":"2024-01-29 11:31:55","post_modified_gmt":"2024-01-29 11:31:55","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19967","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"2","filter":"raw"},{"ID":19649,"post_author":"30","post_date":"2022-02-19 12:24:26","post_date_gmt":"2022-02-19 06:54:26","post_content":"\n
        Recently, when I was making the morning Congee, it was a lightbulb moment \u2013 to see different approaches similar to some patterns and anti-patterns we see in teams and organizations with transformation initiatives.<\/p>\n\n\n\n
        We see the organization as a structured and organized system, that has settled into its own pace and shape, even if not uniform.<\/p>\n\n\n\n
        Any change is likely to bring in uncertainty, anxiety among the members and hence we want to tread cautiously. But, we have a rough idea of what element to bring in \u2013 be it digital transformation or delivery agility or process efficiency, defect prevention etc.<\/p>\n\n\n\n
        One consideration that usually weighs heavy is not to ruffle any feathers the wrong way. This is the case of the mot common anti-pattern, of 'action on the periphery'<\/p>\n\n\n\n
        While this may appear as a lot of activity involving the teams \u2013 and, in many cases, just the team members \u2013 the core portions may still remain untouched or influenced very little.<\/p>\n\n\n\n
        The result is \u2013 patchy impact, that would not give any significant or sustainable improvement.<\/p>\n\n\n\n
        When you get external support from a consultant or coach, to get an outside-in perspective, the effects are still patchy.<\/p>\n\n\n\n
        From our experience, I can say that to get a greater impact, the scope of transformation initiatives should involve \u2013 and preferably led, with active participation by, senior leaders.<\/p>\n\n\n\n
        The actual catalyst for such approaches would be a coach who has access to and is connected in the day to day activities of the teams, through embedded coaching.<\/p>\n\n\n\n
        In this approach the coach is pretty much part of the team in various activities as an observer and guide. This helps the coach get a better understanding of the context and constraints and relate to the needs and aspirations of the team. This also helps build a trusted relationship between the coach and the teams.<\/p>\n\n\n\n
        Establishing communities of interest and practice \u2013 with the guidance of the coach as needed \u2013 will help in establishing connections across the organization and also enable constructive collisions of ideas across teams. Such opportunities can accelerate breakthrough practice improvements across the board.<\/p>\n\n\n\n
        This also helps in creating more homogeneous ways of working across the organization.<\/p>\n\n\n\n
        Now, it is the time to assess the achievements and refine approaches needed to sustain the benefits of transformation across the organization. Be ready to add the required additional elements [water in the case of the Congee]<\/p>\n\n\n\n
        While you may get started with this autopilot mode where teams are taking ownership and also self organizing among themselves, having platforms for sharing and learning as well as periodic peer reviews and shared improvement initiatives will help sustain the excellence culture.<\/p>\n\n\n\n
        I have captured the above thoughts in a visualization of making Congee, in about 6 minutes.<\/p>\n\n\n\n
        \nhttps:\/\/www.youtube.com\/embed\/8A1LPIHr7sU\n<\/div><\/figure>\n\n\n\n
        Now that you have the recipe for success for your organizational transformation, what is holding you back?<\/span><\/p>\n\n\n\n
        Do share your stories and analogies that have worked well or not so well in your context.<\/p>\n","post_title":"Transform your organization like you would make Congee","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"transform-your-organization-like-you-would-make-congee","to_ping":"","pinged":"","post_modified":"2024-01-29 11:34:04","post_modified_gmt":"2024-01-29 11:34:04","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19649","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":19673,"post_author":"30","post_date":"2022-02-19 11:54:43","post_date_gmt":"2022-02-19 06:24:43","post_content":"\n
        $\"\"$ <\/figure>\n\n\n\n
        One of the frequently asked questions I get from teams starting out to adopt the OKR framework - Objectives and Key results, is how to distinguish between an objective and a Key result.<\/p>\n\n\n\n
        Additionally, how do we word these - so that there is less or no ambiguity.<\/p>\n\n\n\n
        While a detailed treatment of OKRs would need to go beyond a blog post, in this Chow, the following exercise to tag statements as an Objective or Key Result would help understand better.<\/p>\n\n\n\n
        To oversimplify the difference, consider Objectives as the equivalent of Outcomes desired. Outomes normally also have an association expectation of a change in behavior, such as a purchase decision or changing a habit.<\/p>\n\n\n\n
        The Key Results would be indicators that can be measured - or, sometimes, sensed and can act as interim steps or goals. these may indicate specific actions to be taken by the team owning an objective or outputs to be created,<\/p>\n\n\n\n
        Check your understanding with the fun quiz below.<\/p>\n\n\n\n
        <\/p>\n","post_title":"Chow # 283 - Objective or Key Result","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-283-objective-or-key-result","to_ping":"","pinged":"","post_modified":"2024-09-06 15:16:51","post_modified_gmt":"2024-09-06 09:46:51","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19673","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":19142,"post_author":"30","post_date":"2021-09-12 16:17:00","post_date_gmt":"2021-09-12 10:47:00","post_content":"\n
        Commutronix is a highly watched startup, starting to disrupt the electric vehicle technology space. Commutronix does not manufacture vehicles. Rather they almost dominate the EV space by providing core technologies to OEMs and almost all EV manufacturers have incorporated their solutions into their product lines.<\/p>\n\n\n\n
        As the expectations of long range performance and superfast charging started increasing from customers, Commutronix launched a new initiative to incorporate real time analytics of vehicle performance by monitoring critical parameters and also adjust key parameters for various subsystems to achieve the goals considering the driving styles also in addition to the physical and mechanical parameters.<\/p>\n\n\n\n
        This was considered an ideal project for the data sciences team, as it would involve a lot of modeling, analysis and inferencing. The first thought was to have the Product Owner from the Data Sciences team,<\/p>\n\n\n\n
        The engineering team, however, was skeptical. They felt that there is a significant amount of work in interfacing with the sensors, the cloud based knowledge hub and the need for a driver override meant a responsive, effective UI \u2013 and so, the Product Owner must be from the engineering team.<\/p>\n\n\n\n
        The marketing team felt that they are in the best position to give direction to this feature, as they are closest to the customers and would know how best to prioritize and scope the requirements.<\/p>\n\n\n\n
        After a 3 hour discussion, the leaders had two choices before them.<\/p>\n\n\n\n
        One \u2013 toss a coin and decide? But how to pick from three options with a coin? Someone suggested the throw of dice..<\/p>\n\n\n\n
        In order to avoid another long \u2013 potentially inconclusive \u2013 meeting, they chose option two.<\/p>\n\n\n\n
        That is to ask you<\/strong>, what they should do.<\/p>\n\n\n\n
        What would be your advice?<\/p>\n\n\n\n
        Suggested solution:<\/p>\n\n\n\n
        <\/span>
        <\/span><\/span><\/p>\n","post_title":"Chow # 265 - Which functional organization should a Product Owner be from?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-265-which-functional-organization-should-a-product-owner-be-from","to_ping":"","pinged":"","post_modified":"2024-01-30 05:48:16","post_modified_gmt":"2024-01-30 05:48:16","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19142","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":19138,"post_author":"30","post_date":"2021-09-12 15:01:47","post_date_gmt":"2021-09-12 09:31:47","post_content":"\n
        One question that I get regularly from most teams and organizations that I have coached in their Agility journeys, is related to choosing the persons to play the 'new' roles of scrum master of product owner.<\/p>\n\n\n\n
        On the face of it, such questions seem simple to answer. One could say, just refer to the documentation related to the model being adopted and pick people to fill those roles.<\/p>\n\n\n\n
        I wish it was as simple.<\/p>\n\n\n\n
        Most of the time, re-designating a person does not change the style or way of working.<\/p>\n\n\n\n
        In some organizations, transformation exercises list the new roles and drop some old roles [typically, those that may have a 'manager' prefix or suffix].<\/p>\n\n\n\n
        So, many managers want to become Scrum Masters or Product Owners.<\/p>\n\n\n\n
        In many such instances, the persons continue to function the way they used to, with just new titles.<\/p>\n\n\n\n
        In my sessions with teams, one of the important topics that I stress on is role clarity.<\/p>\n\n\n\n
        When we talk of Agile teams \u2013 the essential characteristics include<\/p>\n\n\n\n
        \n
        The ability to self-organize<\/li>\n\n\n\n
        Owning the deliverables [outputs] as a team<\/li>\n<\/ul>\n\n\n\n
        If the re-designated managers are not able to re-calibrate themselves to effectively enable these aspects, the tendency to continue to adopt a directive style or expect a manager-subordinate reporting relationship will continue.<\/p>\n\n\n\n
        These, one would appreciate, are not just anti-patterns, but are seeds for dysfunctions at a team level.<\/p>\n\n\n\n
        In order to become or enable teams to become high performing, what is expected of the Scrum Master role is to be a facilitator.<\/p>\n\n\n\n
        While one may carry a title or designation of a Manager \u2013 that could be more for organizational hierarchy and managing spans of control.<\/p>\n\n\n\n
        In the context of a team, there are activities to be owned and performed by all members. In that sense, a neutral title for everyone part of a team could be just 'member'.<\/p>\n\n\n\n
        Each person may play one or more roles. A Developer could also be a Reviewer. A tester could also be an automation programmer. A team lead could also be an architect .. and so on..<\/p>\n\n\n\n
        With many teams preferring to have 'full stack developers', every member would have the flexibility of playing different roles, based on the need of the hour, to meet the team goals \u2013 for an iteration or release.<\/p>\n\n\n\n
        Some tips to make this work well:<\/p>\n\n\n\n
        \n
        Make sure that ALL activities needed in the team are owned by at least one role<\/li>\n\n\n\n
        There may be multiple persons playing similar or same roles, depending on the team and project requirements<\/li>\n<\/ul>\n\n\n\n
        To summarize:<\/p>\n\n\n\n
        \n
        A title is more representative of the position in an organization structure and would have some associated expectations in terms of the areas of contribution. May also be known as a designation or rank. Typically, an individual will have only one title at a time<\/li>\n\n\n\n
        A role, which may or may not be explicitly articulated, determines the contributions and influence on the outputs or outcomes [when extended beyond the development team]. An individual might play multiple roles in the context of a team and, sometimes, different roles in different teams \u2013 in parallel<\/li>\n\n\n\n
        To help individuals play roles effectively, role based mentoring and coaching may be considered<\/li>\n<\/ul>\n\n\n\n
        What has been your approach and experience with identifying or playing roles vis-\u00e0-vis titles?<\/p>\n\n\n\n
        I am eager to know<\/p>\n","post_title":"Role and Title \u2013 what is the difference?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"role-and-title-what-is-the-difference","to_ping":"","pinged":"","post_modified":"2024-01-29 11:36:36","post_modified_gmt":"2024-01-29 11:36:36","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19138","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};
        
        Page 1 of 7 1 2 … 7 Next
        
        \n
        Bench the Ego<\/strong>
        Every action, it is said, has an equal and opposite reaction. <\/span><\/p>
        This is true for leaders too. When some decisions are forced on people, there is invariably a tendency to resist, particularly if it involves change. <\/span><\/p>
        As a Scrum Master, one needs to be able to quickly gain the consensus of the team. To do that the Scrum Master should also listen and create a safe environment for everyone to express themselves.<\/p> <\/li>\n\n\n\n
        Let Each Player Discover His Own Destiny<\/strong>
        Jackson says, \"I've always been interested in getting players to think for themselves so that they can make difficult decisions in the heat of battle.\" <\/span><\/p>
        This translates into enabling safe spaces where each person can exhibit and share their courage, mutual respect, and resilience. <\/span><\/p>
        This also encourages the team to go beyond narrowly defined set of duties and swarm as needed, to ensure team success.<\/p> <\/li>\n\n\n\n
        The Road to Freedom is a Beautiful System<\/strong>
        When each person in the team is actively aware of what the others are doing and where the team is moving, it enables smooth self-organization and collective ownership. The triangle system that is attributed to Phil Jackson, is a fitting example of having a common structure that is well understood, while providing a chance for creativity.<\/p> <\/li>\n\n\n\n
        Turn the Mundane into the Sacred<\/strong>
        Even for well knit teams, it is worthwhile to have some formality in terms of events [used to also be called ceremonies] that are also supported by team norms. <\/span><\/p>
        What might otherwise be considered as a routine \u2013 say the daily standup \u2013 could become important points of sync up when infused with some formalism. Phil Jackson also introduced meditation practices for the team to help the players focus, unwind, and stay energetic. <\/span><\/p><\/li>\n\n\n\n
        One Breath = One Mind<\/strong>
        A simple technique to get everyone aligned and in sync just before any significant event. Whether it is a crucial meeting, where consensus needs to be reached in time or the start of a release cycle, helping everyone spend some silent, reflective time together helps align the breathing, which is particularly useful in playing tandem, or like trapeze artists, when there are hand-offs to be executed as the project progresses <\/span><\/p><\/li>\n\n\n\n
        The Key to Success is Compassion<\/strong>
        Helping the team understand and internalize the scrum value of respect for others, will lead to greater empathy for both the other team members as well as customers. That understanding will propel the team to go the extra mile when needed, to ensure that the promises to the users are always the highest priority. <\/span><\/p><\/li>\n\n\n\n
        Keep Your Eye on the Spirit, Not on the Scoreboard<\/strong>
        This is the essential difference between DOING Agile and BEING Agile. Or not being obsessed only with some vanity metrics. When the core principles and the team values are always at the back of every thought and action, a team can focus on internalizing the values and principles of Agility. When the emphasis is to do it by the book, one may tend to be more worried about checking the boxes and ignore the outputs and outcomes. <\/span><\/p><\/li>\n\n\n\n
        Sometimes You Have to Pull Out the Big Stick<\/strong>
        This is tricky to directly interpret for a Scrum Master, as the emphasis is usually to be a 'servant leader' who gets results through influence. This is usually true in an ideal world. Sometimes, a Scrum Master needs to be creative to highlight some issues within the team or with specific individuals, so that they can realize the impact of their action or inaction. <\/span><\/p><\/li>\n\n\n\n
        When in Doubt, Do Nothing<\/strong>
        One of the key responsibilities of a Scrum Master if to remove impediments. This may not be quite simple at times. For an action-oriented person, it may be difficult to not do anything and observe the situation resolve itself. But, sometimes, it is best to not do anything. The triaging technique used by many teams \u2013 including emergency medical response teams \u2013 also suggests that in some situations, it is best to not do anything. This will come with experience. <\/span><\/p><\/li>\n\n\n\n
        Forget the Ring<\/strong>
        This is also a point that is easier said than done. When one is so involved in the action, it is not easy to ignore or forget the result and the urge to win. Phil Jackson says, 'obsessing about winning is a loser's game.' The main reason he says, is that such a focus would lead to one losing control of one's emotions. He says, 'The most we can hope for is to create the best possible conditions for success, then let go of the outcome.' <\/span><\/p><\/li>\n<\/ol>\n\n\n\n
        The book has a lot more detailed examples including situations involving some of the high performers who were more self-centric and concerned with their own success and image, and how he was able to help them turn into more team players and mentors to other less experienced players.<\/p>\n","post_title":"Eleven Rings for a Scrum Master","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"eleven-rings-for-a-scrum-master","to_ping":"","pinged":"","post_modified":"2024-01-29 11:31:55","post_modified_gmt":"2024-01-29 11:31:55","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19967","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"2","filter":"raw"},{"ID":19649,"post_author":"30","post_date":"2022-02-19 12:24:26","post_date_gmt":"2022-02-19 06:54:26","post_content":"\n
        Recently, when I was making the morning Congee, it was a lightbulb moment \u2013 to see different approaches similar to some patterns and anti-patterns we see in teams and organizations with transformation initiatives.<\/p>\n\n\n\n
        We see the organization as a structured and organized system, that has settled into its own pace and shape, even if not uniform.<\/p>\n\n\n\n
        Any change is likely to bring in uncertainty, anxiety among the members and hence we want to tread cautiously. But, we have a rough idea of what element to bring in \u2013 be it digital transformation or delivery agility or process efficiency, defect prevention etc.<\/p>\n\n\n\n
        One consideration that usually weighs heavy is not to ruffle any feathers the wrong way. This is the case of the mot common anti-pattern, of 'action on the periphery'<\/p>\n\n\n\n
        While this may appear as a lot of activity involving the teams \u2013 and, in many cases, just the team members \u2013 the core portions may still remain untouched or influenced very little.<\/p>\n\n\n\n
        The result is \u2013 patchy impact, that would not give any significant or sustainable improvement.<\/p>\n\n\n\n
        When you get external support from a consultant or coach, to get an outside-in perspective, the effects are still patchy.<\/p>\n\n\n\n
        From our experience, I can say that to get a greater impact, the scope of transformation initiatives should involve \u2013 and preferably led, with active participation by, senior leaders.<\/p>\n\n\n\n
        The actual catalyst for such approaches would be a coach who has access to and is connected in the day to day activities of the teams, through embedded coaching.<\/p>\n\n\n\n
        In this approach the coach is pretty much part of the team in various activities as an observer and guide. This helps the coach get a better understanding of the context and constraints and relate to the needs and aspirations of the team. This also helps build a trusted relationship between the coach and the teams.<\/p>\n\n\n\n
        Establishing communities of interest and practice \u2013 with the guidance of the coach as needed \u2013 will help in establishing connections across the organization and also enable constructive collisions of ideas across teams. Such opportunities can accelerate breakthrough practice improvements across the board.<\/p>\n\n\n\n
        This also helps in creating more homogeneous ways of working across the organization.<\/p>\n\n\n\n
        Now, it is the time to assess the achievements and refine approaches needed to sustain the benefits of transformation across the organization. Be ready to add the required additional elements [water in the case of the Congee]<\/p>\n\n\n\n
        While you may get started with this autopilot mode where teams are taking ownership and also self organizing among themselves, having platforms for sharing and learning as well as periodic peer reviews and shared improvement initiatives will help sustain the excellence culture.<\/p>\n\n\n\n
        I have captured the above thoughts in a visualization of making Congee, in about 6 minutes.<\/p>\n\n\n\n
        \nhttps:\/\/www.youtube.com\/embed\/8A1LPIHr7sU\n<\/div><\/figure>\n\n\n\n
        Now that you have the recipe for success for your organizational transformation, what is holding you back?<\/span><\/p>\n\n\n\n
        Do share your stories and analogies that have worked well or not so well in your context.<\/p>\n","post_title":"Transform your organization like you would make Congee","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"transform-your-organization-like-you-would-make-congee","to_ping":"","pinged":"","post_modified":"2024-01-29 11:34:04","post_modified_gmt":"2024-01-29 11:34:04","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19649","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":19673,"post_author":"30","post_date":"2022-02-19 11:54:43","post_date_gmt":"2022-02-19 06:24:43","post_content":"\n
        $\"\"$ <\/figure>\n\n\n\n
        One of the frequently asked questions I get from teams starting out to adopt the OKR framework - Objectives and Key results, is how to distinguish between an objective and a Key result.<\/p>\n\n\n\n
        Additionally, how do we word these - so that there is less or no ambiguity.<\/p>\n\n\n\n
        While a detailed treatment of OKRs would need to go beyond a blog post, in this Chow, the following exercise to tag statements as an Objective or Key Result would help understand better.<\/p>\n\n\n\n
        To oversimplify the difference, consider Objectives as the equivalent of Outcomes desired. Outomes normally also have an association expectation of a change in behavior, such as a purchase decision or changing a habit.<\/p>\n\n\n\n
        The Key Results would be indicators that can be measured - or, sometimes, sensed and can act as interim steps or goals. these may indicate specific actions to be taken by the team owning an objective or outputs to be created,<\/p>\n\n\n\n
        Check your understanding with the fun quiz below.<\/p>\n\n\n\n
        <\/p>\n","post_title":"Chow # 283 - Objective or Key Result","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-283-objective-or-key-result","to_ping":"","pinged":"","post_modified":"2024-09-06 15:16:51","post_modified_gmt":"2024-09-06 09:46:51","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19673","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":19142,"post_author":"30","post_date":"2021-09-12 16:17:00","post_date_gmt":"2021-09-12 10:47:00","post_content":"\n
        Commutronix is a highly watched startup, starting to disrupt the electric vehicle technology space. Commutronix does not manufacture vehicles. Rather they almost dominate the EV space by providing core technologies to OEMs and almost all EV manufacturers have incorporated their solutions into their product lines.<\/p>\n\n\n\n
        As the expectations of long range performance and superfast charging started increasing from customers, Commutronix launched a new initiative to incorporate real time analytics of vehicle performance by monitoring critical parameters and also adjust key parameters for various subsystems to achieve the goals considering the driving styles also in addition to the physical and mechanical parameters.<\/p>\n\n\n\n
        This was considered an ideal project for the data sciences team, as it would involve a lot of modeling, analysis and inferencing. The first thought was to have the Product Owner from the Data Sciences team,<\/p>\n\n\n\n
        The engineering team, however, was skeptical. They felt that there is a significant amount of work in interfacing with the sensors, the cloud based knowledge hub and the need for a driver override meant a responsive, effective UI \u2013 and so, the Product Owner must be from the engineering team.<\/p>\n\n\n\n
        The marketing team felt that they are in the best position to give direction to this feature, as they are closest to the customers and would know how best to prioritize and scope the requirements.<\/p>\n\n\n\n
        After a 3 hour discussion, the leaders had two choices before them.<\/p>\n\n\n\n
        One \u2013 toss a coin and decide? But how to pick from three options with a coin? Someone suggested the throw of dice..<\/p>\n\n\n\n
        In order to avoid another long \u2013 potentially inconclusive \u2013 meeting, they chose option two.<\/p>\n\n\n\n
        That is to ask you<\/strong>, what they should do.<\/p>\n\n\n\n
        What would be your advice?<\/p>\n\n\n\n
        Suggested solution:<\/p>\n\n\n\n
        <\/span>
        <\/span><\/span><\/p>\n","post_title":"Chow # 265 - Which functional organization should a Product Owner be from?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-265-which-functional-organization-should-a-product-owner-be-from","to_ping":"","pinged":"","post_modified":"2024-01-30 05:48:16","post_modified_gmt":"2024-01-30 05:48:16","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19142","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":19138,"post_author":"30","post_date":"2021-09-12 15:01:47","post_date_gmt":"2021-09-12 09:31:47","post_content":"\n
        One question that I get regularly from most teams and organizations that I have coached in their Agility journeys, is related to choosing the persons to play the 'new' roles of scrum master of product owner.<\/p>\n\n\n\n
        On the face of it, such questions seem simple to answer. One could say, just refer to the documentation related to the model being adopted and pick people to fill those roles.<\/p>\n\n\n\n
        I wish it was as simple.<\/p>\n\n\n\n
        Most of the time, re-designating a person does not change the style or way of working.<\/p>\n\n\n\n
        In some organizations, transformation exercises list the new roles and drop some old roles [typically, those that may have a 'manager' prefix or suffix].<\/p>\n\n\n\n
        So, many managers want to become Scrum Masters or Product Owners.<\/p>\n\n\n\n
        In many such instances, the persons continue to function the way they used to, with just new titles.<\/p>\n\n\n\n
        In my sessions with teams, one of the important topics that I stress on is role clarity.<\/p>\n\n\n\n
        When we talk of Agile teams \u2013 the essential characteristics include<\/p>\n\n\n\n
        \n
        The ability to self-organize<\/li>\n\n\n\n
        Owning the deliverables [outputs] as a team<\/li>\n<\/ul>\n\n\n\n
        If the re-designated managers are not able to re-calibrate themselves to effectively enable these aspects, the tendency to continue to adopt a directive style or expect a manager-subordinate reporting relationship will continue.<\/p>\n\n\n\n
        These, one would appreciate, are not just anti-patterns, but are seeds for dysfunctions at a team level.<\/p>\n\n\n\n
        In order to become or enable teams to become high performing, what is expected of the Scrum Master role is to be a facilitator.<\/p>\n\n\n\n
        While one may carry a title or designation of a Manager \u2013 that could be more for organizational hierarchy and managing spans of control.<\/p>\n\n\n\n
        In the context of a team, there are activities to be owned and performed by all members. In that sense, a neutral title for everyone part of a team could be just 'member'.<\/p>\n\n\n\n
        Each person may play one or more roles. A Developer could also be a Reviewer. A tester could also be an automation programmer. A team lead could also be an architect .. and so on..<\/p>\n\n\n\n
        With many teams preferring to have 'full stack developers', every member would have the flexibility of playing different roles, based on the need of the hour, to meet the team goals \u2013 for an iteration or release.<\/p>\n\n\n\n
        Some tips to make this work well:<\/p>\n\n\n\n
        \n
        Make sure that ALL activities needed in the team are owned by at least one role<\/li>\n\n\n\n
        There may be multiple persons playing similar or same roles, depending on the team and project requirements<\/li>\n<\/ul>\n\n\n\n
        To summarize:<\/p>\n\n\n\n
        \n
        A title is more representative of the position in an organization structure and would have some associated expectations in terms of the areas of contribution. May also be known as a designation or rank. Typically, an individual will have only one title at a time<\/li>\n\n\n\n
        A role, which may or may not be explicitly articulated, determines the contributions and influence on the outputs or outcomes [when extended beyond the development team]. An individual might play multiple roles in the context of a team and, sometimes, different roles in different teams \u2013 in parallel<\/li>\n\n\n\n
        To help individuals play roles effectively, role based mentoring and coaching may be considered<\/li>\n<\/ul>\n\n\n\n
        What has been your approach and experience with identifying or playing roles vis-\u00e0-vis titles?<\/p>\n\n\n\n
        I am eager to know<\/p>\n","post_title":"Role and Title \u2013 what is the difference?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"role-and-title-what-is-the-difference","to_ping":"","pinged":"","post_modified":"2024-01-29 11:36:36","post_modified_gmt":"2024-01-29 11:36:36","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19138","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};
        
        Page 1 of 7 1 2 … 7 Next
        
        \n
        Lead From the Inside Out<\/strong>
        In the PM Power approach to leadership development, we combine the hard aspects as well as the soft aspects. An effective leader is one who can manage outside, by mastering inside. <\/span><\/p>
        When one leads from inside out, the genuineness of conversations establishes true connections with people, and everyone starts to listen more to what you say. <\/span><\/p><\/li>\n\n\n\n
        Bench the Ego<\/strong>
        Every action, it is said, has an equal and opposite reaction. <\/span><\/p>
        This is true for leaders too. When some decisions are forced on people, there is invariably a tendency to resist, particularly if it involves change. <\/span><\/p>
        As a Scrum Master, one needs to be able to quickly gain the consensus of the team. To do that the Scrum Master should also listen and create a safe environment for everyone to express themselves.<\/p> <\/li>\n\n\n\n
        Let Each Player Discover His Own Destiny<\/strong>
        Jackson says, \"I've always been interested in getting players to think for themselves so that they can make difficult decisions in the heat of battle.\" <\/span><\/p>
        This translates into enabling safe spaces where each person can exhibit and share their courage, mutual respect, and resilience. <\/span><\/p>
        This also encourages the team to go beyond narrowly defined set of duties and swarm as needed, to ensure team success.<\/p> <\/li>\n\n\n\n
        The Road to Freedom is a Beautiful System<\/strong>
        When each person in the team is actively aware of what the others are doing and where the team is moving, it enables smooth self-organization and collective ownership. The triangle system that is attributed to Phil Jackson, is a fitting example of having a common structure that is well understood, while providing a chance for creativity.<\/p> <\/li>\n\n\n\n
        Turn the Mundane into the Sacred<\/strong>
        Even for well knit teams, it is worthwhile to have some formality in terms of events [used to also be called ceremonies] that are also supported by team norms. <\/span><\/p>
        What might otherwise be considered as a routine \u2013 say the daily standup \u2013 could become important points of sync up when infused with some formalism. Phil Jackson also introduced meditation practices for the team to help the players focus, unwind, and stay energetic. <\/span><\/p><\/li>\n\n\n\n
        One Breath = One Mind<\/strong>
        A simple technique to get everyone aligned and in sync just before any significant event. Whether it is a crucial meeting, where consensus needs to be reached in time or the start of a release cycle, helping everyone spend some silent, reflective time together helps align the breathing, which is particularly useful in playing tandem, or like trapeze artists, when there are hand-offs to be executed as the project progresses <\/span><\/p><\/li>\n\n\n\n
        The Key to Success is Compassion<\/strong>
        Helping the team understand and internalize the scrum value of respect for others, will lead to greater empathy for both the other team members as well as customers. That understanding will propel the team to go the extra mile when needed, to ensure that the promises to the users are always the highest priority. <\/span><\/p><\/li>\n\n\n\n
        Keep Your Eye on the Spirit, Not on the Scoreboard<\/strong>
        This is the essential difference between DOING Agile and BEING Agile. Or not being obsessed only with some vanity metrics. When the core principles and the team values are always at the back of every thought and action, a team can focus on internalizing the values and principles of Agility. When the emphasis is to do it by the book, one may tend to be more worried about checking the boxes and ignore the outputs and outcomes. <\/span><\/p><\/li>\n\n\n\n
        Sometimes You Have to Pull Out the Big Stick<\/strong>
        This is tricky to directly interpret for a Scrum Master, as the emphasis is usually to be a 'servant leader' who gets results through influence. This is usually true in an ideal world. Sometimes, a Scrum Master needs to be creative to highlight some issues within the team or with specific individuals, so that they can realize the impact of their action or inaction. <\/span><\/p><\/li>\n\n\n\n
        When in Doubt, Do Nothing<\/strong>
        One of the key responsibilities of a Scrum Master if to remove impediments. This may not be quite simple at times. For an action-oriented person, it may be difficult to not do anything and observe the situation resolve itself. But, sometimes, it is best to not do anything. The triaging technique used by many teams \u2013 including emergency medical response teams \u2013 also suggests that in some situations, it is best to not do anything. This will come with experience. <\/span><\/p><\/li>\n\n\n\n
        Forget the Ring<\/strong>
        This is also a point that is easier said than done. When one is so involved in the action, it is not easy to ignore or forget the result and the urge to win. Phil Jackson says, 'obsessing about winning is a loser's game.' The main reason he says, is that such a focus would lead to one losing control of one's emotions. He says, 'The most we can hope for is to create the best possible conditions for success, then let go of the outcome.' <\/span><\/p><\/li>\n<\/ol>\n\n\n\n
        The book has a lot more detailed examples including situations involving some of the high performers who were more self-centric and concerned with their own success and image, and how he was able to help them turn into more team players and mentors to other less experienced players.<\/p>\n","post_title":"Eleven Rings for a Scrum Master","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"eleven-rings-for-a-scrum-master","to_ping":"","pinged":"","post_modified":"2024-01-29 11:31:55","post_modified_gmt":"2024-01-29 11:31:55","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19967","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"2","filter":"raw"},{"ID":19649,"post_author":"30","post_date":"2022-02-19 12:24:26","post_date_gmt":"2022-02-19 06:54:26","post_content":"\n
        Recently, when I was making the morning Congee, it was a lightbulb moment \u2013 to see different approaches similar to some patterns and anti-patterns we see in teams and organizations with transformation initiatives.<\/p>\n\n\n\n
        We see the organization as a structured and organized system, that has settled into its own pace and shape, even if not uniform.<\/p>\n\n\n\n
        Any change is likely to bring in uncertainty, anxiety among the members and hence we want to tread cautiously. But, we have a rough idea of what element to bring in \u2013 be it digital transformation or delivery agility or process efficiency, defect prevention etc.<\/p>\n\n\n\n
        One consideration that usually weighs heavy is not to ruffle any feathers the wrong way. This is the case of the mot common anti-pattern, of 'action on the periphery'<\/p>\n\n\n\n
        While this may appear as a lot of activity involving the teams \u2013 and, in many cases, just the team members \u2013 the core portions may still remain untouched or influenced very little.<\/p>\n\n\n\n
        The result is \u2013 patchy impact, that would not give any significant or sustainable improvement.<\/p>\n\n\n\n
        When you get external support from a consultant or coach, to get an outside-in perspective, the effects are still patchy.<\/p>\n\n\n\n
        From our experience, I can say that to get a greater impact, the scope of transformation initiatives should involve \u2013 and preferably led, with active participation by, senior leaders.<\/p>\n\n\n\n
        The actual catalyst for such approaches would be a coach who has access to and is connected in the day to day activities of the teams, through embedded coaching.<\/p>\n\n\n\n
        In this approach the coach is pretty much part of the team in various activities as an observer and guide. This helps the coach get a better understanding of the context and constraints and relate to the needs and aspirations of the team. This also helps build a trusted relationship between the coach and the teams.<\/p>\n\n\n\n
        Establishing communities of interest and practice \u2013 with the guidance of the coach as needed \u2013 will help in establishing connections across the organization and also enable constructive collisions of ideas across teams. Such opportunities can accelerate breakthrough practice improvements across the board.<\/p>\n\n\n\n
        This also helps in creating more homogeneous ways of working across the organization.<\/p>\n\n\n\n
        Now, it is the time to assess the achievements and refine approaches needed to sustain the benefits of transformation across the organization. Be ready to add the required additional elements [water in the case of the Congee]<\/p>\n\n\n\n
        While you may get started with this autopilot mode where teams are taking ownership and also self organizing among themselves, having platforms for sharing and learning as well as periodic peer reviews and shared improvement initiatives will help sustain the excellence culture.<\/p>\n\n\n\n
        I have captured the above thoughts in a visualization of making Congee, in about 6 minutes.<\/p>\n\n\n\n
        \nhttps:\/\/www.youtube.com\/embed\/8A1LPIHr7sU\n<\/div><\/figure>\n\n\n\n
        Now that you have the recipe for success for your organizational transformation, what is holding you back?<\/span><\/p>\n\n\n\n
        Do share your stories and analogies that have worked well or not so well in your context.<\/p>\n","post_title":"Transform your organization like you would make Congee","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"transform-your-organization-like-you-would-make-congee","to_ping":"","pinged":"","post_modified":"2024-01-29 11:34:04","post_modified_gmt":"2024-01-29 11:34:04","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19649","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":19673,"post_author":"30","post_date":"2022-02-19 11:54:43","post_date_gmt":"2022-02-19 06:24:43","post_content":"\n
        $\"\"$ <\/figure>\n\n\n\n
        One of the frequently asked questions I get from teams starting out to adopt the OKR framework - Objectives and Key results, is how to distinguish between an objective and a Key result.<\/p>\n\n\n\n
        Additionally, how do we word these - so that there is less or no ambiguity.<\/p>\n\n\n\n
        While a detailed treatment of OKRs would need to go beyond a blog post, in this Chow, the following exercise to tag statements as an Objective or Key Result would help understand better.<\/p>\n\n\n\n
        To oversimplify the difference, consider Objectives as the equivalent of Outcomes desired. Outomes normally also have an association expectation of a change in behavior, such as a purchase decision or changing a habit.<\/p>\n\n\n\n
        The Key Results would be indicators that can be measured - or, sometimes, sensed and can act as interim steps or goals. these may indicate specific actions to be taken by the team owning an objective or outputs to be created,<\/p>\n\n\n\n
        Check your understanding with the fun quiz below.<\/p>\n\n\n\n
        <\/p>\n","post_title":"Chow # 283 - Objective or Key Result","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-283-objective-or-key-result","to_ping":"","pinged":"","post_modified":"2024-09-06 15:16:51","post_modified_gmt":"2024-09-06 09:46:51","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19673","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":19142,"post_author":"30","post_date":"2021-09-12 16:17:00","post_date_gmt":"2021-09-12 10:47:00","post_content":"\n
        Commutronix is a highly watched startup, starting to disrupt the electric vehicle technology space. Commutronix does not manufacture vehicles. Rather they almost dominate the EV space by providing core technologies to OEMs and almost all EV manufacturers have incorporated their solutions into their product lines.<\/p>\n\n\n\n
        As the expectations of long range performance and superfast charging started increasing from customers, Commutronix launched a new initiative to incorporate real time analytics of vehicle performance by monitoring critical parameters and also adjust key parameters for various subsystems to achieve the goals considering the driving styles also in addition to the physical and mechanical parameters.<\/p>\n\n\n\n
        This was considered an ideal project for the data sciences team, as it would involve a lot of modeling, analysis and inferencing. The first thought was to have the Product Owner from the Data Sciences team,<\/p>\n\n\n\n
        The engineering team, however, was skeptical. They felt that there is a significant amount of work in interfacing with the sensors, the cloud based knowledge hub and the need for a driver override meant a responsive, effective UI \u2013 and so, the Product Owner must be from the engineering team.<\/p>\n\n\n\n
        The marketing team felt that they are in the best position to give direction to this feature, as they are closest to the customers and would know how best to prioritize and scope the requirements.<\/p>\n\n\n\n
        After a 3 hour discussion, the leaders had two choices before them.<\/p>\n\n\n\n
        One \u2013 toss a coin and decide? But how to pick from three options with a coin? Someone suggested the throw of dice..<\/p>\n\n\n\n
        In order to avoid another long \u2013 potentially inconclusive \u2013 meeting, they chose option two.<\/p>\n\n\n\n
        That is to ask you<\/strong>, what they should do.<\/p>\n\n\n\n
        What would be your advice?<\/p>\n\n\n\n
        Suggested solution:<\/p>\n\n\n\n
        <\/span>
        <\/span><\/span><\/p>\n","post_title":"Chow # 265 - Which functional organization should a Product Owner be from?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-265-which-functional-organization-should-a-product-owner-be-from","to_ping":"","pinged":"","post_modified":"2024-01-30 05:48:16","post_modified_gmt":"2024-01-30 05:48:16","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19142","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":19138,"post_author":"30","post_date":"2021-09-12 15:01:47","post_date_gmt":"2021-09-12 09:31:47","post_content":"\n
        One question that I get regularly from most teams and organizations that I have coached in their Agility journeys, is related to choosing the persons to play the 'new' roles of scrum master of product owner.<\/p>\n\n\n\n
        On the face of it, such questions seem simple to answer. One could say, just refer to the documentation related to the model being adopted and pick people to fill those roles.<\/p>\n\n\n\n
        I wish it was as simple.<\/p>\n\n\n\n
        Most of the time, re-designating a person does not change the style or way of working.<\/p>\n\n\n\n
        In some organizations, transformation exercises list the new roles and drop some old roles [typically, those that may have a 'manager' prefix or suffix].<\/p>\n\n\n\n
        So, many managers want to become Scrum Masters or Product Owners.<\/p>\n\n\n\n
        In many such instances, the persons continue to function the way they used to, with just new titles.<\/p>\n\n\n\n
        In my sessions with teams, one of the important topics that I stress on is role clarity.<\/p>\n\n\n\n
        When we talk of Agile teams \u2013 the essential characteristics include<\/p>\n\n\n\n
        \n
        The ability to self-organize<\/li>\n\n\n\n
        Owning the deliverables [outputs] as a team<\/li>\n<\/ul>\n\n\n\n
        If the re-designated managers are not able to re-calibrate themselves to effectively enable these aspects, the tendency to continue to adopt a directive style or expect a manager-subordinate reporting relationship will continue.<\/p>\n\n\n\n
        These, one would appreciate, are not just anti-patterns, but are seeds for dysfunctions at a team level.<\/p>\n\n\n\n
        In order to become or enable teams to become high performing, what is expected of the Scrum Master role is to be a facilitator.<\/p>\n\n\n\n
        While one may carry a title or designation of a Manager \u2013 that could be more for organizational hierarchy and managing spans of control.<\/p>\n\n\n\n
        In the context of a team, there are activities to be owned and performed by all members. In that sense, a neutral title for everyone part of a team could be just 'member'.<\/p>\n\n\n\n
        Each person may play one or more roles. A Developer could also be a Reviewer. A tester could also be an automation programmer. A team lead could also be an architect .. and so on..<\/p>\n\n\n\n
        With many teams preferring to have 'full stack developers', every member would have the flexibility of playing different roles, based on the need of the hour, to meet the team goals \u2013 for an iteration or release.<\/p>\n\n\n\n
        Some tips to make this work well:<\/p>\n\n\n\n
        \n
        Make sure that ALL activities needed in the team are owned by at least one role<\/li>\n\n\n\n
        There may be multiple persons playing similar or same roles, depending on the team and project requirements<\/li>\n<\/ul>\n\n\n\n
        To summarize:<\/p>\n\n\n\n
        \n
        A title is more representative of the position in an organization structure and would have some associated expectations in terms of the areas of contribution. May also be known as a designation or rank. Typically, an individual will have only one title at a time<\/li>\n\n\n\n
        A role, which may or may not be explicitly articulated, determines the contributions and influence on the outputs or outcomes [when extended beyond the development team]. An individual might play multiple roles in the context of a team and, sometimes, different roles in different teams \u2013 in parallel<\/li>\n\n\n\n
        To help individuals play roles effectively, role based mentoring and coaching may be considered<\/li>\n<\/ul>\n\n\n\n
        What has been your approach and experience with identifying or playing roles vis-\u00e0-vis titles?<\/p>\n\n\n\n
        I am eager to know<\/p>\n","post_title":"Role and Title \u2013 what is the difference?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"role-and-title-what-is-the-difference","to_ping":"","pinged":"","post_modified":"2024-01-29 11:36:36","post_modified_gmt":"2024-01-29 11:36:36","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19138","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};
        
        Page 1 of 7 1 2 … 7 Next
        
        \n
        \n
        Lead From the Inside Out<\/strong>
        In the PM Power approach to leadership development, we combine the hard aspects as well as the soft aspects. An effective leader is one who can manage outside, by mastering inside. <\/span><\/p>
        When one leads from inside out, the genuineness of conversations establishes true connections with people, and everyone starts to listen more to what you say. <\/span><\/p><\/li>\n\n\n\n
        Bench the Ego<\/strong>
        Every action, it is said, has an equal and opposite reaction. <\/span><\/p>
        This is true for leaders too. When some decisions are forced on people, there is invariably a tendency to resist, particularly if it involves change. <\/span><\/p>
        As a Scrum Master, one needs to be able to quickly gain the consensus of the team. To do that the Scrum Master should also listen and create a safe environment for everyone to express themselves.<\/p> <\/li>\n\n\n\n
        Let Each Player Discover His Own Destiny<\/strong>
        Jackson says, \"I've always been interested in getting players to think for themselves so that they can make difficult decisions in the heat of battle.\" <\/span><\/p>
        This translates into enabling safe spaces where each person can exhibit and share their courage, mutual respect, and resilience. <\/span><\/p>
        This also encourages the team to go beyond narrowly defined set of duties and swarm as needed, to ensure team success.<\/p> <\/li>\n\n\n\n
        The Road to Freedom is a Beautiful System<\/strong>
        When each person in the team is actively aware of what the others are doing and where the team is moving, it enables smooth self-organization and collective ownership. The triangle system that is attributed to Phil Jackson, is a fitting example of having a common structure that is well understood, while providing a chance for creativity.<\/p> <\/li>\n\n\n\n
        Turn the Mundane into the Sacred<\/strong>
        Even for well knit teams, it is worthwhile to have some formality in terms of events [used to also be called ceremonies] that are also supported by team norms. <\/span><\/p>
        What might otherwise be considered as a routine \u2013 say the daily standup \u2013 could become important points of sync up when infused with some formalism. Phil Jackson also introduced meditation practices for the team to help the players focus, unwind, and stay energetic. <\/span><\/p><\/li>\n\n\n\n
        One Breath = One Mind<\/strong>
        A simple technique to get everyone aligned and in sync just before any significant event. Whether it is a crucial meeting, where consensus needs to be reached in time or the start of a release cycle, helping everyone spend some silent, reflective time together helps align the breathing, which is particularly useful in playing tandem, or like trapeze artists, when there are hand-offs to be executed as the project progresses <\/span><\/p><\/li>\n\n\n\n
        The Key to Success is Compassion<\/strong>
        Helping the team understand and internalize the scrum value of respect for others, will lead to greater empathy for both the other team members as well as customers. That understanding will propel the team to go the extra mile when needed, to ensure that the promises to the users are always the highest priority. <\/span><\/p><\/li>\n\n\n\n
        Keep Your Eye on the Spirit, Not on the Scoreboard<\/strong>
        This is the essential difference between DOING Agile and BEING Agile. Or not being obsessed only with some vanity metrics. When the core principles and the team values are always at the back of every thought and action, a team can focus on internalizing the values and principles of Agility. When the emphasis is to do it by the book, one may tend to be more worried about checking the boxes and ignore the outputs and outcomes. <\/span><\/p><\/li>\n\n\n\n
        Sometimes You Have to Pull Out the Big Stick<\/strong>
        This is tricky to directly interpret for a Scrum Master, as the emphasis is usually to be a 'servant leader' who gets results through influence. This is usually true in an ideal world. Sometimes, a Scrum Master needs to be creative to highlight some issues within the team or with specific individuals, so that they can realize the impact of their action or inaction. <\/span><\/p><\/li>\n\n\n\n
        When in Doubt, Do Nothing<\/strong>
        One of the key responsibilities of a Scrum Master if to remove impediments. This may not be quite simple at times. For an action-oriented person, it may be difficult to not do anything and observe the situation resolve itself. But, sometimes, it is best to not do anything. The triaging technique used by many teams \u2013 including emergency medical response teams \u2013 also suggests that in some situations, it is best to not do anything. This will come with experience. <\/span><\/p><\/li>\n\n\n\n
        Forget the Ring<\/strong>
        This is also a point that is easier said than done. When one is so involved in the action, it is not easy to ignore or forget the result and the urge to win. Phil Jackson says, 'obsessing about winning is a loser's game.' The main reason he says, is that such a focus would lead to one losing control of one's emotions. He says, 'The most we can hope for is to create the best possible conditions for success, then let go of the outcome.' <\/span><\/p><\/li>\n<\/ol>\n\n\n\n
        The book has a lot more detailed examples including situations involving some of the high performers who were more self-centric and concerned with their own success and image, and how he was able to help them turn into more team players and mentors to other less experienced players.<\/p>\n","post_title":"Eleven Rings for a Scrum Master","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"eleven-rings-for-a-scrum-master","to_ping":"","pinged":"","post_modified":"2024-01-29 11:31:55","post_modified_gmt":"2024-01-29 11:31:55","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19967","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"2","filter":"raw"},{"ID":19649,"post_author":"30","post_date":"2022-02-19 12:24:26","post_date_gmt":"2022-02-19 06:54:26","post_content":"\n
        Recently, when I was making the morning Congee, it was a lightbulb moment \u2013 to see different approaches similar to some patterns and anti-patterns we see in teams and organizations with transformation initiatives.<\/p>\n\n\n\n
        We see the organization as a structured and organized system, that has settled into its own pace and shape, even if not uniform.<\/p>\n\n\n\n
        Any change is likely to bring in uncertainty, anxiety among the members and hence we want to tread cautiously. But, we have a rough idea of what element to bring in \u2013 be it digital transformation or delivery agility or process efficiency, defect prevention etc.<\/p>\n\n\n\n
        One consideration that usually weighs heavy is not to ruffle any feathers the wrong way. This is the case of the mot common anti-pattern, of 'action on the periphery'<\/p>\n\n\n\n
        While this may appear as a lot of activity involving the teams \u2013 and, in many cases, just the team members \u2013 the core portions may still remain untouched or influenced very little.<\/p>\n\n\n\n
        The result is \u2013 patchy impact, that would not give any significant or sustainable improvement.<\/p>\n\n\n\n
        When you get external support from a consultant or coach, to get an outside-in perspective, the effects are still patchy.<\/p>\n\n\n\n
        From our experience, I can say that to get a greater impact, the scope of transformation initiatives should involve \u2013 and preferably led, with active participation by, senior leaders.<\/p>\n\n\n\n
        The actual catalyst for such approaches would be a coach who has access to and is connected in the day to day activities of the teams, through embedded coaching.<\/p>\n\n\n\n
        In this approach the coach is pretty much part of the team in various activities as an observer and guide. This helps the coach get a better understanding of the context and constraints and relate to the needs and aspirations of the team. This also helps build a trusted relationship between the coach and the teams.<\/p>\n\n\n\n
        Establishing communities of interest and practice \u2013 with the guidance of the coach as needed \u2013 will help in establishing connections across the organization and also enable constructive collisions of ideas across teams. Such opportunities can accelerate breakthrough practice improvements across the board.<\/p>\n\n\n\n
        This also helps in creating more homogeneous ways of working across the organization.<\/p>\n\n\n\n
        Now, it is the time to assess the achievements and refine approaches needed to sustain the benefits of transformation across the organization. Be ready to add the required additional elements [water in the case of the Congee]<\/p>\n\n\n\n
        While you may get started with this autopilot mode where teams are taking ownership and also self organizing among themselves, having platforms for sharing and learning as well as periodic peer reviews and shared improvement initiatives will help sustain the excellence culture.<\/p>\n\n\n\n
        I have captured the above thoughts in a visualization of making Congee, in about 6 minutes.<\/p>\n\n\n\n
        \nhttps:\/\/www.youtube.com\/embed\/8A1LPIHr7sU\n<\/div><\/figure>\n\n\n\n
        Now that you have the recipe for success for your organizational transformation, what is holding you back?<\/span><\/p>\n\n\n\n
        Do share your stories and analogies that have worked well or not so well in your context.<\/p>\n","post_title":"Transform your organization like you would make Congee","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"transform-your-organization-like-you-would-make-congee","to_ping":"","pinged":"","post_modified":"2024-01-29 11:34:04","post_modified_gmt":"2024-01-29 11:34:04","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19649","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":19673,"post_author":"30","post_date":"2022-02-19 11:54:43","post_date_gmt":"2022-02-19 06:24:43","post_content":"\n
        $\"\"$ <\/figure>\n\n\n\n
        One of the frequently asked questions I get from teams starting out to adopt the OKR framework - Objectives and Key results, is how to distinguish between an objective and a Key result.<\/p>\n\n\n\n
        Additionally, how do we word these - so that there is less or no ambiguity.<\/p>\n\n\n\n
        While a detailed treatment of OKRs would need to go beyond a blog post, in this Chow, the following exercise to tag statements as an Objective or Key Result would help understand better.<\/p>\n\n\n\n
        To oversimplify the difference, consider Objectives as the equivalent of Outcomes desired. Outomes normally also have an association expectation of a change in behavior, such as a purchase decision or changing a habit.<\/p>\n\n\n\n
        The Key Results would be indicators that can be measured - or, sometimes, sensed and can act as interim steps or goals. these may indicate specific actions to be taken by the team owning an objective or outputs to be created,<\/p>\n\n\n\n
        Check your understanding with the fun quiz below.<\/p>\n\n\n\n
        <\/p>\n","post_title":"Chow # 283 - Objective or Key Result","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-283-objective-or-key-result","to_ping":"","pinged":"","post_modified":"2024-09-06 15:16:51","post_modified_gmt":"2024-09-06 09:46:51","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19673","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":19142,"post_author":"30","post_date":"2021-09-12 16:17:00","post_date_gmt":"2021-09-12 10:47:00","post_content":"\n
        Commutronix is a highly watched startup, starting to disrupt the electric vehicle technology space. Commutronix does not manufacture vehicles. Rather they almost dominate the EV space by providing core technologies to OEMs and almost all EV manufacturers have incorporated their solutions into their product lines.<\/p>\n\n\n\n
        As the expectations of long range performance and superfast charging started increasing from customers, Commutronix launched a new initiative to incorporate real time analytics of vehicle performance by monitoring critical parameters and also adjust key parameters for various subsystems to achieve the goals considering the driving styles also in addition to the physical and mechanical parameters.<\/p>\n\n\n\n
        This was considered an ideal project for the data sciences team, as it would involve a lot of modeling, analysis and inferencing. The first thought was to have the Product Owner from the Data Sciences team,<\/p>\n\n\n\n
        The engineering team, however, was skeptical. They felt that there is a significant amount of work in interfacing with the sensors, the cloud based knowledge hub and the need for a driver override meant a responsive, effective UI \u2013 and so, the Product Owner must be from the engineering team.<\/p>\n\n\n\n
        The marketing team felt that they are in the best position to give direction to this feature, as they are closest to the customers and would know how best to prioritize and scope the requirements.<\/p>\n\n\n\n
        After a 3 hour discussion, the leaders had two choices before them.<\/p>\n\n\n\n
        One \u2013 toss a coin and decide? But how to pick from three options with a coin? Someone suggested the throw of dice..<\/p>\n\n\n\n
        In order to avoid another long \u2013 potentially inconclusive \u2013 meeting, they chose option two.<\/p>\n\n\n\n
        That is to ask you<\/strong>, what they should do.<\/p>\n\n\n\n
        What would be your advice?<\/p>\n\n\n\n
        Suggested solution:<\/p>\n\n\n\n
        <\/span>
        <\/span><\/span><\/p>\n","post_title":"Chow # 265 - Which functional organization should a Product Owner be from?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-265-which-functional-organization-should-a-product-owner-be-from","to_ping":"","pinged":"","post_modified":"2024-01-30 05:48:16","post_modified_gmt":"2024-01-30 05:48:16","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19142","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":19138,"post_author":"30","post_date":"2021-09-12 15:01:47","post_date_gmt":"2021-09-12 09:31:47","post_content":"\n
        One question that I get regularly from most teams and organizations that I have coached in their Agility journeys, is related to choosing the persons to play the 'new' roles of scrum master of product owner.<\/p>\n\n\n\n
        On the face of it, such questions seem simple to answer. One could say, just refer to the documentation related to the model being adopted and pick people to fill those roles.<\/p>\n\n\n\n
        I wish it was as simple.<\/p>\n\n\n\n
        Most of the time, re-designating a person does not change the style or way of working.<\/p>\n\n\n\n
        In some organizations, transformation exercises list the new roles and drop some old roles [typically, those that may have a 'manager' prefix or suffix].<\/p>\n\n\n\n
        So, many managers want to become Scrum Masters or Product Owners.<\/p>\n\n\n\n
        In many such instances, the persons continue to function the way they used to, with just new titles.<\/p>\n\n\n\n
        In my sessions with teams, one of the important topics that I stress on is role clarity.<\/p>\n\n\n\n
        When we talk of Agile teams \u2013 the essential characteristics include<\/p>\n\n\n\n
        \n
        The ability to self-organize<\/li>\n\n\n\n
        Owning the deliverables [outputs] as a team<\/li>\n<\/ul>\n\n\n\n
        If the re-designated managers are not able to re-calibrate themselves to effectively enable these aspects, the tendency to continue to adopt a directive style or expect a manager-subordinate reporting relationship will continue.<\/p>\n\n\n\n
        These, one would appreciate, are not just anti-patterns, but are seeds for dysfunctions at a team level.<\/p>\n\n\n\n
        In order to become or enable teams to become high performing, what is expected of the Scrum Master role is to be a facilitator.<\/p>\n\n\n\n
        While one may carry a title or designation of a Manager \u2013 that could be more for organizational hierarchy and managing spans of control.<\/p>\n\n\n\n
        In the context of a team, there are activities to be owned and performed by all members. In that sense, a neutral title for everyone part of a team could be just 'member'.<\/p>\n\n\n\n
        Each person may play one or more roles. A Developer could also be a Reviewer. A tester could also be an automation programmer. A team lead could also be an architect .. and so on..<\/p>\n\n\n\n
        With many teams preferring to have 'full stack developers', every member would have the flexibility of playing different roles, based on the need of the hour, to meet the team goals \u2013 for an iteration or release.<\/p>\n\n\n\n
        Some tips to make this work well:<\/p>\n\n\n\n
        \n
        Make sure that ALL activities needed in the team are owned by at least one role<\/li>\n\n\n\n
        There may be multiple persons playing similar or same roles, depending on the team and project requirements<\/li>\n<\/ul>\n\n\n\n
        To summarize:<\/p>\n\n\n\n
        \n
        A title is more representative of the position in an organization structure and would have some associated expectations in terms of the areas of contribution. May also be known as a designation or rank. Typically, an individual will have only one title at a time<\/li>\n\n\n\n
        A role, which may or may not be explicitly articulated, determines the contributions and influence on the outputs or outcomes [when extended beyond the development team]. An individual might play multiple roles in the context of a team and, sometimes, different roles in different teams \u2013 in parallel<\/li>\n\n\n\n
        To help individuals play roles effectively, role based mentoring and coaching may be considered<\/li>\n<\/ul>\n\n\n\n
        What has been your approach and experience with identifying or playing roles vis-\u00e0-vis titles?<\/p>\n\n\n\n
        I am eager to know<\/p>\n","post_title":"Role and Title \u2013 what is the difference?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"role-and-title-what-is-the-difference","to_ping":"","pinged":"","post_modified":"2024-01-29 11:36:36","post_modified_gmt":"2024-01-29 11:36:36","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19138","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};
        
        Page 1 of 7 1 2 … 7 Next
        
        \n
        We talk about a Scrum Masters role as a leadership role, something that can be successful by influence and not authority.<\/p>\n\n\n\n
        \n
        Lead From the Inside Out<\/strong>
        In the PM Power approach to leadership development, we combine the hard aspects as well as the soft aspects. An effective leader is one who can manage outside, by mastering inside. <\/span><\/p>
        When one leads from inside out, the genuineness of conversations establishes true connections with people, and everyone starts to listen more to what you say. <\/span><\/p><\/li>\n\n\n\n
        Bench the Ego<\/strong>
        Every action, it is said, has an equal and opposite reaction. <\/span><\/p>
        This is true for leaders too. When some decisions are forced on people, there is invariably a tendency to resist, particularly if it involves change. <\/span><\/p>
        As a Scrum Master, one needs to be able to quickly gain the consensus of the team. To do that the Scrum Master should also listen and create a safe environment for everyone to express themselves.<\/p> <\/li>\n\n\n\n
        Let Each Player Discover His Own Destiny<\/strong>
        Jackson says, \"I've always been interested in getting players to think for themselves so that they can make difficult decisions in the heat of battle.\" <\/span><\/p>
        This translates into enabling safe spaces where each person can exhibit and share their courage, mutual respect, and resilience. <\/span><\/p>
        This also encourages the team to go beyond narrowly defined set of duties and swarm as needed, to ensure team success.<\/p> <\/li>\n\n\n\n
        The Road to Freedom is a Beautiful System<\/strong>
        When each person in the team is actively aware of what the others are doing and where the team is moving, it enables smooth self-organization and collective ownership. The triangle system that is attributed to Phil Jackson, is a fitting example of having a common structure that is well understood, while providing a chance for creativity.<\/p> <\/li>\n\n\n\n
        Turn the Mundane into the Sacred<\/strong>
        Even for well knit teams, it is worthwhile to have some formality in terms of events [used to also be called ceremonies] that are also supported by team norms. <\/span><\/p>
        What might otherwise be considered as a routine \u2013 say the daily standup \u2013 could become important points of sync up when infused with some formalism. Phil Jackson also introduced meditation practices for the team to help the players focus, unwind, and stay energetic. <\/span><\/p><\/li>\n\n\n\n
        One Breath = One Mind<\/strong>
        A simple technique to get everyone aligned and in sync just before any significant event. Whether it is a crucial meeting, where consensus needs to be reached in time or the start of a release cycle, helping everyone spend some silent, reflective time together helps align the breathing, which is particularly useful in playing tandem, or like trapeze artists, when there are hand-offs to be executed as the project progresses <\/span><\/p><\/li>\n\n\n\n
        The Key to Success is Compassion<\/strong>
        Helping the team understand and internalize the scrum value of respect for others, will lead to greater empathy for both the other team members as well as customers. That understanding will propel the team to go the extra mile when needed, to ensure that the promises to the users are always the highest priority. <\/span><\/p><\/li>\n\n\n\n
        Keep Your Eye on the Spirit, Not on the Scoreboard<\/strong>
        This is the essential difference between DOING Agile and BEING Agile. Or not being obsessed only with some vanity metrics. When the core principles and the team values are always at the back of every thought and action, a team can focus on internalizing the values and principles of Agility. When the emphasis is to do it by the book, one may tend to be more worried about checking the boxes and ignore the outputs and outcomes. <\/span><\/p><\/li>\n\n\n\n
        Sometimes You Have to Pull Out the Big Stick<\/strong>
        This is tricky to directly interpret for a Scrum Master, as the emphasis is usually to be a 'servant leader' who gets results through influence. This is usually true in an ideal world. Sometimes, a Scrum Master needs to be creative to highlight some issues within the team or with specific individuals, so that they can realize the impact of their action or inaction. <\/span><\/p><\/li>\n\n\n\n
        When in Doubt, Do Nothing<\/strong>
        One of the key responsibilities of a Scrum Master if to remove impediments. This may not be quite simple at times. For an action-oriented person, it may be difficult to not do anything and observe the situation resolve itself. But, sometimes, it is best to not do anything. The triaging technique used by many teams \u2013 including emergency medical response teams \u2013 also suggests that in some situations, it is best to not do anything. This will come with experience. <\/span><\/p><\/li>\n\n\n\n
        Forget the Ring<\/strong>
        This is also a point that is easier said than done. When one is so involved in the action, it is not easy to ignore or forget the result and the urge to win. Phil Jackson says, 'obsessing about winning is a loser's game.' The main reason he says, is that such a focus would lead to one losing control of one's emotions. He says, 'The most we can hope for is to create the best possible conditions for success, then let go of the outcome.' <\/span><\/p><\/li>\n<\/ol>\n\n\n\n
        The book has a lot more detailed examples including situations involving some of the high performers who were more self-centric and concerned with their own success and image, and how he was able to help them turn into more team players and mentors to other less experienced players.<\/p>\n","post_title":"Eleven Rings for a Scrum Master","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"eleven-rings-for-a-scrum-master","to_ping":"","pinged":"","post_modified":"2024-01-29 11:31:55","post_modified_gmt":"2024-01-29 11:31:55","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19967","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"2","filter":"raw"},{"ID":19649,"post_author":"30","post_date":"2022-02-19 12:24:26","post_date_gmt":"2022-02-19 06:54:26","post_content":"\n
        Recently, when I was making the morning Congee, it was a lightbulb moment \u2013 to see different approaches similar to some patterns and anti-patterns we see in teams and organizations with transformation initiatives.<\/p>\n\n\n\n
        We see the organization as a structured and organized system, that has settled into its own pace and shape, even if not uniform.<\/p>\n\n\n\n
        Any change is likely to bring in uncertainty, anxiety among the members and hence we want to tread cautiously. But, we have a rough idea of what element to bring in \u2013 be it digital transformation or delivery agility or process efficiency, defect prevention etc.<\/p>\n\n\n\n
        One consideration that usually weighs heavy is not to ruffle any feathers the wrong way. This is the case of the mot common anti-pattern, of 'action on the periphery'<\/p>\n\n\n\n
        While this may appear as a lot of activity involving the teams \u2013 and, in many cases, just the team members \u2013 the core portions may still remain untouched or influenced very little.<\/p>\n\n\n\n
        The result is \u2013 patchy impact, that would not give any significant or sustainable improvement.<\/p>\n\n\n\n
        When you get external support from a consultant or coach, to get an outside-in perspective, the effects are still patchy.<\/p>\n\n\n\n
        From our experience, I can say that to get a greater impact, the scope of transformation initiatives should involve \u2013 and preferably led, with active participation by, senior leaders.<\/p>\n\n\n\n
        The actual catalyst for such approaches would be a coach who has access to and is connected in the day to day activities of the teams, through embedded coaching.<\/p>\n\n\n\n
        In this approach the coach is pretty much part of the team in various activities as an observer and guide. This helps the coach get a better understanding of the context and constraints and relate to the needs and aspirations of the team. This also helps build a trusted relationship between the coach and the teams.<\/p>\n\n\n\n
        Establishing communities of interest and practice \u2013 with the guidance of the coach as needed \u2013 will help in establishing connections across the organization and also enable constructive collisions of ideas across teams. Such opportunities can accelerate breakthrough practice improvements across the board.<\/p>\n\n\n\n
        This also helps in creating more homogeneous ways of working across the organization.<\/p>\n\n\n\n
        Now, it is the time to assess the achievements and refine approaches needed to sustain the benefits of transformation across the organization. Be ready to add the required additional elements [water in the case of the Congee]<\/p>\n\n\n\n
        While you may get started with this autopilot mode where teams are taking ownership and also self organizing among themselves, having platforms for sharing and learning as well as periodic peer reviews and shared improvement initiatives will help sustain the excellence culture.<\/p>\n\n\n\n
        I have captured the above thoughts in a visualization of making Congee, in about 6 minutes.<\/p>\n\n\n\n
        \nhttps:\/\/www.youtube.com\/embed\/8A1LPIHr7sU\n<\/div><\/figure>\n\n\n\n
        Now that you have the recipe for success for your organizational transformation, what is holding you back?<\/span><\/p>\n\n\n\n
        Do share your stories and analogies that have worked well or not so well in your context.<\/p>\n","post_title":"Transform your organization like you would make Congee","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"transform-your-organization-like-you-would-make-congee","to_ping":"","pinged":"","post_modified":"2024-01-29 11:34:04","post_modified_gmt":"2024-01-29 11:34:04","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19649","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":19673,"post_author":"30","post_date":"2022-02-19 11:54:43","post_date_gmt":"2022-02-19 06:24:43","post_content":"\n
        $\"\"$ <\/figure>\n\n\n\n
        One of the frequently asked questions I get from teams starting out to adopt the OKR framework - Objectives and Key results, is how to distinguish between an objective and a Key result.<\/p>\n\n\n\n
        Additionally, how do we word these - so that there is less or no ambiguity.<\/p>\n\n\n\n
        While a detailed treatment of OKRs would need to go beyond a blog post, in this Chow, the following exercise to tag statements as an Objective or Key Result would help understand better.<\/p>\n\n\n\n
        To oversimplify the difference, consider Objectives as the equivalent of Outcomes desired. Outomes normally also have an association expectation of a change in behavior, such as a purchase decision or changing a habit.<\/p>\n\n\n\n
        The Key Results would be indicators that can be measured - or, sometimes, sensed and can act as interim steps or goals. these may indicate specific actions to be taken by the team owning an objective or outputs to be created,<\/p>\n\n\n\n
        Check your understanding with the fun quiz below.<\/p>\n\n\n\n
        <\/p>\n","post_title":"Chow # 283 - Objective or Key Result","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-283-objective-or-key-result","to_ping":"","pinged":"","post_modified":"2024-09-06 15:16:51","post_modified_gmt":"2024-09-06 09:46:51","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19673","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":19142,"post_author":"30","post_date":"2021-09-12 16:17:00","post_date_gmt":"2021-09-12 10:47:00","post_content":"\n
        Commutronix is a highly watched startup, starting to disrupt the electric vehicle technology space. Commutronix does not manufacture vehicles. Rather they almost dominate the EV space by providing core technologies to OEMs and almost all EV manufacturers have incorporated their solutions into their product lines.<\/p>\n\n\n\n
        As the expectations of long range performance and superfast charging started increasing from customers, Commutronix launched a new initiative to incorporate real time analytics of vehicle performance by monitoring critical parameters and also adjust key parameters for various subsystems to achieve the goals considering the driving styles also in addition to the physical and mechanical parameters.<\/p>\n\n\n\n
        This was considered an ideal project for the data sciences team, as it would involve a lot of modeling, analysis and inferencing. The first thought was to have the Product Owner from the Data Sciences team,<\/p>\n\n\n\n
        The engineering team, however, was skeptical. They felt that there is a significant amount of work in interfacing with the sensors, the cloud based knowledge hub and the need for a driver override meant a responsive, effective UI \u2013 and so, the Product Owner must be from the engineering team.<\/p>\n\n\n\n
        The marketing team felt that they are in the best position to give direction to this feature, as they are closest to the customers and would know how best to prioritize and scope the requirements.<\/p>\n\n\n\n
        After a 3 hour discussion, the leaders had two choices before them.<\/p>\n\n\n\n
        One \u2013 toss a coin and decide? But how to pick from three options with a coin? Someone suggested the throw of dice..<\/p>\n\n\n\n
        In order to avoid another long \u2013 potentially inconclusive \u2013 meeting, they chose option two.<\/p>\n\n\n\n
        That is to ask you<\/strong>, what they should do.<\/p>\n\n\n\n
        What would be your advice?<\/p>\n\n\n\n
        Suggested solution:<\/p>\n\n\n\n
        <\/span>
        <\/span><\/span><\/p>\n","post_title":"Chow # 265 - Which functional organization should a Product Owner be from?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-265-which-functional-organization-should-a-product-owner-be-from","to_ping":"","pinged":"","post_modified":"2024-01-30 05:48:16","post_modified_gmt":"2024-01-30 05:48:16","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19142","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":19138,"post_author":"30","post_date":"2021-09-12 15:01:47","post_date_gmt":"2021-09-12 09:31:47","post_content":"\n
        One question that I get regularly from most teams and organizations that I have coached in their Agility journeys, is related to choosing the persons to play the 'new' roles of scrum master of product owner.<\/p>\n\n\n\n
        On the face of it, such questions seem simple to answer. One could say, just refer to the documentation related to the model being adopted and pick people to fill those roles.<\/p>\n\n\n\n
        I wish it was as simple.<\/p>\n\n\n\n
        Most of the time, re-designating a person does not change the style or way of working.<\/p>\n\n\n\n
        In some organizations, transformation exercises list the new roles and drop some old roles [typically, those that may have a 'manager' prefix or suffix].<\/p>\n\n\n\n
        So, many managers want to become Scrum Masters or Product Owners.<\/p>\n\n\n\n
        In many such instances, the persons continue to function the way they used to, with just new titles.<\/p>\n\n\n\n
        In my sessions with teams, one of the important topics that I stress on is role clarity.<\/p>\n\n\n\n
        When we talk of Agile teams \u2013 the essential characteristics include<\/p>\n\n\n\n
        \n
        The ability to self-organize<\/li>\n\n\n\n
        Owning the deliverables [outputs] as a team<\/li>\n<\/ul>\n\n\n\n
        If the re-designated managers are not able to re-calibrate themselves to effectively enable these aspects, the tendency to continue to adopt a directive style or expect a manager-subordinate reporting relationship will continue.<\/p>\n\n\n\n
        These, one would appreciate, are not just anti-patterns, but are seeds for dysfunctions at a team level.<\/p>\n\n\n\n
        In order to become or enable teams to become high performing, what is expected of the Scrum Master role is to be a facilitator.<\/p>\n\n\n\n
        While one may carry a title or designation of a Manager \u2013 that could be more for organizational hierarchy and managing spans of control.<\/p>\n\n\n\n
        In the context of a team, there are activities to be owned and performed by all members. In that sense, a neutral title for everyone part of a team could be just 'member'.<\/p>\n\n\n\n
        Each person may play one or more roles. A Developer could also be a Reviewer. A tester could also be an automation programmer. A team lead could also be an architect .. and so on..<\/p>\n\n\n\n
        With many teams preferring to have 'full stack developers', every member would have the flexibility of playing different roles, based on the need of the hour, to meet the team goals \u2013 for an iteration or release.<\/p>\n\n\n\n
        Some tips to make this work well:<\/p>\n\n\n\n
        \n
        Make sure that ALL activities needed in the team are owned by at least one role<\/li>\n\n\n\n
        There may be multiple persons playing similar or same roles, depending on the team and project requirements<\/li>\n<\/ul>\n\n\n\n
        To summarize:<\/p>\n\n\n\n
        \n
        A title is more representative of the position in an organization structure and would have some associated expectations in terms of the areas of contribution. May also be known as a designation or rank. Typically, an individual will have only one title at a time<\/li>\n\n\n\n
        A role, which may or may not be explicitly articulated, determines the contributions and influence on the outputs or outcomes [when extended beyond the development team]. An individual might play multiple roles in the context of a team and, sometimes, different roles in different teams \u2013 in parallel<\/li>\n\n\n\n
        To help individuals play roles effectively, role based mentoring and coaching may be considered<\/li>\n<\/ul>\n\n\n\n
        What has been your approach and experience with identifying or playing roles vis-\u00e0-vis titles?<\/p>\n\n\n\n
        I am eager to know<\/p>\n","post_title":"Role and Title \u2013 what is the difference?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"role-and-title-what-is-the-difference","to_ping":"","pinged":"","post_modified":"2024-01-29 11:36:36","post_modified_gmt":"2024-01-29 11:36:36","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19138","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};
        
        Page 1 of 7 1 2 … 7 Next
        
        \n
        In this book, he distils leadership styles and actions to eleven points.<\/p>\n\n\n\n
        We talk about a Scrum Masters role as a leadership role, something that can be successful by influence and not authority.<\/p>\n\n\n\n
        \n
        Lead From the Inside Out<\/strong>
        In the PM Power approach to leadership development, we combine the hard aspects as well as the soft aspects. An effective leader is one who can manage outside, by mastering inside. <\/span><\/p>
        When one leads from inside out, the genuineness of conversations establishes true connections with people, and everyone starts to listen more to what you say. <\/span><\/p><\/li>\n\n\n\n
        Bench the Ego<\/strong>
        Every action, it is said, has an equal and opposite reaction. <\/span><\/p>
        This is true for leaders too. When some decisions are forced on people, there is invariably a tendency to resist, particularly if it involves change. <\/span><\/p>
        As a Scrum Master, one needs to be able to quickly gain the consensus of the team. To do that the Scrum Master should also listen and create a safe environment for everyone to express themselves.<\/p> <\/li>\n\n\n\n
        Let Each Player Discover His Own Destiny<\/strong>
        Jackson says, \"I've always been interested in getting players to think for themselves so that they can make difficult decisions in the heat of battle.\" <\/span><\/p>
        This translates into enabling safe spaces where each person can exhibit and share their courage, mutual respect, and resilience. <\/span><\/p>
        This also encourages the team to go beyond narrowly defined set of duties and swarm as needed, to ensure team success.<\/p> <\/li>\n\n\n\n
        The Road to Freedom is a Beautiful System<\/strong>
        When each person in the team is actively aware of what the others are doing and where the team is moving, it enables smooth self-organization and collective ownership. The triangle system that is attributed to Phil Jackson, is a fitting example of having a common structure that is well understood, while providing a chance for creativity.<\/p> <\/li>\n\n\n\n
        Turn the Mundane into the Sacred<\/strong>
        Even for well knit teams, it is worthwhile to have some formality in terms of events [used to also be called ceremonies] that are also supported by team norms. <\/span><\/p>
        What might otherwise be considered as a routine \u2013 say the daily standup \u2013 could become important points of sync up when infused with some formalism. Phil Jackson also introduced meditation practices for the team to help the players focus, unwind, and stay energetic. <\/span><\/p><\/li>\n\n\n\n
        One Breath = One Mind<\/strong>
        A simple technique to get everyone aligned and in sync just before any significant event. Whether it is a crucial meeting, where consensus needs to be reached in time or the start of a release cycle, helping everyone spend some silent, reflective time together helps align the breathing, which is particularly useful in playing tandem, or like trapeze artists, when there are hand-offs to be executed as the project progresses <\/span><\/p><\/li>\n\n\n\n
        The Key to Success is Compassion<\/strong>
        Helping the team understand and internalize the scrum value of respect for others, will lead to greater empathy for both the other team members as well as customers. That understanding will propel the team to go the extra mile when needed, to ensure that the promises to the users are always the highest priority. <\/span><\/p><\/li>\n\n\n\n
        Keep Your Eye on the Spirit, Not on the Scoreboard<\/strong>
        This is the essential difference between DOING Agile and BEING Agile. Or not being obsessed only with some vanity metrics. When the core principles and the team values are always at the back of every thought and action, a team can focus on internalizing the values and principles of Agility. When the emphasis is to do it by the book, one may tend to be more worried about checking the boxes and ignore the outputs and outcomes. <\/span><\/p><\/li>\n\n\n\n
        Sometimes You Have to Pull Out the Big Stick<\/strong>
        This is tricky to directly interpret for a Scrum Master, as the emphasis is usually to be a 'servant leader' who gets results through influence. This is usually true in an ideal world. Sometimes, a Scrum Master needs to be creative to highlight some issues within the team or with specific individuals, so that they can realize the impact of their action or inaction. <\/span><\/p><\/li>\n\n\n\n
        When in Doubt, Do Nothing<\/strong>
        One of the key responsibilities of a Scrum Master if to remove impediments. This may not be quite simple at times. For an action-oriented person, it may be difficult to not do anything and observe the situation resolve itself. But, sometimes, it is best to not do anything. The triaging technique used by many teams \u2013 including emergency medical response teams \u2013 also suggests that in some situations, it is best to not do anything. This will come with experience. <\/span><\/p><\/li>\n\n\n\n
        Forget the Ring<\/strong>
        This is also a point that is easier said than done. When one is so involved in the action, it is not easy to ignore or forget the result and the urge to win. Phil Jackson says, 'obsessing about winning is a loser's game.' The main reason he says, is that such a focus would lead to one losing control of one's emotions. He says, 'The most we can hope for is to create the best possible conditions for success, then let go of the outcome.' <\/span><\/p><\/li>\n<\/ol>\n\n\n\n
        The book has a lot more detailed examples including situations involving some of the high performers who were more self-centric and concerned with their own success and image, and how he was able to help them turn into more team players and mentors to other less experienced players.<\/p>\n","post_title":"Eleven Rings for a Scrum Master","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"eleven-rings-for-a-scrum-master","to_ping":"","pinged":"","post_modified":"2024-01-29 11:31:55","post_modified_gmt":"2024-01-29 11:31:55","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19967","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"2","filter":"raw"},{"ID":19649,"post_author":"30","post_date":"2022-02-19 12:24:26","post_date_gmt":"2022-02-19 06:54:26","post_content":"\n
        Recently, when I was making the morning Congee, it was a lightbulb moment \u2013 to see different approaches similar to some patterns and anti-patterns we see in teams and organizations with transformation initiatives.<\/p>\n\n\n\n
        We see the organization as a structured and organized system, that has settled into its own pace and shape, even if not uniform.<\/p>\n\n\n\n
        Any change is likely to bring in uncertainty, anxiety among the members and hence we want to tread cautiously. But, we have a rough idea of what element to bring in \u2013 be it digital transformation or delivery agility or process efficiency, defect prevention etc.<\/p>\n\n\n\n
        One consideration that usually weighs heavy is not to ruffle any feathers the wrong way. This is the case of the mot common anti-pattern, of 'action on the periphery'<\/p>\n\n\n\n
        While this may appear as a lot of activity involving the teams \u2013 and, in many cases, just the team members \u2013 the core portions may still remain untouched or influenced very little.<\/p>\n\n\n\n
        The result is \u2013 patchy impact, that would not give any significant or sustainable improvement.<\/p>\n\n\n\n
        When you get external support from a consultant or coach, to get an outside-in perspective, the effects are still patchy.<\/p>\n\n\n\n
        From our experience, I can say that to get a greater impact, the scope of transformation initiatives should involve \u2013 and preferably led, with active participation by, senior leaders.<\/p>\n\n\n\n
        The actual catalyst for such approaches would be a coach who has access to and is connected in the day to day activities of the teams, through embedded coaching.<\/p>\n\n\n\n
        In this approach the coach is pretty much part of the team in various activities as an observer and guide. This helps the coach get a better understanding of the context and constraints and relate to the needs and aspirations of the team. This also helps build a trusted relationship between the coach and the teams.<\/p>\n\n\n\n
        Establishing communities of interest and practice \u2013 with the guidance of the coach as needed \u2013 will help in establishing connections across the organization and also enable constructive collisions of ideas across teams. Such opportunities can accelerate breakthrough practice improvements across the board.<\/p>\n\n\n\n
        This also helps in creating more homogeneous ways of working across the organization.<\/p>\n\n\n\n
        Now, it is the time to assess the achievements and refine approaches needed to sustain the benefits of transformation across the organization. Be ready to add the required additional elements [water in the case of the Congee]<\/p>\n\n\n\n
        While you may get started with this autopilot mode where teams are taking ownership and also self organizing among themselves, having platforms for sharing and learning as well as periodic peer reviews and shared improvement initiatives will help sustain the excellence culture.<\/p>\n\n\n\n
        I have captured the above thoughts in a visualization of making Congee, in about 6 minutes.<\/p>\n\n\n\n
        \nhttps:\/\/www.youtube.com\/embed\/8A1LPIHr7sU\n<\/div><\/figure>\n\n\n\n
        Now that you have the recipe for success for your organizational transformation, what is holding you back?<\/span><\/p>\n\n\n\n
        Do share your stories and analogies that have worked well or not so well in your context.<\/p>\n","post_title":"Transform your organization like you would make Congee","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"transform-your-organization-like-you-would-make-congee","to_ping":"","pinged":"","post_modified":"2024-01-29 11:34:04","post_modified_gmt":"2024-01-29 11:34:04","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19649","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":19673,"post_author":"30","post_date":"2022-02-19 11:54:43","post_date_gmt":"2022-02-19 06:24:43","post_content":"\n
        $\"\"$ <\/figure>\n\n\n\n
        One of the frequently asked questions I get from teams starting out to adopt the OKR framework - Objectives and Key results, is how to distinguish between an objective and a Key result.<\/p>\n\n\n\n
        Additionally, how do we word these - so that there is less or no ambiguity.<\/p>\n\n\n\n
        While a detailed treatment of OKRs would need to go beyond a blog post, in this Chow, the following exercise to tag statements as an Objective or Key Result would help understand better.<\/p>\n\n\n\n
        To oversimplify the difference, consider Objectives as the equivalent of Outcomes desired. Outomes normally also have an association expectation of a change in behavior, such as a purchase decision or changing a habit.<\/p>\n\n\n\n
        The Key Results would be indicators that can be measured - or, sometimes, sensed and can act as interim steps or goals. these may indicate specific actions to be taken by the team owning an objective or outputs to be created,<\/p>\n\n\n\n
        Check your understanding with the fun quiz below.<\/p>\n\n\n\n
        <\/p>\n","post_title":"Chow # 283 - Objective or Key Result","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-283-objective-or-key-result","to_ping":"","pinged":"","post_modified":"2024-09-06 15:16:51","post_modified_gmt":"2024-09-06 09:46:51","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19673","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":19142,"post_author":"30","post_date":"2021-09-12 16:17:00","post_date_gmt":"2021-09-12 10:47:00","post_content":"\n
        Commutronix is a highly watched startup, starting to disrupt the electric vehicle technology space. Commutronix does not manufacture vehicles. Rather they almost dominate the EV space by providing core technologies to OEMs and almost all EV manufacturers have incorporated their solutions into their product lines.<\/p>\n\n\n\n
        As the expectations of long range performance and superfast charging started increasing from customers, Commutronix launched a new initiative to incorporate real time analytics of vehicle performance by monitoring critical parameters and also adjust key parameters for various subsystems to achieve the goals considering the driving styles also in addition to the physical and mechanical parameters.<\/p>\n\n\n\n
        This was considered an ideal project for the data sciences team, as it would involve a lot of modeling, analysis and inferencing. The first thought was to have the Product Owner from the Data Sciences team,<\/p>\n\n\n\n
        The engineering team, however, was skeptical. They felt that there is a significant amount of work in interfacing with the sensors, the cloud based knowledge hub and the need for a driver override meant a responsive, effective UI \u2013 and so, the Product Owner must be from the engineering team.<\/p>\n\n\n\n
        The marketing team felt that they are in the best position to give direction to this feature, as they are closest to the customers and would know how best to prioritize and scope the requirements.<\/p>\n\n\n\n
        After a 3 hour discussion, the leaders had two choices before them.<\/p>\n\n\n\n
        One \u2013 toss a coin and decide? But how to pick from three options with a coin? Someone suggested the throw of dice..<\/p>\n\n\n\n
        In order to avoid another long \u2013 potentially inconclusive \u2013 meeting, they chose option two.<\/p>\n\n\n\n
        That is to ask you<\/strong>, what they should do.<\/p>\n\n\n\n
        What would be your advice?<\/p>\n\n\n\n
        Suggested solution:<\/p>\n\n\n\n
        <\/span>
        <\/span><\/span><\/p>\n","post_title":"Chow # 265 - Which functional organization should a Product Owner be from?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-265-which-functional-organization-should-a-product-owner-be-from","to_ping":"","pinged":"","post_modified":"2024-01-30 05:48:16","post_modified_gmt":"2024-01-30 05:48:16","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19142","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":19138,"post_author":"30","post_date":"2021-09-12 15:01:47","post_date_gmt":"2021-09-12 09:31:47","post_content":"\n
        One question that I get regularly from most teams and organizations that I have coached in their Agility journeys, is related to choosing the persons to play the 'new' roles of scrum master of product owner.<\/p>\n\n\n\n
        On the face of it, such questions seem simple to answer. One could say, just refer to the documentation related to the model being adopted and pick people to fill those roles.<\/p>\n\n\n\n
        I wish it was as simple.<\/p>\n\n\n\n
        Most of the time, re-designating a person does not change the style or way of working.<\/p>\n\n\n\n
        In some organizations, transformation exercises list the new roles and drop some old roles [typically, those that may have a 'manager' prefix or suffix].<\/p>\n\n\n\n
        So, many managers want to become Scrum Masters or Product Owners.<\/p>\n\n\n\n
        In many such instances, the persons continue to function the way they used to, with just new titles.<\/p>\n\n\n\n
        In my sessions with teams, one of the important topics that I stress on is role clarity.<\/p>\n\n\n\n
        When we talk of Agile teams \u2013 the essential characteristics include<\/p>\n\n\n\n
        \n
        The ability to self-organize<\/li>\n\n\n\n
        Owning the deliverables [outputs] as a team<\/li>\n<\/ul>\n\n\n\n
        If the re-designated managers are not able to re-calibrate themselves to effectively enable these aspects, the tendency to continue to adopt a directive style or expect a manager-subordinate reporting relationship will continue.<\/p>\n\n\n\n
        These, one would appreciate, are not just anti-patterns, but are seeds for dysfunctions at a team level.<\/p>\n\n\n\n
        In order to become or enable teams to become high performing, what is expected of the Scrum Master role is to be a facilitator.<\/p>\n\n\n\n
        While one may carry a title or designation of a Manager \u2013 that could be more for organizational hierarchy and managing spans of control.<\/p>\n\n\n\n
        In the context of a team, there are activities to be owned and performed by all members. In that sense, a neutral title for everyone part of a team could be just 'member'.<\/p>\n\n\n\n
        Each person may play one or more roles. A Developer could also be a Reviewer. A tester could also be an automation programmer. A team lead could also be an architect .. and so on..<\/p>\n\n\n\n
        With many teams preferring to have 'full stack developers', every member would have the flexibility of playing different roles, based on the need of the hour, to meet the team goals \u2013 for an iteration or release.<\/p>\n\n\n\n
        Some tips to make this work well:<\/p>\n\n\n\n
        \n
        Make sure that ALL activities needed in the team are owned by at least one role<\/li>\n\n\n\n
        There may be multiple persons playing similar or same roles, depending on the team and project requirements<\/li>\n<\/ul>\n\n\n\n
        To summarize:<\/p>\n\n\n\n
        \n
        A title is more representative of the position in an organization structure and would have some associated expectations in terms of the areas of contribution. May also be known as a designation or rank. Typically, an individual will have only one title at a time<\/li>\n\n\n\n
        A role, which may or may not be explicitly articulated, determines the contributions and influence on the outputs or outcomes [when extended beyond the development team]. An individual might play multiple roles in the context of a team and, sometimes, different roles in different teams \u2013 in parallel<\/li>\n\n\n\n
        To help individuals play roles effectively, role based mentoring and coaching may be considered<\/li>\n<\/ul>\n\n\n\n
        What has been your approach and experience with identifying or playing roles vis-\u00e0-vis titles?<\/p>\n\n\n\n
        I am eager to know<\/p>\n","post_title":"Role and Title \u2013 what is the difference?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"role-and-title-what-is-the-difference","to_ping":"","pinged":"","post_modified":"2024-01-29 11:36:36","post_modified_gmt":"2024-01-29 11:36:36","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19138","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};
        
        Page 1 of 7 1 2 … 7 Next
        
        \n
        With eleven titles to his credit, helping the Chicago Bulls win six times and the LA Lakers win five times, Phil Jackson knows what it takes to build great teams and help them succeed \u2013 consistently!<\/p>\n\n\n\n
        In this book, he distils leadership styles and actions to eleven points.<\/p>\n\n\n\n
        We talk about a Scrum Masters role as a leadership role, something that can be successful by influence and not authority.<\/p>\n\n\n\n
        \n
        Lead From the Inside Out<\/strong>
        In the PM Power approach to leadership development, we combine the hard aspects as well as the soft aspects. An effective leader is one who can manage outside, by mastering inside. <\/span><\/p>
        When one leads from inside out, the genuineness of conversations establishes true connections with people, and everyone starts to listen more to what you say. <\/span><\/p><\/li>\n\n\n\n
        Bench the Ego<\/strong>
        Every action, it is said, has an equal and opposite reaction. <\/span><\/p>
        This is true for leaders too. When some decisions are forced on people, there is invariably a tendency to resist, particularly if it involves change. <\/span><\/p>
        As a Scrum Master, one needs to be able to quickly gain the consensus of the team. To do that the Scrum Master should also listen and create a safe environment for everyone to express themselves.<\/p> <\/li>\n\n\n\n
        Let Each Player Discover His Own Destiny<\/strong>
        Jackson says, \"I've always been interested in getting players to think for themselves so that they can make difficult decisions in the heat of battle.\" <\/span><\/p>
        This translates into enabling safe spaces where each person can exhibit and share their courage, mutual respect, and resilience. <\/span><\/p>
        This also encourages the team to go beyond narrowly defined set of duties and swarm as needed, to ensure team success.<\/p> <\/li>\n\n\n\n
        The Road to Freedom is a Beautiful System<\/strong>
        When each person in the team is actively aware of what the others are doing and where the team is moving, it enables smooth self-organization and collective ownership. The triangle system that is attributed to Phil Jackson, is a fitting example of having a common structure that is well understood, while providing a chance for creativity.<\/p> <\/li>\n\n\n\n
        Turn the Mundane into the Sacred<\/strong>
        Even for well knit teams, it is worthwhile to have some formality in terms of events [used to also be called ceremonies] that are also supported by team norms. <\/span><\/p>
        What might otherwise be considered as a routine \u2013 say the daily standup \u2013 could become important points of sync up when infused with some formalism. Phil Jackson also introduced meditation practices for the team to help the players focus, unwind, and stay energetic. <\/span><\/p><\/li>\n\n\n\n
        One Breath = One Mind<\/strong>
        A simple technique to get everyone aligned and in sync just before any significant event. Whether it is a crucial meeting, where consensus needs to be reached in time or the start of a release cycle, helping everyone spend some silent, reflective time together helps align the breathing, which is particularly useful in playing tandem, or like trapeze artists, when there are hand-offs to be executed as the project progresses <\/span><\/p><\/li>\n\n\n\n
        The Key to Success is Compassion<\/strong>
        Helping the team understand and internalize the scrum value of respect for others, will lead to greater empathy for both the other team members as well as customers. That understanding will propel the team to go the extra mile when needed, to ensure that the promises to the users are always the highest priority. <\/span><\/p><\/li>\n\n\n\n
        Keep Your Eye on the Spirit, Not on the Scoreboard<\/strong>
        This is the essential difference between DOING Agile and BEING Agile. Or not being obsessed only with some vanity metrics. When the core principles and the team values are always at the back of every thought and action, a team can focus on internalizing the values and principles of Agility. When the emphasis is to do it by the book, one may tend to be more worried about checking the boxes and ignore the outputs and outcomes. <\/span><\/p><\/li>\n\n\n\n
        Sometimes You Have to Pull Out the Big Stick<\/strong>
        This is tricky to directly interpret for a Scrum Master, as the emphasis is usually to be a 'servant leader' who gets results through influence. This is usually true in an ideal world. Sometimes, a Scrum Master needs to be creative to highlight some issues within the team or with specific individuals, so that they can realize the impact of their action or inaction. <\/span><\/p><\/li>\n\n\n\n
        When in Doubt, Do Nothing<\/strong>
        One of the key responsibilities of a Scrum Master if to remove impediments. This may not be quite simple at times. For an action-oriented person, it may be difficult to not do anything and observe the situation resolve itself. But, sometimes, it is best to not do anything. The triaging technique used by many teams \u2013 including emergency medical response teams \u2013 also suggests that in some situations, it is best to not do anything. This will come with experience. <\/span><\/p><\/li>\n\n\n\n
        Forget the Ring<\/strong>
        This is also a point that is easier said than done. When one is so involved in the action, it is not easy to ignore or forget the result and the urge to win. Phil Jackson says, 'obsessing about winning is a loser's game.' The main reason he says, is that such a focus would lead to one losing control of one's emotions. He says, 'The most we can hope for is to create the best possible conditions for success, then let go of the outcome.' <\/span><\/p><\/li>\n<\/ol>\n\n\n\n
        The book has a lot more detailed examples including situations involving some of the high performers who were more self-centric and concerned with their own success and image, and how he was able to help them turn into more team players and mentors to other less experienced players.<\/p>\n","post_title":"Eleven Rings for a Scrum Master","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"eleven-rings-for-a-scrum-master","to_ping":"","pinged":"","post_modified":"2024-01-29 11:31:55","post_modified_gmt":"2024-01-29 11:31:55","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19967","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"2","filter":"raw"},{"ID":19649,"post_author":"30","post_date":"2022-02-19 12:24:26","post_date_gmt":"2022-02-19 06:54:26","post_content":"\n
        Recently, when I was making the morning Congee, it was a lightbulb moment \u2013 to see different approaches similar to some patterns and anti-patterns we see in teams and organizations with transformation initiatives.<\/p>\n\n\n\n
        We see the organization as a structured and organized system, that has settled into its own pace and shape, even if not uniform.<\/p>\n\n\n\n
        Any change is likely to bring in uncertainty, anxiety among the members and hence we want to tread cautiously. But, we have a rough idea of what element to bring in \u2013 be it digital transformation or delivery agility or process efficiency, defect prevention etc.<\/p>\n\n\n\n
        One consideration that usually weighs heavy is not to ruffle any feathers the wrong way. This is the case of the mot common anti-pattern, of 'action on the periphery'<\/p>\n\n\n\n
        While this may appear as a lot of activity involving the teams \u2013 and, in many cases, just the team members \u2013 the core portions may still remain untouched or influenced very little.<\/p>\n\n\n\n
        The result is \u2013 patchy impact, that would not give any significant or sustainable improvement.<\/p>\n\n\n\n
        When you get external support from a consultant or coach, to get an outside-in perspective, the effects are still patchy.<\/p>\n\n\n\n
        From our experience, I can say that to get a greater impact, the scope of transformation initiatives should involve \u2013 and preferably led, with active participation by, senior leaders.<\/p>\n\n\n\n
        The actual catalyst for such approaches would be a coach who has access to and is connected in the day to day activities of the teams, through embedded coaching.<\/p>\n\n\n\n
        In this approach the coach is pretty much part of the team in various activities as an observer and guide. This helps the coach get a better understanding of the context and constraints and relate to the needs and aspirations of the team. This also helps build a trusted relationship between the coach and the teams.<\/p>\n\n\n\n
        Establishing communities of interest and practice \u2013 with the guidance of the coach as needed \u2013 will help in establishing connections across the organization and also enable constructive collisions of ideas across teams. Such opportunities can accelerate breakthrough practice improvements across the board.<\/p>\n\n\n\n
        This also helps in creating more homogeneous ways of working across the organization.<\/p>\n\n\n\n
        Now, it is the time to assess the achievements and refine approaches needed to sustain the benefits of transformation across the organization. Be ready to add the required additional elements [water in the case of the Congee]<\/p>\n\n\n\n
        While you may get started with this autopilot mode where teams are taking ownership and also self organizing among themselves, having platforms for sharing and learning as well as periodic peer reviews and shared improvement initiatives will help sustain the excellence culture.<\/p>\n\n\n\n
        I have captured the above thoughts in a visualization of making Congee, in about 6 minutes.<\/p>\n\n\n\n
        \nhttps:\/\/www.youtube.com\/embed\/8A1LPIHr7sU\n<\/div><\/figure>\n\n\n\n
        Now that you have the recipe for success for your organizational transformation, what is holding you back?<\/span><\/p>\n\n\n\n
        Do share your stories and analogies that have worked well or not so well in your context.<\/p>\n","post_title":"Transform your organization like you would make Congee","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"transform-your-organization-like-you-would-make-congee","to_ping":"","pinged":"","post_modified":"2024-01-29 11:34:04","post_modified_gmt":"2024-01-29 11:34:04","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19649","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":19673,"post_author":"30","post_date":"2022-02-19 11:54:43","post_date_gmt":"2022-02-19 06:24:43","post_content":"\n
        $\"\"$ <\/figure>\n\n\n\n
        One of the frequently asked questions I get from teams starting out to adopt the OKR framework - Objectives and Key results, is how to distinguish between an objective and a Key result.<\/p>\n\n\n\n
        Additionally, how do we word these - so that there is less or no ambiguity.<\/p>\n\n\n\n
        While a detailed treatment of OKRs would need to go beyond a blog post, in this Chow, the following exercise to tag statements as an Objective or Key Result would help understand better.<\/p>\n\n\n\n
        To oversimplify the difference, consider Objectives as the equivalent of Outcomes desired. Outomes normally also have an association expectation of a change in behavior, such as a purchase decision or changing a habit.<\/p>\n\n\n\n
        The Key Results would be indicators that can be measured - or, sometimes, sensed and can act as interim steps or goals. these may indicate specific actions to be taken by the team owning an objective or outputs to be created,<\/p>\n\n\n\n
        Check your understanding with the fun quiz below.<\/p>\n\n\n\n
        <\/p>\n","post_title":"Chow # 283 - Objective or Key Result","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-283-objective-or-key-result","to_ping":"","pinged":"","post_modified":"2024-09-06 15:16:51","post_modified_gmt":"2024-09-06 09:46:51","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19673","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":19142,"post_author":"30","post_date":"2021-09-12 16:17:00","post_date_gmt":"2021-09-12 10:47:00","post_content":"\n
        Commutronix is a highly watched startup, starting to disrupt the electric vehicle technology space. Commutronix does not manufacture vehicles. Rather they almost dominate the EV space by providing core technologies to OEMs and almost all EV manufacturers have incorporated their solutions into their product lines.<\/p>\n\n\n\n
        As the expectations of long range performance and superfast charging started increasing from customers, Commutronix launched a new initiative to incorporate real time analytics of vehicle performance by monitoring critical parameters and also adjust key parameters for various subsystems to achieve the goals considering the driving styles also in addition to the physical and mechanical parameters.<\/p>\n\n\n\n
        This was considered an ideal project for the data sciences team, as it would involve a lot of modeling, analysis and inferencing. The first thought was to have the Product Owner from the Data Sciences team,<\/p>\n\n\n\n
        The engineering team, however, was skeptical. They felt that there is a significant amount of work in interfacing with the sensors, the cloud based knowledge hub and the need for a driver override meant a responsive, effective UI \u2013 and so, the Product Owner must be from the engineering team.<\/p>\n\n\n\n
        The marketing team felt that they are in the best position to give direction to this feature, as they are closest to the customers and would know how best to prioritize and scope the requirements.<\/p>\n\n\n\n
        After a 3 hour discussion, the leaders had two choices before them.<\/p>\n\n\n\n
        One \u2013 toss a coin and decide? But how to pick from three options with a coin? Someone suggested the throw of dice..<\/p>\n\n\n\n
        In order to avoid another long \u2013 potentially inconclusive \u2013 meeting, they chose option two.<\/p>\n\n\n\n
        That is to ask you<\/strong>, what they should do.<\/p>\n\n\n\n
        What would be your advice?<\/p>\n\n\n\n
        Suggested solution:<\/p>\n\n\n\n
        <\/span>
        <\/span><\/span><\/p>\n","post_title":"Chow # 265 - Which functional organization should a Product Owner be from?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-265-which-functional-organization-should-a-product-owner-be-from","to_ping":"","pinged":"","post_modified":"2024-01-30 05:48:16","post_modified_gmt":"2024-01-30 05:48:16","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19142","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":19138,"post_author":"30","post_date":"2021-09-12 15:01:47","post_date_gmt":"2021-09-12 09:31:47","post_content":"\n
        One question that I get regularly from most teams and organizations that I have coached in their Agility journeys, is related to choosing the persons to play the 'new' roles of scrum master of product owner.<\/p>\n\n\n\n
        On the face of it, such questions seem simple to answer. One could say, just refer to the documentation related to the model being adopted and pick people to fill those roles.<\/p>\n\n\n\n
        I wish it was as simple.<\/p>\n\n\n\n
        Most of the time, re-designating a person does not change the style or way of working.<\/p>\n\n\n\n
        In some organizations, transformation exercises list the new roles and drop some old roles [typically, those that may have a 'manager' prefix or suffix].<\/p>\n\n\n\n
        So, many managers want to become Scrum Masters or Product Owners.<\/p>\n\n\n\n
        In many such instances, the persons continue to function the way they used to, with just new titles.<\/p>\n\n\n\n
        In my sessions with teams, one of the important topics that I stress on is role clarity.<\/p>\n\n\n\n
        When we talk of Agile teams \u2013 the essential characteristics include<\/p>\n\n\n\n
        \n
        The ability to self-organize<\/li>\n\n\n\n
        Owning the deliverables [outputs] as a team<\/li>\n<\/ul>\n\n\n\n
        If the re-designated managers are not able to re-calibrate themselves to effectively enable these aspects, the tendency to continue to adopt a directive style or expect a manager-subordinate reporting relationship will continue.<\/p>\n\n\n\n
        These, one would appreciate, are not just anti-patterns, but are seeds for dysfunctions at a team level.<\/p>\n\n\n\n
        In order to become or enable teams to become high performing, what is expected of the Scrum Master role is to be a facilitator.<\/p>\n\n\n\n
        While one may carry a title or designation of a Manager \u2013 that could be more for organizational hierarchy and managing spans of control.<\/p>\n\n\n\n
        In the context of a team, there are activities to be owned and performed by all members. In that sense, a neutral title for everyone part of a team could be just 'member'.<\/p>\n\n\n\n
        Each person may play one or more roles. A Developer could also be a Reviewer. A tester could also be an automation programmer. A team lead could also be an architect .. and so on..<\/p>\n\n\n\n
        With many teams preferring to have 'full stack developers', every member would have the flexibility of playing different roles, based on the need of the hour, to meet the team goals \u2013 for an iteration or release.<\/p>\n\n\n\n
        Some tips to make this work well:<\/p>\n\n\n\n
        \n
        Make sure that ALL activities needed in the team are owned by at least one role<\/li>\n\n\n\n
        There may be multiple persons playing similar or same roles, depending on the team and project requirements<\/li>\n<\/ul>\n\n\n\n
        To summarize:<\/p>\n\n\n\n
        \n
        A title is more representative of the position in an organization structure and would have some associated expectations in terms of the areas of contribution. May also be known as a designation or rank. Typically, an individual will have only one title at a time<\/li>\n\n\n\n
        A role, which may or may not be explicitly articulated, determines the contributions and influence on the outputs or outcomes [when extended beyond the development team]. An individual might play multiple roles in the context of a team and, sometimes, different roles in different teams \u2013 in parallel<\/li>\n\n\n\n
        To help individuals play roles effectively, role based mentoring and coaching may be considered<\/li>\n<\/ul>\n\n\n\n
        What has been your approach and experience with identifying or playing roles vis-\u00e0-vis titles?<\/p>\n\n\n\n
        I am eager to know<\/p>\n","post_title":"Role and Title \u2013 what is the difference?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"role-and-title-what-is-the-difference","to_ping":"","pinged":"","post_modified":"2024-01-29 11:36:36","post_modified_gmt":"2024-01-29 11:36:36","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19138","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};
        
        Page 1 of 7 1 2 … 7 Next
        
        \n
        When I read the book 'Eleven Rings: The soul of success' by Phil Jackson and Hugh Delehanty<\/span><\/a> <\/span>, the legendary basketball coach, I could relate his 11 tips for leadership as good points for Scrum Masters.<\/p>\n\n\n\n
        With eleven titles to his credit, helping the Chicago Bulls win six times and the LA Lakers win five times, Phil Jackson knows what it takes to build great teams and help them succeed \u2013 consistently!<\/p>\n\n\n\n
        In this book, he distils leadership styles and actions to eleven points.<\/p>\n\n\n\n
        We talk about a Scrum Masters role as a leadership role, something that can be successful by influence and not authority.<\/p>\n\n\n\n
        \n
        Lead From the Inside Out<\/strong>
        In the PM Power approach to leadership development, we combine the hard aspects as well as the soft aspects. An effective leader is one who can manage outside, by mastering inside. <\/span><\/p>
        When one leads from inside out, the genuineness of conversations establishes true connections with people, and everyone starts to listen more to what you say. <\/span><\/p><\/li>\n\n\n\n
        Bench the Ego<\/strong>
        Every action, it is said, has an equal and opposite reaction. <\/span><\/p>
        This is true for leaders too. When some decisions are forced on people, there is invariably a tendency to resist, particularly if it involves change. <\/span><\/p>
        As a Scrum Master, one needs to be able to quickly gain the consensus of the team. To do that the Scrum Master should also listen and create a safe environment for everyone to express themselves.<\/p> <\/li>\n\n\n\n
        Let Each Player Discover His Own Destiny<\/strong>
        Jackson says, \"I've always been interested in getting players to think for themselves so that they can make difficult decisions in the heat of battle.\" <\/span><\/p>
        This translates into enabling safe spaces where each person can exhibit and share their courage, mutual respect, and resilience. <\/span><\/p>
        This also encourages the team to go beyond narrowly defined set of duties and swarm as needed, to ensure team success.<\/p> <\/li>\n\n\n\n
        The Road to Freedom is a Beautiful System<\/strong>
        When each person in the team is actively aware of what the others are doing and where the team is moving, it enables smooth self-organization and collective ownership. The triangle system that is attributed to Phil Jackson, is a fitting example of having a common structure that is well understood, while providing a chance for creativity.<\/p> <\/li>\n\n\n\n
        Turn the Mundane into the Sacred<\/strong>
        Even for well knit teams, it is worthwhile to have some formality in terms of events [used to also be called ceremonies] that are also supported by team norms. <\/span><\/p>
        What might otherwise be considered as a routine \u2013 say the daily standup \u2013 could become important points of sync up when infused with some formalism. Phil Jackson also introduced meditation practices for the team to help the players focus, unwind, and stay energetic. <\/span><\/p><\/li>\n\n\n\n
        One Breath = One Mind<\/strong>
        A simple technique to get everyone aligned and in sync just before any significant event. Whether it is a crucial meeting, where consensus needs to be reached in time or the start of a release cycle, helping everyone spend some silent, reflective time together helps align the breathing, which is particularly useful in playing tandem, or like trapeze artists, when there are hand-offs to be executed as the project progresses <\/span><\/p><\/li>\n\n\n\n
        The Key to Success is Compassion<\/strong>
        Helping the team understand and internalize the scrum value of respect for others, will lead to greater empathy for both the other team members as well as customers. That understanding will propel the team to go the extra mile when needed, to ensure that the promises to the users are always the highest priority. <\/span><\/p><\/li>\n\n\n\n
        Keep Your Eye on the Spirit, Not on the Scoreboard<\/strong>
        This is the essential difference between DOING Agile and BEING Agile. Or not being obsessed only with some vanity metrics. When the core principles and the team values are always at the back of every thought and action, a team can focus on internalizing the values and principles of Agility. When the emphasis is to do it by the book, one may tend to be more worried about checking the boxes and ignore the outputs and outcomes. <\/span><\/p><\/li>\n\n\n\n
        Sometimes You Have to Pull Out the Big Stick<\/strong>
        This is tricky to directly interpret for a Scrum Master, as the emphasis is usually to be a 'servant leader' who gets results through influence. This is usually true in an ideal world. Sometimes, a Scrum Master needs to be creative to highlight some issues within the team or with specific individuals, so that they can realize the impact of their action or inaction. <\/span><\/p><\/li>\n\n\n\n
        When in Doubt, Do Nothing<\/strong>
        One of the key responsibilities of a Scrum Master if to remove impediments. This may not be quite simple at times. For an action-oriented person, it may be difficult to not do anything and observe the situation resolve itself. But, sometimes, it is best to not do anything. The triaging technique used by many teams \u2013 including emergency medical response teams \u2013 also suggests that in some situations, it is best to not do anything. This will come with experience. <\/span><\/p><\/li>\n\n\n\n
        Forget the Ring<\/strong>
        This is also a point that is easier said than done. When one is so involved in the action, it is not easy to ignore or forget the result and the urge to win. Phil Jackson says, 'obsessing about winning is a loser's game.' The main reason he says, is that such a focus would lead to one losing control of one's emotions. He says, 'The most we can hope for is to create the best possible conditions for success, then let go of the outcome.' <\/span><\/p><\/li>\n<\/ol>\n\n\n\n
        The book has a lot more detailed examples including situations involving some of the high performers who were more self-centric and concerned with their own success and image, and how he was able to help them turn into more team players and mentors to other less experienced players.<\/p>\n","post_title":"Eleven Rings for a Scrum Master","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"eleven-rings-for-a-scrum-master","to_ping":"","pinged":"","post_modified":"2024-01-29 11:31:55","post_modified_gmt":"2024-01-29 11:31:55","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19967","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"2","filter":"raw"},{"ID":19649,"post_author":"30","post_date":"2022-02-19 12:24:26","post_date_gmt":"2022-02-19 06:54:26","post_content":"\n
        Recently, when I was making the morning Congee, it was a lightbulb moment \u2013 to see different approaches similar to some patterns and anti-patterns we see in teams and organizations with transformation initiatives.<\/p>\n\n\n\n
        We see the organization as a structured and organized system, that has settled into its own pace and shape, even if not uniform.<\/p>\n\n\n\n
        Any change is likely to bring in uncertainty, anxiety among the members and hence we want to tread cautiously. But, we have a rough idea of what element to bring in \u2013 be it digital transformation or delivery agility or process efficiency, defect prevention etc.<\/p>\n\n\n\n
        One consideration that usually weighs heavy is not to ruffle any feathers the wrong way. This is the case of the mot common anti-pattern, of 'action on the periphery'<\/p>\n\n\n\n
        While this may appear as a lot of activity involving the teams \u2013 and, in many cases, just the team members \u2013 the core portions may still remain untouched or influenced very little.<\/p>\n\n\n\n
        The result is \u2013 patchy impact, that would not give any significant or sustainable improvement.<\/p>\n\n\n\n
        When you get external support from a consultant or coach, to get an outside-in perspective, the effects are still patchy.<\/p>\n\n\n\n
        From our experience, I can say that to get a greater impact, the scope of transformation initiatives should involve \u2013 and preferably led, with active participation by, senior leaders.<\/p>\n\n\n\n
        The actual catalyst for such approaches would be a coach who has access to and is connected in the day to day activities of the teams, through embedded coaching.<\/p>\n\n\n\n
        In this approach the coach is pretty much part of the team in various activities as an observer and guide. This helps the coach get a better understanding of the context and constraints and relate to the needs and aspirations of the team. This also helps build a trusted relationship between the coach and the teams.<\/p>\n\n\n\n
        Establishing communities of interest and practice \u2013 with the guidance of the coach as needed \u2013 will help in establishing connections across the organization and also enable constructive collisions of ideas across teams. Such opportunities can accelerate breakthrough practice improvements across the board.<\/p>\n\n\n\n
        This also helps in creating more homogeneous ways of working across the organization.<\/p>\n\n\n\n
        Now, it is the time to assess the achievements and refine approaches needed to sustain the benefits of transformation across the organization. Be ready to add the required additional elements [water in the case of the Congee]<\/p>\n\n\n\n
        While you may get started with this autopilot mode where teams are taking ownership and also self organizing among themselves, having platforms for sharing and learning as well as periodic peer reviews and shared improvement initiatives will help sustain the excellence culture.<\/p>\n\n\n\n
        I have captured the above thoughts in a visualization of making Congee, in about 6 minutes.<\/p>\n\n\n\n
        \nhttps:\/\/www.youtube.com\/embed\/8A1LPIHr7sU\n<\/div><\/figure>\n\n\n\n
        Now that you have the recipe for success for your organizational transformation, what is holding you back?<\/span><\/p>\n\n\n\n
        Do share your stories and analogies that have worked well or not so well in your context.<\/p>\n","post_title":"Transform your organization like you would make Congee","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"transform-your-organization-like-you-would-make-congee","to_ping":"","pinged":"","post_modified":"2024-01-29 11:34:04","post_modified_gmt":"2024-01-29 11:34:04","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19649","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":19673,"post_author":"30","post_date":"2022-02-19 11:54:43","post_date_gmt":"2022-02-19 06:24:43","post_content":"\n
        $\"\"$ <\/figure>\n\n\n\n
        One of the frequently asked questions I get from teams starting out to adopt the OKR framework - Objectives and Key results, is how to distinguish between an objective and a Key result.<\/p>\n\n\n\n
        Additionally, how do we word these - so that there is less or no ambiguity.<\/p>\n\n\n\n
        While a detailed treatment of OKRs would need to go beyond a blog post, in this Chow, the following exercise to tag statements as an Objective or Key Result would help understand better.<\/p>\n\n\n\n
        To oversimplify the difference, consider Objectives as the equivalent of Outcomes desired. Outomes normally also have an association expectation of a change in behavior, such as a purchase decision or changing a habit.<\/p>\n\n\n\n
        The Key Results would be indicators that can be measured - or, sometimes, sensed and can act as interim steps or goals. these may indicate specific actions to be taken by the team owning an objective or outputs to be created,<\/p>\n\n\n\n
        Check your understanding with the fun quiz below.<\/p>\n\n\n\n
        <\/p>\n","post_title":"Chow # 283 - Objective or Key Result","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-283-objective-or-key-result","to_ping":"","pinged":"","post_modified":"2024-09-06 15:16:51","post_modified_gmt":"2024-09-06 09:46:51","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19673","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":19142,"post_author":"30","post_date":"2021-09-12 16:17:00","post_date_gmt":"2021-09-12 10:47:00","post_content":"\n
        Commutronix is a highly watched startup, starting to disrupt the electric vehicle technology space. Commutronix does not manufacture vehicles. Rather they almost dominate the EV space by providing core technologies to OEMs and almost all EV manufacturers have incorporated their solutions into their product lines.<\/p>\n\n\n\n
        As the expectations of long range performance and superfast charging started increasing from customers, Commutronix launched a new initiative to incorporate real time analytics of vehicle performance by monitoring critical parameters and also adjust key parameters for various subsystems to achieve the goals considering the driving styles also in addition to the physical and mechanical parameters.<\/p>\n\n\n\n
        This was considered an ideal project for the data sciences team, as it would involve a lot of modeling, analysis and inferencing. The first thought was to have the Product Owner from the Data Sciences team,<\/p>\n\n\n\n
        The engineering team, however, was skeptical. They felt that there is a significant amount of work in interfacing with the sensors, the cloud based knowledge hub and the need for a driver override meant a responsive, effective UI \u2013 and so, the Product Owner must be from the engineering team.<\/p>\n\n\n\n
        The marketing team felt that they are in the best position to give direction to this feature, as they are closest to the customers and would know how best to prioritize and scope the requirements.<\/p>\n\n\n\n
        After a 3 hour discussion, the leaders had two choices before them.<\/p>\n\n\n\n
        One \u2013 toss a coin and decide? But how to pick from three options with a coin? Someone suggested the throw of dice..<\/p>\n\n\n\n
        In order to avoid another long \u2013 potentially inconclusive \u2013 meeting, they chose option two.<\/p>\n\n\n\n
        That is to ask you<\/strong>, what they should do.<\/p>\n\n\n\n
        What would be your advice?<\/p>\n\n\n\n
        Suggested solution:<\/p>\n\n\n\n
        <\/span>
        <\/span><\/span><\/p>\n","post_title":"Chow # 265 - Which functional organization should a Product Owner be from?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-265-which-functional-organization-should-a-product-owner-be-from","to_ping":"","pinged":"","post_modified":"2024-01-30 05:48:16","post_modified_gmt":"2024-01-30 05:48:16","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19142","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":19138,"post_author":"30","post_date":"2021-09-12 15:01:47","post_date_gmt":"2021-09-12 09:31:47","post_content":"\n
        One question that I get regularly from most teams and organizations that I have coached in their Agility journeys, is related to choosing the persons to play the 'new' roles of scrum master of product owner.<\/p>\n\n\n\n
        On the face of it, such questions seem simple to answer. One could say, just refer to the documentation related to the model being adopted and pick people to fill those roles.<\/p>\n\n\n\n
        I wish it was as simple.<\/p>\n\n\n\n
        Most of the time, re-designating a person does not change the style or way of working.<\/p>\n\n\n\n
        In some organizations, transformation exercises list the new roles and drop some old roles [typically, those that may have a 'manager' prefix or suffix].<\/p>\n\n\n\n
        So, many managers want to become Scrum Masters or Product Owners.<\/p>\n\n\n\n
        In many such instances, the persons continue to function the way they used to, with just new titles.<\/p>\n\n\n\n
        In my sessions with teams, one of the important topics that I stress on is role clarity.<\/p>\n\n\n\n
        When we talk of Agile teams \u2013 the essential characteristics include<\/p>\n\n\n\n
        \n
        The ability to self-organize<\/li>\n\n\n\n
        Owning the deliverables [outputs] as a team<\/li>\n<\/ul>\n\n\n\n
        If the re-designated managers are not able to re-calibrate themselves to effectively enable these aspects, the tendency to continue to adopt a directive style or expect a manager-subordinate reporting relationship will continue.<\/p>\n\n\n\n
        These, one would appreciate, are not just anti-patterns, but are seeds for dysfunctions at a team level.<\/p>\n\n\n\n
        In order to become or enable teams to become high performing, what is expected of the Scrum Master role is to be a facilitator.<\/p>\n\n\n\n
        While one may carry a title or designation of a Manager \u2013 that could be more for organizational hierarchy and managing spans of control.<\/p>\n\n\n\n
        In the context of a team, there are activities to be owned and performed by all members. In that sense, a neutral title for everyone part of a team could be just 'member'.<\/p>\n\n\n\n
        Each person may play one or more roles. A Developer could also be a Reviewer. A tester could also be an automation programmer. A team lead could also be an architect .. and so on..<\/p>\n\n\n\n
        With many teams preferring to have 'full stack developers', every member would have the flexibility of playing different roles, based on the need of the hour, to meet the team goals \u2013 for an iteration or release.<\/p>\n\n\n\n
        Some tips to make this work well:<\/p>\n\n\n\n
        \n
        Make sure that ALL activities needed in the team are owned by at least one role<\/li>\n\n\n\n
        There may be multiple persons playing similar or same roles, depending on the team and project requirements<\/li>\n<\/ul>\n\n\n\n
        To summarize:<\/p>\n\n\n\n
        \n
        A title is more representative of the position in an organization structure and would have some associated expectations in terms of the areas of contribution. May also be known as a designation or rank. Typically, an individual will have only one title at a time<\/li>\n\n\n\n
        A role, which may or may not be explicitly articulated, determines the contributions and influence on the outputs or outcomes [when extended beyond the development team]. An individual might play multiple roles in the context of a team and, sometimes, different roles in different teams \u2013 in parallel<\/li>\n\n\n\n
        To help individuals play roles effectively, role based mentoring and coaching may be considered<\/li>\n<\/ul>\n\n\n\n
        What has been your approach and experience with identifying or playing roles vis-\u00e0-vis titles?<\/p>\n\n\n\n
        I am eager to know<\/p>\n","post_title":"Role and Title \u2013 what is the difference?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"role-and-title-what-is-the-difference","to_ping":"","pinged":"","post_modified":"2024-01-29 11:36:36","post_modified_gmt":"2024-01-29 11:36:36","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19138","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};
        
        Page 1 of 7 1 2 … 7 Next
        
        \n
        <\/p>\n","post_title":"Chow # 294: Four key expectations from a Scrum Master\u2019s role","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-294-four-key-expectations-from-a-scrum-masters-role","to_ping":"","pinged":"","post_modified":"2024-09-06 15:04:37","post_modified_gmt":"2024-09-06 09:34:37","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19970","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":19967,"post_author":"30","post_date":"2022-05-08 15:37:11","post_date_gmt":"2022-05-08 10:07:11","post_content":"\n
        When I read the book 'Eleven Rings: The soul of success' by Phil Jackson and Hugh Delehanty<\/span><\/a> <\/span>, the legendary basketball coach, I could relate his 11 tips for leadership as good points for Scrum Masters.<\/p>\n\n\n\n
        With eleven titles to his credit, helping the Chicago Bulls win six times and the LA Lakers win five times, Phil Jackson knows what it takes to build great teams and help them succeed \u2013 consistently!<\/p>\n\n\n\n
        In this book, he distils leadership styles and actions to eleven points.<\/p>\n\n\n\n
        We talk about a Scrum Masters role as a leadership role, something that can be successful by influence and not authority.<\/p>\n\n\n\n
        \n
        Lead From the Inside Out<\/strong>
        In the PM Power approach to leadership development, we combine the hard aspects as well as the soft aspects. An effective leader is one who can manage outside, by mastering inside. <\/span><\/p>
        When one leads from inside out, the genuineness of conversations establishes true connections with people, and everyone starts to listen more to what you say. <\/span><\/p><\/li>\n\n\n\n
        Bench the Ego<\/strong>
        Every action, it is said, has an equal and opposite reaction. <\/span><\/p>
        This is true for leaders too. When some decisions are forced on people, there is invariably a tendency to resist, particularly if it involves change. <\/span><\/p>
        As a Scrum Master, one needs to be able to quickly gain the consensus of the team. To do that the Scrum Master should also listen and create a safe environment for everyone to express themselves.<\/p> <\/li>\n\n\n\n
        Let Each Player Discover His Own Destiny<\/strong>
        Jackson says, \"I've always been interested in getting players to think for themselves so that they can make difficult decisions in the heat of battle.\" <\/span><\/p>
        This translates into enabling safe spaces where each person can exhibit and share their courage, mutual respect, and resilience. <\/span><\/p>
        This also encourages the team to go beyond narrowly defined set of duties and swarm as needed, to ensure team success.<\/p> <\/li>\n\n\n\n
        The Road to Freedom is a Beautiful System<\/strong>
        When each person in the team is actively aware of what the others are doing and where the team is moving, it enables smooth self-organization and collective ownership. The triangle system that is attributed to Phil Jackson, is a fitting example of having a common structure that is well understood, while providing a chance for creativity.<\/p> <\/li>\n\n\n\n
        Turn the Mundane into the Sacred<\/strong>
        Even for well knit teams, it is worthwhile to have some formality in terms of events [used to also be called ceremonies] that are also supported by team norms. <\/span><\/p>
        What might otherwise be considered as a routine \u2013 say the daily standup \u2013 could become important points of sync up when infused with some formalism. Phil Jackson also introduced meditation practices for the team to help the players focus, unwind, and stay energetic. <\/span><\/p><\/li>\n\n\n\n
        One Breath = One Mind<\/strong>
        A simple technique to get everyone aligned and in sync just before any significant event. Whether it is a crucial meeting, where consensus needs to be reached in time or the start of a release cycle, helping everyone spend some silent, reflective time together helps align the breathing, which is particularly useful in playing tandem, or like trapeze artists, when there are hand-offs to be executed as the project progresses <\/span><\/p><\/li>\n\n\n\n
        The Key to Success is Compassion<\/strong>
        Helping the team understand and internalize the scrum value of respect for others, will lead to greater empathy for both the other team members as well as customers. That understanding will propel the team to go the extra mile when needed, to ensure that the promises to the users are always the highest priority. <\/span><\/p><\/li>\n\n\n\n
        Keep Your Eye on the Spirit, Not on the Scoreboard<\/strong>
        This is the essential difference between DOING Agile and BEING Agile. Or not being obsessed only with some vanity metrics. When the core principles and the team values are always at the back of every thought and action, a team can focus on internalizing the values and principles of Agility. When the emphasis is to do it by the book, one may tend to be more worried about checking the boxes and ignore the outputs and outcomes. <\/span><\/p><\/li>\n\n\n\n
        Sometimes You Have to Pull Out the Big Stick<\/strong>
        This is tricky to directly interpret for a Scrum Master, as the emphasis is usually to be a 'servant leader' who gets results through influence. This is usually true in an ideal world. Sometimes, a Scrum Master needs to be creative to highlight some issues within the team or with specific individuals, so that they can realize the impact of their action or inaction. <\/span><\/p><\/li>\n\n\n\n
        When in Doubt, Do Nothing<\/strong>
        One of the key responsibilities of a Scrum Master if to remove impediments. This may not be quite simple at times. For an action-oriented person, it may be difficult to not do anything and observe the situation resolve itself. But, sometimes, it is best to not do anything. The triaging technique used by many teams \u2013 including emergency medical response teams \u2013 also suggests that in some situations, it is best to not do anything. This will come with experience. <\/span><\/p><\/li>\n\n\n\n
        Forget the Ring<\/strong>
        This is also a point that is easier said than done. When one is so involved in the action, it is not easy to ignore or forget the result and the urge to win. Phil Jackson says, 'obsessing about winning is a loser's game.' The main reason he says, is that such a focus would lead to one losing control of one's emotions. He says, 'The most we can hope for is to create the best possible conditions for success, then let go of the outcome.' <\/span><\/p><\/li>\n<\/ol>\n\n\n\n
        The book has a lot more detailed examples including situations involving some of the high performers who were more self-centric and concerned with their own success and image, and how he was able to help them turn into more team players and mentors to other less experienced players.<\/p>\n","post_title":"Eleven Rings for a Scrum Master","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"eleven-rings-for-a-scrum-master","to_ping":"","pinged":"","post_modified":"2024-01-29 11:31:55","post_modified_gmt":"2024-01-29 11:31:55","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19967","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"2","filter":"raw"},{"ID":19649,"post_author":"30","post_date":"2022-02-19 12:24:26","post_date_gmt":"2022-02-19 06:54:26","post_content":"\n
        Recently, when I was making the morning Congee, it was a lightbulb moment \u2013 to see different approaches similar to some patterns and anti-patterns we see in teams and organizations with transformation initiatives.<\/p>\n\n\n\n
        We see the organization as a structured and organized system, that has settled into its own pace and shape, even if not uniform.<\/p>\n\n\n\n
        Any change is likely to bring in uncertainty, anxiety among the members and hence we want to tread cautiously. But, we have a rough idea of what element to bring in \u2013 be it digital transformation or delivery agility or process efficiency, defect prevention etc.<\/p>\n\n\n\n
        One consideration that usually weighs heavy is not to ruffle any feathers the wrong way. This is the case of the mot common anti-pattern, of 'action on the periphery'<\/p>\n\n\n\n
        While this may appear as a lot of activity involving the teams \u2013 and, in many cases, just the team members \u2013 the core portions may still remain untouched or influenced very little.<\/p>\n\n\n\n
        The result is \u2013 patchy impact, that would not give any significant or sustainable improvement.<\/p>\n\n\n\n
        When you get external support from a consultant or coach, to get an outside-in perspective, the effects are still patchy.<\/p>\n\n\n\n
        From our experience, I can say that to get a greater impact, the scope of transformation initiatives should involve \u2013 and preferably led, with active participation by, senior leaders.<\/p>\n\n\n\n
        The actual catalyst for such approaches would be a coach who has access to and is connected in the day to day activities of the teams, through embedded coaching.<\/p>\n\n\n\n
        In this approach the coach is pretty much part of the team in various activities as an observer and guide. This helps the coach get a better understanding of the context and constraints and relate to the needs and aspirations of the team. This also helps build a trusted relationship between the coach and the teams.<\/p>\n\n\n\n
        Establishing communities of interest and practice \u2013 with the guidance of the coach as needed \u2013 will help in establishing connections across the organization and also enable constructive collisions of ideas across teams. Such opportunities can accelerate breakthrough practice improvements across the board.<\/p>\n\n\n\n
        This also helps in creating more homogeneous ways of working across the organization.<\/p>\n\n\n\n
        Now, it is the time to assess the achievements and refine approaches needed to sustain the benefits of transformation across the organization. Be ready to add the required additional elements [water in the case of the Congee]<\/p>\n\n\n\n
        While you may get started with this autopilot mode where teams are taking ownership and also self organizing among themselves, having platforms for sharing and learning as well as periodic peer reviews and shared improvement initiatives will help sustain the excellence culture.<\/p>\n\n\n\n
        I have captured the above thoughts in a visualization of making Congee, in about 6 minutes.<\/p>\n\n\n\n
        \nhttps:\/\/www.youtube.com\/embed\/8A1LPIHr7sU\n<\/div><\/figure>\n\n\n\n
        Now that you have the recipe for success for your organizational transformation, what is holding you back?<\/span><\/p>\n\n\n\n
        Do share your stories and analogies that have worked well or not so well in your context.<\/p>\n","post_title":"Transform your organization like you would make Congee","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"transform-your-organization-like-you-would-make-congee","to_ping":"","pinged":"","post_modified":"2024-01-29 11:34:04","post_modified_gmt":"2024-01-29 11:34:04","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19649","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":19673,"post_author":"30","post_date":"2022-02-19 11:54:43","post_date_gmt":"2022-02-19 06:24:43","post_content":"\n
        $\"\"$ <\/figure>\n\n\n\n
        One of the frequently asked questions I get from teams starting out to adopt the OKR framework - Objectives and Key results, is how to distinguish between an objective and a Key result.<\/p>\n\n\n\n
        Additionally, how do we word these - so that there is less or no ambiguity.<\/p>\n\n\n\n
        While a detailed treatment of OKRs would need to go beyond a blog post, in this Chow, the following exercise to tag statements as an Objective or Key Result would help understand better.<\/p>\n\n\n\n
        To oversimplify the difference, consider Objectives as the equivalent of Outcomes desired. Outomes normally also have an association expectation of a change in behavior, such as a purchase decision or changing a habit.<\/p>\n\n\n\n
        The Key Results would be indicators that can be measured - or, sometimes, sensed and can act as interim steps or goals. these may indicate specific actions to be taken by the team owning an objective or outputs to be created,<\/p>\n\n\n\n
        Check your understanding with the fun quiz below.<\/p>\n\n\n\n
        <\/p>\n","post_title":"Chow # 283 - Objective or Key Result","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-283-objective-or-key-result","to_ping":"","pinged":"","post_modified":"2024-09-06 15:16:51","post_modified_gmt":"2024-09-06 09:46:51","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19673","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":19142,"post_author":"30","post_date":"2021-09-12 16:17:00","post_date_gmt":"2021-09-12 10:47:00","post_content":"\n
        Commutronix is a highly watched startup, starting to disrupt the electric vehicle technology space. Commutronix does not manufacture vehicles. Rather they almost dominate the EV space by providing core technologies to OEMs and almost all EV manufacturers have incorporated their solutions into their product lines.<\/p>\n\n\n\n
        As the expectations of long range performance and superfast charging started increasing from customers, Commutronix launched a new initiative to incorporate real time analytics of vehicle performance by monitoring critical parameters and also adjust key parameters for various subsystems to achieve the goals considering the driving styles also in addition to the physical and mechanical parameters.<\/p>\n\n\n\n
        This was considered an ideal project for the data sciences team, as it would involve a lot of modeling, analysis and inferencing. The first thought was to have the Product Owner from the Data Sciences team,<\/p>\n\n\n\n
        The engineering team, however, was skeptical. They felt that there is a significant amount of work in interfacing with the sensors, the cloud based knowledge hub and the need for a driver override meant a responsive, effective UI \u2013 and so, the Product Owner must be from the engineering team.<\/p>\n\n\n\n
        The marketing team felt that they are in the best position to give direction to this feature, as they are closest to the customers and would know how best to prioritize and scope the requirements.<\/p>\n\n\n\n
        After a 3 hour discussion, the leaders had two choices before them.<\/p>\n\n\n\n
        One \u2013 toss a coin and decide? But how to pick from three options with a coin? Someone suggested the throw of dice..<\/p>\n\n\n\n
        In order to avoid another long \u2013 potentially inconclusive \u2013 meeting, they chose option two.<\/p>\n\n\n\n
        That is to ask you<\/strong>, what they should do.<\/p>\n\n\n\n
        What would be your advice?<\/p>\n\n\n\n
        Suggested solution:<\/p>\n\n\n\n
        <\/span>
        <\/span><\/span><\/p>\n","post_title":"Chow # 265 - Which functional organization should a Product Owner be from?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-265-which-functional-organization-should-a-product-owner-be-from","to_ping":"","pinged":"","post_modified":"2024-01-30 05:48:16","post_modified_gmt":"2024-01-30 05:48:16","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19142","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":19138,"post_author":"30","post_date":"2021-09-12 15:01:47","post_date_gmt":"2021-09-12 09:31:47","post_content":"\n
        One question that I get regularly from most teams and organizations that I have coached in their Agility journeys, is related to choosing the persons to play the 'new' roles of scrum master of product owner.<\/p>\n\n\n\n
        On the face of it, such questions seem simple to answer. One could say, just refer to the documentation related to the model being adopted and pick people to fill those roles.<\/p>\n\n\n\n
        I wish it was as simple.<\/p>\n\n\n\n
        Most of the time, re-designating a person does not change the style or way of working.<\/p>\n\n\n\n
        In some organizations, transformation exercises list the new roles and drop some old roles [typically, those that may have a 'manager' prefix or suffix].<\/p>\n\n\n\n
        So, many managers want to become Scrum Masters or Product Owners.<\/p>\n\n\n\n
        In many such instances, the persons continue to function the way they used to, with just new titles.<\/p>\n\n\n\n
        In my sessions with teams, one of the important topics that I stress on is role clarity.<\/p>\n\n\n\n
        When we talk of Agile teams \u2013 the essential characteristics include<\/p>\n\n\n\n
        \n
        The ability to self-organize<\/li>\n\n\n\n
        Owning the deliverables [outputs] as a team<\/li>\n<\/ul>\n\n\n\n
        If the re-designated managers are not able to re-calibrate themselves to effectively enable these aspects, the tendency to continue to adopt a directive style or expect a manager-subordinate reporting relationship will continue.<\/p>\n\n\n\n
        These, one would appreciate, are not just anti-patterns, but are seeds for dysfunctions at a team level.<\/p>\n\n\n\n
        In order to become or enable teams to become high performing, what is expected of the Scrum Master role is to be a facilitator.<\/p>\n\n\n\n
        While one may carry a title or designation of a Manager \u2013 that could be more for organizational hierarchy and managing spans of control.<\/p>\n\n\n\n
        In the context of a team, there are activities to be owned and performed by all members. In that sense, a neutral title for everyone part of a team could be just 'member'.<\/p>\n\n\n\n
        Each person may play one or more roles. A Developer could also be a Reviewer. A tester could also be an automation programmer. A team lead could also be an architect .. and so on..<\/p>\n\n\n\n
        With many teams preferring to have 'full stack developers', every member would have the flexibility of playing different roles, based on the need of the hour, to meet the team goals \u2013 for an iteration or release.<\/p>\n\n\n\n
        Some tips to make this work well:<\/p>\n\n\n\n
        \n
        Make sure that ALL activities needed in the team are owned by at least one role<\/li>\n\n\n\n
        There may be multiple persons playing similar or same roles, depending on the team and project requirements<\/li>\n<\/ul>\n\n\n\n
        To summarize:<\/p>\n\n\n\n
        \n
        A title is more representative of the position in an organization structure and would have some associated expectations in terms of the areas of contribution. May also be known as a designation or rank. Typically, an individual will have only one title at a time<\/li>\n\n\n\n
        A role, which may or may not be explicitly articulated, determines the contributions and influence on the outputs or outcomes [when extended beyond the development team]. An individual might play multiple roles in the context of a team and, sometimes, different roles in different teams \u2013 in parallel<\/li>\n\n\n\n
        To help individuals play roles effectively, role based mentoring and coaching may be considered<\/li>\n<\/ul>\n\n\n\n
        What has been your approach and experience with identifying or playing roles vis-\u00e0-vis titles?<\/p>\n\n\n\n
        I am eager to know<\/p>\n","post_title":"Role and Title \u2013 what is the difference?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"role-and-title-what-is-the-difference","to_ping":"","pinged":"","post_modified":"2024-01-29 11:36:36","post_modified_gmt":"2024-01-29 11:36:36","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19138","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};
        
        Page 1 of 7 1 2 … 7 Next
        
        \n
        Clue: the four 'E's in the list above.<\/p>\n\n
        <\/p>\n","post_title":"Chow # 294: Four key expectations from a Scrum Master\u2019s role","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-294-four-key-expectations-from-a-scrum-masters-role","to_ping":"","pinged":"","post_modified":"2024-09-06 15:04:37","post_modified_gmt":"2024-09-06 09:34:37","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19970","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":19967,"post_author":"30","post_date":"2022-05-08 15:37:11","post_date_gmt":"2022-05-08 10:07:11","post_content":"\n
        When I read the book 'Eleven Rings: The soul of success' by Phil Jackson and Hugh Delehanty<\/span><\/a> <\/span>, the legendary basketball coach, I could relate his 11 tips for leadership as good points for Scrum Masters.<\/p>\n\n\n\n
        With eleven titles to his credit, helping the Chicago Bulls win six times and the LA Lakers win five times, Phil Jackson knows what it takes to build great teams and help them succeed \u2013 consistently!<\/p>\n\n\n\n
        In this book, he distils leadership styles and actions to eleven points.<\/p>\n\n\n\n
        We talk about a Scrum Masters role as a leadership role, something that can be successful by influence and not authority.<\/p>\n\n\n\n
        \n
        Lead From the Inside Out<\/strong>
        In the PM Power approach to leadership development, we combine the hard aspects as well as the soft aspects. An effective leader is one who can manage outside, by mastering inside. <\/span><\/p>
        When one leads from inside out, the genuineness of conversations establishes true connections with people, and everyone starts to listen more to what you say. <\/span><\/p><\/li>\n\n\n\n
        Bench the Ego<\/strong>
        Every action, it is said, has an equal and opposite reaction. <\/span><\/p>
        This is true for leaders too. When some decisions are forced on people, there is invariably a tendency to resist, particularly if it involves change. <\/span><\/p>
        As a Scrum Master, one needs to be able to quickly gain the consensus of the team. To do that the Scrum Master should also listen and create a safe environment for everyone to express themselves.<\/p> <\/li>\n\n\n\n
        Let Each Player Discover His Own Destiny<\/strong>
        Jackson says, \"I've always been interested in getting players to think for themselves so that they can make difficult decisions in the heat of battle.\" <\/span><\/p>
        This translates into enabling safe spaces where each person can exhibit and share their courage, mutual respect, and resilience. <\/span><\/p>
        This also encourages the team to go beyond narrowly defined set of duties and swarm as needed, to ensure team success.<\/p> <\/li>\n\n\n\n
        The Road to Freedom is a Beautiful System<\/strong>
        When each person in the team is actively aware of what the others are doing and where the team is moving, it enables smooth self-organization and collective ownership. The triangle system that is attributed to Phil Jackson, is a fitting example of having a common structure that is well understood, while providing a chance for creativity.<\/p> <\/li>\n\n\n\n
        Turn the Mundane into the Sacred<\/strong>
        Even for well knit teams, it is worthwhile to have some formality in terms of events [used to also be called ceremonies] that are also supported by team norms. <\/span><\/p>
        What might otherwise be considered as a routine \u2013 say the daily standup \u2013 could become important points of sync up when infused with some formalism. Phil Jackson also introduced meditation practices for the team to help the players focus, unwind, and stay energetic. <\/span><\/p><\/li>\n\n\n\n
        One Breath = One Mind<\/strong>
        A simple technique to get everyone aligned and in sync just before any significant event. Whether it is a crucial meeting, where consensus needs to be reached in time or the start of a release cycle, helping everyone spend some silent, reflective time together helps align the breathing, which is particularly useful in playing tandem, or like trapeze artists, when there are hand-offs to be executed as the project progresses <\/span><\/p><\/li>\n\n\n\n
        The Key to Success is Compassion<\/strong>
        Helping the team understand and internalize the scrum value of respect for others, will lead to greater empathy for both the other team members as well as customers. That understanding will propel the team to go the extra mile when needed, to ensure that the promises to the users are always the highest priority. <\/span><\/p><\/li>\n\n\n\n
        Keep Your Eye on the Spirit, Not on the Scoreboard<\/strong>
        This is the essential difference between DOING Agile and BEING Agile. Or not being obsessed only with some vanity metrics. When the core principles and the team values are always at the back of every thought and action, a team can focus on internalizing the values and principles of Agility. When the emphasis is to do it by the book, one may tend to be more worried about checking the boxes and ignore the outputs and outcomes. <\/span><\/p><\/li>\n\n\n\n
        Sometimes You Have to Pull Out the Big Stick<\/strong>
        This is tricky to directly interpret for a Scrum Master, as the emphasis is usually to be a 'servant leader' who gets results through influence. This is usually true in an ideal world. Sometimes, a Scrum Master needs to be creative to highlight some issues within the team or with specific individuals, so that they can realize the impact of their action or inaction. <\/span><\/p><\/li>\n\n\n\n
        When in Doubt, Do Nothing<\/strong>
        One of the key responsibilities of a Scrum Master if to remove impediments. This may not be quite simple at times. For an action-oriented person, it may be difficult to not do anything and observe the situation resolve itself. But, sometimes, it is best to not do anything. The triaging technique used by many teams \u2013 including emergency medical response teams \u2013 also suggests that in some situations, it is best to not do anything. This will come with experience. <\/span><\/p><\/li>\n\n\n\n
        Forget the Ring<\/strong>
        This is also a point that is easier said than done. When one is so involved in the action, it is not easy to ignore or forget the result and the urge to win. Phil Jackson says, 'obsessing about winning is a loser's game.' The main reason he says, is that such a focus would lead to one losing control of one's emotions. He says, 'The most we can hope for is to create the best possible conditions for success, then let go of the outcome.' <\/span><\/p><\/li>\n<\/ol>\n\n\n\n
        The book has a lot more detailed examples including situations involving some of the high performers who were more self-centric and concerned with their own success and image, and how he was able to help them turn into more team players and mentors to other less experienced players.<\/p>\n","post_title":"Eleven Rings for a Scrum Master","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"eleven-rings-for-a-scrum-master","to_ping":"","pinged":"","post_modified":"2024-01-29 11:31:55","post_modified_gmt":"2024-01-29 11:31:55","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19967","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"2","filter":"raw"},{"ID":19649,"post_author":"30","post_date":"2022-02-19 12:24:26","post_date_gmt":"2022-02-19 06:54:26","post_content":"\n
        Recently, when I was making the morning Congee, it was a lightbulb moment \u2013 to see different approaches similar to some patterns and anti-patterns we see in teams and organizations with transformation initiatives.<\/p>\n\n\n\n
        We see the organization as a structured and organized system, that has settled into its own pace and shape, even if not uniform.<\/p>\n\n\n\n
        Any change is likely to bring in uncertainty, anxiety among the members and hence we want to tread cautiously. But, we have a rough idea of what element to bring in \u2013 be it digital transformation or delivery agility or process efficiency, defect prevention etc.<\/p>\n\n\n\n
        One consideration that usually weighs heavy is not to ruffle any feathers the wrong way. This is the case of the mot common anti-pattern, of 'action on the periphery'<\/p>\n\n\n\n
        While this may appear as a lot of activity involving the teams \u2013 and, in many cases, just the team members \u2013 the core portions may still remain untouched or influenced very little.<\/p>\n\n\n\n
        The result is \u2013 patchy impact, that would not give any significant or sustainable improvement.<\/p>\n\n\n\n
        When you get external support from a consultant or coach, to get an outside-in perspective, the effects are still patchy.<\/p>\n\n\n\n
        From our experience, I can say that to get a greater impact, the scope of transformation initiatives should involve \u2013 and preferably led, with active participation by, senior leaders.<\/p>\n\n\n\n
        The actual catalyst for such approaches would be a coach who has access to and is connected in the day to day activities of the teams, through embedded coaching.<\/p>\n\n\n\n
        In this approach the coach is pretty much part of the team in various activities as an observer and guide. This helps the coach get a better understanding of the context and constraints and relate to the needs and aspirations of the team. This also helps build a trusted relationship between the coach and the teams.<\/p>\n\n\n\n
        Establishing communities of interest and practice \u2013 with the guidance of the coach as needed \u2013 will help in establishing connections across the organization and also enable constructive collisions of ideas across teams. Such opportunities can accelerate breakthrough practice improvements across the board.<\/p>\n\n\n\n
        This also helps in creating more homogeneous ways of working across the organization.<\/p>\n\n\n\n
        Now, it is the time to assess the achievements and refine approaches needed to sustain the benefits of transformation across the organization. Be ready to add the required additional elements [water in the case of the Congee]<\/p>\n\n\n\n
        While you may get started with this autopilot mode where teams are taking ownership and also self organizing among themselves, having platforms for sharing and learning as well as periodic peer reviews and shared improvement initiatives will help sustain the excellence culture.<\/p>\n\n\n\n
        I have captured the above thoughts in a visualization of making Congee, in about 6 minutes.<\/p>\n\n\n\n
        \nhttps:\/\/www.youtube.com\/embed\/8A1LPIHr7sU\n<\/div><\/figure>\n\n\n\n
        Now that you have the recipe for success for your organizational transformation, what is holding you back?<\/span><\/p>\n\n\n\n
        Do share your stories and analogies that have worked well or not so well in your context.<\/p>\n","post_title":"Transform your organization like you would make Congee","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"transform-your-organization-like-you-would-make-congee","to_ping":"","pinged":"","post_modified":"2024-01-29 11:34:04","post_modified_gmt":"2024-01-29 11:34:04","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19649","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":19673,"post_author":"30","post_date":"2022-02-19 11:54:43","post_date_gmt":"2022-02-19 06:24:43","post_content":"\n
        $\"\"$ <\/figure>\n\n\n\n
        One of the frequently asked questions I get from teams starting out to adopt the OKR framework - Objectives and Key results, is how to distinguish between an objective and a Key result.<\/p>\n\n\n\n
        Additionally, how do we word these - so that there is less or no ambiguity.<\/p>\n\n\n\n
        While a detailed treatment of OKRs would need to go beyond a blog post, in this Chow, the following exercise to tag statements as an Objective or Key Result would help understand better.<\/p>\n\n\n\n
        To oversimplify the difference, consider Objectives as the equivalent of Outcomes desired. Outomes normally also have an association expectation of a change in behavior, such as a purchase decision or changing a habit.<\/p>\n\n\n\n
        The Key Results would be indicators that can be measured - or, sometimes, sensed and can act as interim steps or goals. these may indicate specific actions to be taken by the team owning an objective or outputs to be created,<\/p>\n\n\n\n
        Check your understanding with the fun quiz below.<\/p>\n\n\n\n
        <\/p>\n","post_title":"Chow # 283 - Objective or Key Result","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-283-objective-or-key-result","to_ping":"","pinged":"","post_modified":"2024-09-06 15:16:51","post_modified_gmt":"2024-09-06 09:46:51","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19673","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":19142,"post_author":"30","post_date":"2021-09-12 16:17:00","post_date_gmt":"2021-09-12 10:47:00","post_content":"\n
        Commutronix is a highly watched startup, starting to disrupt the electric vehicle technology space. Commutronix does not manufacture vehicles. Rather they almost dominate the EV space by providing core technologies to OEMs and almost all EV manufacturers have incorporated their solutions into their product lines.<\/p>\n\n\n\n
        As the expectations of long range performance and superfast charging started increasing from customers, Commutronix launched a new initiative to incorporate real time analytics of vehicle performance by monitoring critical parameters and also adjust key parameters for various subsystems to achieve the goals considering the driving styles also in addition to the physical and mechanical parameters.<\/p>\n\n\n\n
        This was considered an ideal project for the data sciences team, as it would involve a lot of modeling, analysis and inferencing. The first thought was to have the Product Owner from the Data Sciences team,<\/p>\n\n\n\n
        The engineering team, however, was skeptical. They felt that there is a significant amount of work in interfacing with the sensors, the cloud based knowledge hub and the need for a driver override meant a responsive, effective UI \u2013 and so, the Product Owner must be from the engineering team.<\/p>\n\n\n\n
        The marketing team felt that they are in the best position to give direction to this feature, as they are closest to the customers and would know how best to prioritize and scope the requirements.<\/p>\n\n\n\n
        After a 3 hour discussion, the leaders had two choices before them.<\/p>\n\n\n\n
        One \u2013 toss a coin and decide? But how to pick from three options with a coin? Someone suggested the throw of dice..<\/p>\n\n\n\n
        In order to avoid another long \u2013 potentially inconclusive \u2013 meeting, they chose option two.<\/p>\n\n\n\n
        That is to ask you<\/strong>, what they should do.<\/p>\n\n\n\n
        What would be your advice?<\/p>\n\n\n\n
        Suggested solution:<\/p>\n\n\n\n
        <\/span>
        <\/span><\/span><\/p>\n","post_title":"Chow # 265 - Which functional organization should a Product Owner be from?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-265-which-functional-organization-should-a-product-owner-be-from","to_ping":"","pinged":"","post_modified":"2024-01-30 05:48:16","post_modified_gmt":"2024-01-30 05:48:16","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19142","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":19138,"post_author":"30","post_date":"2021-09-12 15:01:47","post_date_gmt":"2021-09-12 09:31:47","post_content":"\n
        One question that I get regularly from most teams and organizations that I have coached in their Agility journeys, is related to choosing the persons to play the 'new' roles of scrum master of product owner.<\/p>\n\n\n\n
        On the face of it, such questions seem simple to answer. One could say, just refer to the documentation related to the model being adopted and pick people to fill those roles.<\/p>\n\n\n\n
        I wish it was as simple.<\/p>\n\n\n\n
        Most of the time, re-designating a person does not change the style or way of working.<\/p>\n\n\n\n
        In some organizations, transformation exercises list the new roles and drop some old roles [typically, those that may have a 'manager' prefix or suffix].<\/p>\n\n\n\n
        So, many managers want to become Scrum Masters or Product Owners.<\/p>\n\n\n\n
        In many such instances, the persons continue to function the way they used to, with just new titles.<\/p>\n\n\n\n
        In my sessions with teams, one of the important topics that I stress on is role clarity.<\/p>\n\n\n\n
        When we talk of Agile teams \u2013 the essential characteristics include<\/p>\n\n\n\n
        \n
        The ability to self-organize<\/li>\n\n\n\n
        Owning the deliverables [outputs] as a team<\/li>\n<\/ul>\n\n\n\n
        If the re-designated managers are not able to re-calibrate themselves to effectively enable these aspects, the tendency to continue to adopt a directive style or expect a manager-subordinate reporting relationship will continue.<\/p>\n\n\n\n
        These, one would appreciate, are not just anti-patterns, but are seeds for dysfunctions at a team level.<\/p>\n\n\n\n
        In order to become or enable teams to become high performing, what is expected of the Scrum Master role is to be a facilitator.<\/p>\n\n\n\n
        While one may carry a title or designation of a Manager \u2013 that could be more for organizational hierarchy and managing spans of control.<\/p>\n\n\n\n
        In the context of a team, there are activities to be owned and performed by all members. In that sense, a neutral title for everyone part of a team could be just 'member'.<\/p>\n\n\n\n
        Each person may play one or more roles. A Developer could also be a Reviewer. A tester could also be an automation programmer. A team lead could also be an architect .. and so on..<\/p>\n\n\n\n
        With many teams preferring to have 'full stack developers', every member would have the flexibility of playing different roles, based on the need of the hour, to meet the team goals \u2013 for an iteration or release.<\/p>\n\n\n\n
        Some tips to make this work well:<\/p>\n\n\n\n
        \n
        Make sure that ALL activities needed in the team are owned by at least one role<\/li>\n\n\n\n
        There may be multiple persons playing similar or same roles, depending on the team and project requirements<\/li>\n<\/ul>\n\n\n\n
        To summarize:<\/p>\n\n\n\n
        \n
        A title is more representative of the position in an organization structure and would have some associated expectations in terms of the areas of contribution. May also be known as a designation or rank. Typically, an individual will have only one title at a time<\/li>\n\n\n\n
        A role, which may or may not be explicitly articulated, determines the contributions and influence on the outputs or outcomes [when extended beyond the development team]. An individual might play multiple roles in the context of a team and, sometimes, different roles in different teams \u2013 in parallel<\/li>\n\n\n\n
        To help individuals play roles effectively, role based mentoring and coaching may be considered<\/li>\n<\/ul>\n\n\n\n
        What has been your approach and experience with identifying or playing roles vis-\u00e0-vis titles?<\/p>\n\n\n\n
        I am eager to know<\/p>\n","post_title":"Role and Title \u2013 what is the difference?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"role-and-title-what-is-the-difference","to_ping":"","pinged":"","post_modified":"2024-01-29 11:36:36","post_modified_gmt":"2024-01-29 11:36:36","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19138","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};
        
        Page 1 of 7 1 2 … 7 Next
        
        \n
        How quickly can you find hem?<\/p>\n\n
        Clue: the four 'E's in the list above.<\/p>\n\n
        <\/p>\n","post_title":"Chow # 294: Four key expectations from a Scrum Master\u2019s role","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-294-four-key-expectations-from-a-scrum-masters-role","to_ping":"","pinged":"","post_modified":"2024-09-06 15:04:37","post_modified_gmt":"2024-09-06 09:34:37","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19970","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":19967,"post_author":"30","post_date":"2022-05-08 15:37:11","post_date_gmt":"2022-05-08 10:07:11","post_content":"\n
        When I read the book 'Eleven Rings: The soul of success' by Phil Jackson and Hugh Delehanty<\/span><\/a> <\/span>, the legendary basketball coach, I could relate his 11 tips for leadership as good points for Scrum Masters.<\/p>\n\n\n\n
        With eleven titles to his credit, helping the Chicago Bulls win six times and the LA Lakers win five times, Phil Jackson knows what it takes to build great teams and help them succeed \u2013 consistently!<\/p>\n\n\n\n
        In this book, he distils leadership styles and actions to eleven points.<\/p>\n\n\n\n
        We talk about a Scrum Masters role as a leadership role, something that can be successful by influence and not authority.<\/p>\n\n\n\n
        \n
        Lead From the Inside Out<\/strong>
        In the PM Power approach to leadership development, we combine the hard aspects as well as the soft aspects. An effective leader is one who can manage outside, by mastering inside. <\/span><\/p>
        When one leads from inside out, the genuineness of conversations establishes true connections with people, and everyone starts to listen more to what you say. <\/span><\/p><\/li>\n\n\n\n
        Bench the Ego<\/strong>
        Every action, it is said, has an equal and opposite reaction. <\/span><\/p>
        This is true for leaders too. When some decisions are forced on people, there is invariably a tendency to resist, particularly if it involves change. <\/span><\/p>
        As a Scrum Master, one needs to be able to quickly gain the consensus of the team. To do that the Scrum Master should also listen and create a safe environment for everyone to express themselves.<\/p> <\/li>\n\n\n\n
        Let Each Player Discover His Own Destiny<\/strong>
        Jackson says, \"I've always been interested in getting players to think for themselves so that they can make difficult decisions in the heat of battle.\" <\/span><\/p>
        This translates into enabling safe spaces where each person can exhibit and share their courage, mutual respect, and resilience. <\/span><\/p>
        This also encourages the team to go beyond narrowly defined set of duties and swarm as needed, to ensure team success.<\/p> <\/li>\n\n\n\n
        The Road to Freedom is a Beautiful System<\/strong>
        When each person in the team is actively aware of what the others are doing and where the team is moving, it enables smooth self-organization and collective ownership. The triangle system that is attributed to Phil Jackson, is a fitting example of having a common structure that is well understood, while providing a chance for creativity.<\/p> <\/li>\n\n\n\n
        Turn the Mundane into the Sacred<\/strong>
        Even for well knit teams, it is worthwhile to have some formality in terms of events [used to also be called ceremonies] that are also supported by team norms. <\/span><\/p>
        What might otherwise be considered as a routine \u2013 say the daily standup \u2013 could become important points of sync up when infused with some formalism. Phil Jackson also introduced meditation practices for the team to help the players focus, unwind, and stay energetic. <\/span><\/p><\/li>\n\n\n\n
        One Breath = One Mind<\/strong>
        A simple technique to get everyone aligned and in sync just before any significant event. Whether it is a crucial meeting, where consensus needs to be reached in time or the start of a release cycle, helping everyone spend some silent, reflective time together helps align the breathing, which is particularly useful in playing tandem, or like trapeze artists, when there are hand-offs to be executed as the project progresses <\/span><\/p><\/li>\n\n\n\n
        The Key to Success is Compassion<\/strong>
        Helping the team understand and internalize the scrum value of respect for others, will lead to greater empathy for both the other team members as well as customers. That understanding will propel the team to go the extra mile when needed, to ensure that the promises to the users are always the highest priority. <\/span><\/p><\/li>\n\n\n\n
        Keep Your Eye on the Spirit, Not on the Scoreboard<\/strong>
        This is the essential difference between DOING Agile and BEING Agile. Or not being obsessed only with some vanity metrics. When the core principles and the team values are always at the back of every thought and action, a team can focus on internalizing the values and principles of Agility. When the emphasis is to do it by the book, one may tend to be more worried about checking the boxes and ignore the outputs and outcomes. <\/span><\/p><\/li>\n\n\n\n
        Sometimes You Have to Pull Out the Big Stick<\/strong>
        This is tricky to directly interpret for a Scrum Master, as the emphasis is usually to be a 'servant leader' who gets results through influence. This is usually true in an ideal world. Sometimes, a Scrum Master needs to be creative to highlight some issues within the team or with specific individuals, so that they can realize the impact of their action or inaction. <\/span><\/p><\/li>\n\n\n\n
        When in Doubt, Do Nothing<\/strong>
        One of the key responsibilities of a Scrum Master if to remove impediments. This may not be quite simple at times. For an action-oriented person, it may be difficult to not do anything and observe the situation resolve itself. But, sometimes, it is best to not do anything. The triaging technique used by many teams \u2013 including emergency medical response teams \u2013 also suggests that in some situations, it is best to not do anything. This will come with experience. <\/span><\/p><\/li>\n\n\n\n
        Forget the Ring<\/strong>
        This is also a point that is easier said than done. When one is so involved in the action, it is not easy to ignore or forget the result and the urge to win. Phil Jackson says, 'obsessing about winning is a loser's game.' The main reason he says, is that such a focus would lead to one losing control of one's emotions. He says, 'The most we can hope for is to create the best possible conditions for success, then let go of the outcome.' <\/span><\/p><\/li>\n<\/ol>\n\n\n\n
        The book has a lot more detailed examples including situations involving some of the high performers who were more self-centric and concerned with their own success and image, and how he was able to help them turn into more team players and mentors to other less experienced players.<\/p>\n","post_title":"Eleven Rings for a Scrum Master","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"eleven-rings-for-a-scrum-master","to_ping":"","pinged":"","post_modified":"2024-01-29 11:31:55","post_modified_gmt":"2024-01-29 11:31:55","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19967","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"2","filter":"raw"},{"ID":19649,"post_author":"30","post_date":"2022-02-19 12:24:26","post_date_gmt":"2022-02-19 06:54:26","post_content":"\n
        Recently, when I was making the morning Congee, it was a lightbulb moment \u2013 to see different approaches similar to some patterns and anti-patterns we see in teams and organizations with transformation initiatives.<\/p>\n\n\n\n
        We see the organization as a structured and organized system, that has settled into its own pace and shape, even if not uniform.<\/p>\n\n\n\n
        Any change is likely to bring in uncertainty, anxiety among the members and hence we want to tread cautiously. But, we have a rough idea of what element to bring in \u2013 be it digital transformation or delivery agility or process efficiency, defect prevention etc.<\/p>\n\n\n\n
        One consideration that usually weighs heavy is not to ruffle any feathers the wrong way. This is the case of the mot common anti-pattern, of 'action on the periphery'<\/p>\n\n\n\n
        While this may appear as a lot of activity involving the teams \u2013 and, in many cases, just the team members \u2013 the core portions may still remain untouched or influenced very little.<\/p>\n\n\n\n
        The result is \u2013 patchy impact, that would not give any significant or sustainable improvement.<\/p>\n\n\n\n
        When you get external support from a consultant or coach, to get an outside-in perspective, the effects are still patchy.<\/p>\n\n\n\n
        From our experience, I can say that to get a greater impact, the scope of transformation initiatives should involve \u2013 and preferably led, with active participation by, senior leaders.<\/p>\n\n\n\n
        The actual catalyst for such approaches would be a coach who has access to and is connected in the day to day activities of the teams, through embedded coaching.<\/p>\n\n\n\n
        In this approach the coach is pretty much part of the team in various activities as an observer and guide. This helps the coach get a better understanding of the context and constraints and relate to the needs and aspirations of the team. This also helps build a trusted relationship between the coach and the teams.<\/p>\n\n\n\n
        Establishing communities of interest and practice \u2013 with the guidance of the coach as needed \u2013 will help in establishing connections across the organization and also enable constructive collisions of ideas across teams. Such opportunities can accelerate breakthrough practice improvements across the board.<\/p>\n\n\n\n
        This also helps in creating more homogeneous ways of working across the organization.<\/p>\n\n\n\n
        Now, it is the time to assess the achievements and refine approaches needed to sustain the benefits of transformation across the organization. Be ready to add the required additional elements [water in the case of the Congee]<\/p>\n\n\n\n
        While you may get started with this autopilot mode where teams are taking ownership and also self organizing among themselves, having platforms for sharing and learning as well as periodic peer reviews and shared improvement initiatives will help sustain the excellence culture.<\/p>\n\n\n\n
        I have captured the above thoughts in a visualization of making Congee, in about 6 minutes.<\/p>\n\n\n\n
        \nhttps:\/\/www.youtube.com\/embed\/8A1LPIHr7sU\n<\/div><\/figure>\n\n\n\n
        Now that you have the recipe for success for your organizational transformation, what is holding you back?<\/span><\/p>\n\n\n\n
        Do share your stories and analogies that have worked well or not so well in your context.<\/p>\n","post_title":"Transform your organization like you would make Congee","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"transform-your-organization-like-you-would-make-congee","to_ping":"","pinged":"","post_modified":"2024-01-29 11:34:04","post_modified_gmt":"2024-01-29 11:34:04","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19649","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":19673,"post_author":"30","post_date":"2022-02-19 11:54:43","post_date_gmt":"2022-02-19 06:24:43","post_content":"\n
        $\"\"$ <\/figure>\n\n\n\n
        One of the frequently asked questions I get from teams starting out to adopt the OKR framework - Objectives and Key results, is how to distinguish between an objective and a Key result.<\/p>\n\n\n\n
        Additionally, how do we word these - so that there is less or no ambiguity.<\/p>\n\n\n\n
        While a detailed treatment of OKRs would need to go beyond a blog post, in this Chow, the following exercise to tag statements as an Objective or Key Result would help understand better.<\/p>\n\n\n\n
        To oversimplify the difference, consider Objectives as the equivalent of Outcomes desired. Outomes normally also have an association expectation of a change in behavior, such as a purchase decision or changing a habit.<\/p>\n\n\n\n
        The Key Results would be indicators that can be measured - or, sometimes, sensed and can act as interim steps or goals. these may indicate specific actions to be taken by the team owning an objective or outputs to be created,<\/p>\n\n\n\n
        Check your understanding with the fun quiz below.<\/p>\n\n\n\n
        <\/p>\n","post_title":"Chow # 283 - Objective or Key Result","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-283-objective-or-key-result","to_ping":"","pinged":"","post_modified":"2024-09-06 15:16:51","post_modified_gmt":"2024-09-06 09:46:51","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19673","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":19142,"post_author":"30","post_date":"2021-09-12 16:17:00","post_date_gmt":"2021-09-12 10:47:00","post_content":"\n
        Commutronix is a highly watched startup, starting to disrupt the electric vehicle technology space. Commutronix does not manufacture vehicles. Rather they almost dominate the EV space by providing core technologies to OEMs and almost all EV manufacturers have incorporated their solutions into their product lines.<\/p>\n\n\n\n
        As the expectations of long range performance and superfast charging started increasing from customers, Commutronix launched a new initiative to incorporate real time analytics of vehicle performance by monitoring critical parameters and also adjust key parameters for various subsystems to achieve the goals considering the driving styles also in addition to the physical and mechanical parameters.<\/p>\n\n\n\n
        This was considered an ideal project for the data sciences team, as it would involve a lot of modeling, analysis and inferencing. The first thought was to have the Product Owner from the Data Sciences team,<\/p>\n\n\n\n
        The engineering team, however, was skeptical. They felt that there is a significant amount of work in interfacing with the sensors, the cloud based knowledge hub and the need for a driver override meant a responsive, effective UI \u2013 and so, the Product Owner must be from the engineering team.<\/p>\n\n\n\n
        The marketing team felt that they are in the best position to give direction to this feature, as they are closest to the customers and would know how best to prioritize and scope the requirements.<\/p>\n\n\n\n
        After a 3 hour discussion, the leaders had two choices before them.<\/p>\n\n\n\n
        One \u2013 toss a coin and decide? But how to pick from three options with a coin? Someone suggested the throw of dice..<\/p>\n\n\n\n
        In order to avoid another long \u2013 potentially inconclusive \u2013 meeting, they chose option two.<\/p>\n\n\n\n
        That is to ask you<\/strong>, what they should do.<\/p>\n\n\n\n
        What would be your advice?<\/p>\n\n\n\n
        Suggested solution:<\/p>\n\n\n\n
        <\/span>
        <\/span><\/span><\/p>\n","post_title":"Chow # 265 - Which functional organization should a Product Owner be from?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-265-which-functional-organization-should-a-product-owner-be-from","to_ping":"","pinged":"","post_modified":"2024-01-30 05:48:16","post_modified_gmt":"2024-01-30 05:48:16","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19142","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":19138,"post_author":"30","post_date":"2021-09-12 15:01:47","post_date_gmt":"2021-09-12 09:31:47","post_content":"\n
        One question that I get regularly from most teams and organizations that I have coached in their Agility journeys, is related to choosing the persons to play the 'new' roles of scrum master of product owner.<\/p>\n\n\n\n
        On the face of it, such questions seem simple to answer. One could say, just refer to the documentation related to the model being adopted and pick people to fill those roles.<\/p>\n\n\n\n
        I wish it was as simple.<\/p>\n\n\n\n
        Most of the time, re-designating a person does not change the style or way of working.<\/p>\n\n\n\n
        In some organizations, transformation exercises list the new roles and drop some old roles [typically, those that may have a 'manager' prefix or suffix].<\/p>\n\n\n\n
        So, many managers want to become Scrum Masters or Product Owners.<\/p>\n\n\n\n
        In many such instances, the persons continue to function the way they used to, with just new titles.<\/p>\n\n\n\n
        In my sessions with teams, one of the important topics that I stress on is role clarity.<\/p>\n\n\n\n
        When we talk of Agile teams \u2013 the essential characteristics include<\/p>\n\n\n\n
        \n
        The ability to self-organize<\/li>\n\n\n\n
        Owning the deliverables [outputs] as a team<\/li>\n<\/ul>\n\n\n\n
        If the re-designated managers are not able to re-calibrate themselves to effectively enable these aspects, the tendency to continue to adopt a directive style or expect a manager-subordinate reporting relationship will continue.<\/p>\n\n\n\n
        These, one would appreciate, are not just anti-patterns, but are seeds for dysfunctions at a team level.<\/p>\n\n\n\n
        In order to become or enable teams to become high performing, what is expected of the Scrum Master role is to be a facilitator.<\/p>\n\n\n\n
        While one may carry a title or designation of a Manager \u2013 that could be more for organizational hierarchy and managing spans of control.<\/p>\n\n\n\n
        In the context of a team, there are activities to be owned and performed by all members. In that sense, a neutral title for everyone part of a team could be just 'member'.<\/p>\n\n\n\n
        Each person may play one or more roles. A Developer could also be a Reviewer. A tester could also be an automation programmer. A team lead could also be an architect .. and so on..<\/p>\n\n\n\n
        With many teams preferring to have 'full stack developers', every member would have the flexibility of playing different roles, based on the need of the hour, to meet the team goals \u2013 for an iteration or release.<\/p>\n\n\n\n
        Some tips to make this work well:<\/p>\n\n\n\n
        \n
        Make sure that ALL activities needed in the team are owned by at least one role<\/li>\n\n\n\n
        There may be multiple persons playing similar or same roles, depending on the team and project requirements<\/li>\n<\/ul>\n\n\n\n
        To summarize:<\/p>\n\n\n\n
        \n
        A title is more representative of the position in an organization structure and would have some associated expectations in terms of the areas of contribution. May also be known as a designation or rank. Typically, an individual will have only one title at a time<\/li>\n\n\n\n
        A role, which may or may not be explicitly articulated, determines the contributions and influence on the outputs or outcomes [when extended beyond the development team]. An individual might play multiple roles in the context of a team and, sometimes, different roles in different teams \u2013 in parallel<\/li>\n\n\n\n
        To help individuals play roles effectively, role based mentoring and coaching may be considered<\/li>\n<\/ul>\n\n\n\n
        What has been your approach and experience with identifying or playing roles vis-\u00e0-vis titles?<\/p>\n\n\n\n
        I am eager to know<\/p>\n","post_title":"Role and Title \u2013 what is the difference?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"role-and-title-what-is-the-difference","to_ping":"","pinged":"","post_modified":"2024-01-29 11:36:36","post_modified_gmt":"2024-01-29 11:36:36","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19138","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};
        
        Page 1 of 7 1 2 … 7 Next
        
        \n
        These four words are hidden in the jumble of letters in the grid below.<\/p>\n\n
        How quickly can you find hem?<\/p>\n\n
        Clue: the four 'E's in the list above.<\/p>\n\n
        <\/p>\n","post_title":"Chow # 294: Four key expectations from a Scrum Master\u2019s role","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-294-four-key-expectations-from-a-scrum-masters-role","to_ping":"","pinged":"","post_modified":"2024-09-06 15:04:37","post_modified_gmt":"2024-09-06 09:34:37","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19970","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":19967,"post_author":"30","post_date":"2022-05-08 15:37:11","post_date_gmt":"2022-05-08 10:07:11","post_content":"\n
        When I read the book 'Eleven Rings: The soul of success' by Phil Jackson and Hugh Delehanty<\/span><\/a> <\/span>, the legendary basketball coach, I could relate his 11 tips for leadership as good points for Scrum Masters.<\/p>\n\n\n\n
        With eleven titles to his credit, helping the Chicago Bulls win six times and the LA Lakers win five times, Phil Jackson knows what it takes to build great teams and help them succeed \u2013 consistently!<\/p>\n\n\n\n
        In this book, he distils leadership styles and actions to eleven points.<\/p>\n\n\n\n
        We talk about a Scrum Masters role as a leadership role, something that can be successful by influence and not authority.<\/p>\n\n\n\n
        \n
        Lead From the Inside Out<\/strong>
        In the PM Power approach to leadership development, we combine the hard aspects as well as the soft aspects. An effective leader is one who can manage outside, by mastering inside. <\/span><\/p>
        When one leads from inside out, the genuineness of conversations establishes true connections with people, and everyone starts to listen more to what you say. <\/span><\/p><\/li>\n\n\n\n
        Bench the Ego<\/strong>
        Every action, it is said, has an equal and opposite reaction. <\/span><\/p>
        This is true for leaders too. When some decisions are forced on people, there is invariably a tendency to resist, particularly if it involves change. <\/span><\/p>
        As a Scrum Master, one needs to be able to quickly gain the consensus of the team. To do that the Scrum Master should also listen and create a safe environment for everyone to express themselves.<\/p> <\/li>\n\n\n\n
        Let Each Player Discover His Own Destiny<\/strong>
        Jackson says, \"I've always been interested in getting players to think for themselves so that they can make difficult decisions in the heat of battle.\" <\/span><\/p>
        This translates into enabling safe spaces where each person can exhibit and share their courage, mutual respect, and resilience. <\/span><\/p>
        This also encourages the team to go beyond narrowly defined set of duties and swarm as needed, to ensure team success.<\/p> <\/li>\n\n\n\n
        The Road to Freedom is a Beautiful System<\/strong>
        When each person in the team is actively aware of what the others are doing and where the team is moving, it enables smooth self-organization and collective ownership. The triangle system that is attributed to Phil Jackson, is a fitting example of having a common structure that is well understood, while providing a chance for creativity.<\/p> <\/li>\n\n\n\n
        Turn the Mundane into the Sacred<\/strong>
        Even for well knit teams, it is worthwhile to have some formality in terms of events [used to also be called ceremonies] that are also supported by team norms. <\/span><\/p>
        What might otherwise be considered as a routine \u2013 say the daily standup \u2013 could become important points of sync up when infused with some formalism. Phil Jackson also introduced meditation practices for the team to help the players focus, unwind, and stay energetic. <\/span><\/p><\/li>\n\n\n\n
        One Breath = One Mind<\/strong>
        A simple technique to get everyone aligned and in sync just before any significant event. Whether it is a crucial meeting, where consensus needs to be reached in time or the start of a release cycle, helping everyone spend some silent, reflective time together helps align the breathing, which is particularly useful in playing tandem, or like trapeze artists, when there are hand-offs to be executed as the project progresses <\/span><\/p><\/li>\n\n\n\n
        The Key to Success is Compassion<\/strong>
        Helping the team understand and internalize the scrum value of respect for others, will lead to greater empathy for both the other team members as well as customers. That understanding will propel the team to go the extra mile when needed, to ensure that the promises to the users are always the highest priority. <\/span><\/p><\/li>\n\n\n\n
        Keep Your Eye on the Spirit, Not on the Scoreboard<\/strong>
        This is the essential difference between DOING Agile and BEING Agile. Or not being obsessed only with some vanity metrics. When the core principles and the team values are always at the back of every thought and action, a team can focus on internalizing the values and principles of Agility. When the emphasis is to do it by the book, one may tend to be more worried about checking the boxes and ignore the outputs and outcomes. <\/span><\/p><\/li>\n\n\n\n
        Sometimes You Have to Pull Out the Big Stick<\/strong>
        This is tricky to directly interpret for a Scrum Master, as the emphasis is usually to be a 'servant leader' who gets results through influence. This is usually true in an ideal world. Sometimes, a Scrum Master needs to be creative to highlight some issues within the team or with specific individuals, so that they can realize the impact of their action or inaction. <\/span><\/p><\/li>\n\n\n\n
        When in Doubt, Do Nothing<\/strong>
        One of the key responsibilities of a Scrum Master if to remove impediments. This may not be quite simple at times. For an action-oriented person, it may be difficult to not do anything and observe the situation resolve itself. But, sometimes, it is best to not do anything. The triaging technique used by many teams \u2013 including emergency medical response teams \u2013 also suggests that in some situations, it is best to not do anything. This will come with experience. <\/span><\/p><\/li>\n\n\n\n
        Forget the Ring<\/strong>
        This is also a point that is easier said than done. When one is so involved in the action, it is not easy to ignore or forget the result and the urge to win. Phil Jackson says, 'obsessing about winning is a loser's game.' The main reason he says, is that such a focus would lead to one losing control of one's emotions. He says, 'The most we can hope for is to create the best possible conditions for success, then let go of the outcome.' <\/span><\/p><\/li>\n<\/ol>\n\n\n\n
        The book has a lot more detailed examples including situations involving some of the high performers who were more self-centric and concerned with their own success and image, and how he was able to help them turn into more team players and mentors to other less experienced players.<\/p>\n","post_title":"Eleven Rings for a Scrum Master","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"eleven-rings-for-a-scrum-master","to_ping":"","pinged":"","post_modified":"2024-01-29 11:31:55","post_modified_gmt":"2024-01-29 11:31:55","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19967","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"2","filter":"raw"},{"ID":19649,"post_author":"30","post_date":"2022-02-19 12:24:26","post_date_gmt":"2022-02-19 06:54:26","post_content":"\n
        Recently, when I was making the morning Congee, it was a lightbulb moment \u2013 to see different approaches similar to some patterns and anti-patterns we see in teams and organizations with transformation initiatives.<\/p>\n\n\n\n
        We see the organization as a structured and organized system, that has settled into its own pace and shape, even if not uniform.<\/p>\n\n\n\n
        Any change is likely to bring in uncertainty, anxiety among the members and hence we want to tread cautiously. But, we have a rough idea of what element to bring in \u2013 be it digital transformation or delivery agility or process efficiency, defect prevention etc.<\/p>\n\n\n\n
        One consideration that usually weighs heavy is not to ruffle any feathers the wrong way. This is the case of the mot common anti-pattern, of 'action on the periphery'<\/p>\n\n\n\n
        While this may appear as a lot of activity involving the teams \u2013 and, in many cases, just the team members \u2013 the core portions may still remain untouched or influenced very little.<\/p>\n\n\n\n
        The result is \u2013 patchy impact, that would not give any significant or sustainable improvement.<\/p>\n\n\n\n
        When you get external support from a consultant or coach, to get an outside-in perspective, the effects are still patchy.<\/p>\n\n\n\n
        From our experience, I can say that to get a greater impact, the scope of transformation initiatives should involve \u2013 and preferably led, with active participation by, senior leaders.<\/p>\n\n\n\n
        The actual catalyst for such approaches would be a coach who has access to and is connected in the day to day activities of the teams, through embedded coaching.<\/p>\n\n\n\n
        In this approach the coach is pretty much part of the team in various activities as an observer and guide. This helps the coach get a better understanding of the context and constraints and relate to the needs and aspirations of the team. This also helps build a trusted relationship between the coach and the teams.<\/p>\n\n\n\n
        Establishing communities of interest and practice \u2013 with the guidance of the coach as needed \u2013 will help in establishing connections across the organization and also enable constructive collisions of ideas across teams. Such opportunities can accelerate breakthrough practice improvements across the board.<\/p>\n\n\n\n
        This also helps in creating more homogeneous ways of working across the organization.<\/p>\n\n\n\n
        Now, it is the time to assess the achievements and refine approaches needed to sustain the benefits of transformation across the organization. Be ready to add the required additional elements [water in the case of the Congee]<\/p>\n\n\n\n
        While you may get started with this autopilot mode where teams are taking ownership and also self organizing among themselves, having platforms for sharing and learning as well as periodic peer reviews and shared improvement initiatives will help sustain the excellence culture.<\/p>\n\n\n\n
        I have captured the above thoughts in a visualization of making Congee, in about 6 minutes.<\/p>\n\n\n\n
        \nhttps:\/\/www.youtube.com\/embed\/8A1LPIHr7sU\n<\/div><\/figure>\n\n\n\n
        Now that you have the recipe for success for your organizational transformation, what is holding you back?<\/span><\/p>\n\n\n\n
        Do share your stories and analogies that have worked well or not so well in your context.<\/p>\n","post_title":"Transform your organization like you would make Congee","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"transform-your-organization-like-you-would-make-congee","to_ping":"","pinged":"","post_modified":"2024-01-29 11:34:04","post_modified_gmt":"2024-01-29 11:34:04","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19649","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":19673,"post_author":"30","post_date":"2022-02-19 11:54:43","post_date_gmt":"2022-02-19 06:24:43","post_content":"\n
        $\"\"$ <\/figure>\n\n\n\n
        One of the frequently asked questions I get from teams starting out to adopt the OKR framework - Objectives and Key results, is how to distinguish between an objective and a Key result.<\/p>\n\n\n\n
        Additionally, how do we word these - so that there is less or no ambiguity.<\/p>\n\n\n\n
        While a detailed treatment of OKRs would need to go beyond a blog post, in this Chow, the following exercise to tag statements as an Objective or Key Result would help understand better.<\/p>\n\n\n\n
        To oversimplify the difference, consider Objectives as the equivalent of Outcomes desired. Outomes normally also have an association expectation of a change in behavior, such as a purchase decision or changing a habit.<\/p>\n\n\n\n
        The Key Results would be indicators that can be measured - or, sometimes, sensed and can act as interim steps or goals. these may indicate specific actions to be taken by the team owning an objective or outputs to be created,<\/p>\n\n\n\n
        Check your understanding with the fun quiz below.<\/p>\n\n\n\n
        <\/p>\n","post_title":"Chow # 283 - Objective or Key Result","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-283-objective-or-key-result","to_ping":"","pinged":"","post_modified":"2024-09-06 15:16:51","post_modified_gmt":"2024-09-06 09:46:51","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19673","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":19142,"post_author":"30","post_date":"2021-09-12 16:17:00","post_date_gmt":"2021-09-12 10:47:00","post_content":"\n
        Commutronix is a highly watched startup, starting to disrupt the electric vehicle technology space. Commutronix does not manufacture vehicles. Rather they almost dominate the EV space by providing core technologies to OEMs and almost all EV manufacturers have incorporated their solutions into their product lines.<\/p>\n\n\n\n
        As the expectations of long range performance and superfast charging started increasing from customers, Commutronix launched a new initiative to incorporate real time analytics of vehicle performance by monitoring critical parameters and also adjust key parameters for various subsystems to achieve the goals considering the driving styles also in addition to the physical and mechanical parameters.<\/p>\n\n\n\n
        This was considered an ideal project for the data sciences team, as it would involve a lot of modeling, analysis and inferencing. The first thought was to have the Product Owner from the Data Sciences team,<\/p>\n\n\n\n
        The engineering team, however, was skeptical. They felt that there is a significant amount of work in interfacing with the sensors, the cloud based knowledge hub and the need for a driver override meant a responsive, effective UI \u2013 and so, the Product Owner must be from the engineering team.<\/p>\n\n\n\n
        The marketing team felt that they are in the best position to give direction to this feature, as they are closest to the customers and would know how best to prioritize and scope the requirements.<\/p>\n\n\n\n
        After a 3 hour discussion, the leaders had two choices before them.<\/p>\n\n\n\n
        One \u2013 toss a coin and decide? But how to pick from three options with a coin? Someone suggested the throw of dice..<\/p>\n\n\n\n
        In order to avoid another long \u2013 potentially inconclusive \u2013 meeting, they chose option two.<\/p>\n\n\n\n
        That is to ask you<\/strong>, what they should do.<\/p>\n\n\n\n
        What would be your advice?<\/p>\n\n\n\n
        Suggested solution:<\/p>\n\n\n\n
        <\/span>
        <\/span><\/span><\/p>\n","post_title":"Chow # 265 - Which functional organization should a Product Owner be from?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-265-which-functional-organization-should-a-product-owner-be-from","to_ping":"","pinged":"","post_modified":"2024-01-30 05:48:16","post_modified_gmt":"2024-01-30 05:48:16","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19142","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":19138,"post_author":"30","post_date":"2021-09-12 15:01:47","post_date_gmt":"2021-09-12 09:31:47","post_content":"\n
        One question that I get regularly from most teams and organizations that I have coached in their Agility journeys, is related to choosing the persons to play the 'new' roles of scrum master of product owner.<\/p>\n\n\n\n
        On the face of it, such questions seem simple to answer. One could say, just refer to the documentation related to the model being adopted and pick people to fill those roles.<\/p>\n\n\n\n
        I wish it was as simple.<\/p>\n\n\n\n
        Most of the time, re-designating a person does not change the style or way of working.<\/p>\n\n\n\n
        In some organizations, transformation exercises list the new roles and drop some old roles [typically, those that may have a 'manager' prefix or suffix].<\/p>\n\n\n\n
        So, many managers want to become Scrum Masters or Product Owners.<\/p>\n\n\n\n
        In many such instances, the persons continue to function the way they used to, with just new titles.<\/p>\n\n\n\n
        In my sessions with teams, one of the important topics that I stress on is role clarity.<\/p>\n\n\n\n
        When we talk of Agile teams \u2013 the essential characteristics include<\/p>\n\n\n\n
        \n
        The ability to self-organize<\/li>\n\n\n\n
        Owning the deliverables [outputs] as a team<\/li>\n<\/ul>\n\n\n\n
        If the re-designated managers are not able to re-calibrate themselves to effectively enable these aspects, the tendency to continue to adopt a directive style or expect a manager-subordinate reporting relationship will continue.<\/p>\n\n\n\n
        These, one would appreciate, are not just anti-patterns, but are seeds for dysfunctions at a team level.<\/p>\n\n\n\n
        In order to become or enable teams to become high performing, what is expected of the Scrum Master role is to be a facilitator.<\/p>\n\n\n\n
        While one may carry a title or designation of a Manager \u2013 that could be more for organizational hierarchy and managing spans of control.<\/p>\n\n\n\n
        In the context of a team, there are activities to be owned and performed by all members. In that sense, a neutral title for everyone part of a team could be just 'member'.<\/p>\n\n\n\n
        Each person may play one or more roles. A Developer could also be a Reviewer. A tester could also be an automation programmer. A team lead could also be an architect .. and so on..<\/p>\n\n\n\n
        With many teams preferring to have 'full stack developers', every member would have the flexibility of playing different roles, based on the need of the hour, to meet the team goals \u2013 for an iteration or release.<\/p>\n\n\n\n
        Some tips to make this work well:<\/p>\n\n\n\n
        \n
        Make sure that ALL activities needed in the team are owned by at least one role<\/li>\n\n\n\n
        There may be multiple persons playing similar or same roles, depending on the team and project requirements<\/li>\n<\/ul>\n\n\n\n
        To summarize:<\/p>\n\n\n\n
        \n
        A title is more representative of the position in an organization structure and would have some associated expectations in terms of the areas of contribution. May also be known as a designation or rank. Typically, an individual will have only one title at a time<\/li>\n\n\n\n
        A role, which may or may not be explicitly articulated, determines the contributions and influence on the outputs or outcomes [when extended beyond the development team]. An individual might play multiple roles in the context of a team and, sometimes, different roles in different teams \u2013 in parallel<\/li>\n\n\n\n
        To help individuals play roles effectively, role based mentoring and coaching may be considered<\/li>\n<\/ul>\n\n\n\n
        What has been your approach and experience with identifying or playing roles vis-\u00e0-vis titles?<\/p>\n\n\n\n
        I am eager to know<\/p>\n","post_title":"Role and Title \u2013 what is the difference?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"role-and-title-what-is-the-difference","to_ping":"","pinged":"","post_modified":"2024-01-29 11:36:36","post_modified_gmt":"2024-01-29 11:36:36","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19138","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};
        
        Page 1 of 7 1 2 … 7 Next
        
        \n
        The above diagram highlights the four key expectations.<\/p>\n\n
        These four words are hidden in the jumble of letters in the grid below.<\/p>\n\n
        How quickly can you find hem?<\/p>\n\n
        Clue: the four 'E's in the list above.<\/p>\n\n
        <\/p>\n","post_title":"Chow # 294: Four key expectations from a Scrum Master\u2019s role","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-294-four-key-expectations-from-a-scrum-masters-role","to_ping":"","pinged":"","post_modified":"2024-09-06 15:04:37","post_modified_gmt":"2024-09-06 09:34:37","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19970","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":19967,"post_author":"30","post_date":"2022-05-08 15:37:11","post_date_gmt":"2022-05-08 10:07:11","post_content":"\n
        When I read the book 'Eleven Rings: The soul of success' by Phil Jackson and Hugh Delehanty<\/span><\/a> <\/span>, the legendary basketball coach, I could relate his 11 tips for leadership as good points for Scrum Masters.<\/p>\n\n\n\n
        With eleven titles to his credit, helping the Chicago Bulls win six times and the LA Lakers win five times, Phil Jackson knows what it takes to build great teams and help them succeed \u2013 consistently!<\/p>\n\n\n\n
        In this book, he distils leadership styles and actions to eleven points.<\/p>\n\n\n\n
        We talk about a Scrum Masters role as a leadership role, something that can be successful by influence and not authority.<\/p>\n\n\n\n
        \n
        Lead From the Inside Out<\/strong>
        In the PM Power approach to leadership development, we combine the hard aspects as well as the soft aspects. An effective leader is one who can manage outside, by mastering inside. <\/span><\/p>
        When one leads from inside out, the genuineness of conversations establishes true connections with people, and everyone starts to listen more to what you say. <\/span><\/p><\/li>\n\n\n\n
        Bench the Ego<\/strong>
        Every action, it is said, has an equal and opposite reaction. <\/span><\/p>
        This is true for leaders too. When some decisions are forced on people, there is invariably a tendency to resist, particularly if it involves change. <\/span><\/p>
        As a Scrum Master, one needs to be able to quickly gain the consensus of the team. To do that the Scrum Master should also listen and create a safe environment for everyone to express themselves.<\/p> <\/li>\n\n\n\n
        Let Each Player Discover His Own Destiny<\/strong>
        Jackson says, \"I've always been interested in getting players to think for themselves so that they can make difficult decisions in the heat of battle.\" <\/span><\/p>
        This translates into enabling safe spaces where each person can exhibit and share their courage, mutual respect, and resilience. <\/span><\/p>
        This also encourages the team to go beyond narrowly defined set of duties and swarm as needed, to ensure team success.<\/p> <\/li>\n\n\n\n
        The Road to Freedom is a Beautiful System<\/strong>
        When each person in the team is actively aware of what the others are doing and where the team is moving, it enables smooth self-organization and collective ownership. The triangle system that is attributed to Phil Jackson, is a fitting example of having a common structure that is well understood, while providing a chance for creativity.<\/p> <\/li>\n\n\n\n
        Turn the Mundane into the Sacred<\/strong>
        Even for well knit teams, it is worthwhile to have some formality in terms of events [used to also be called ceremonies] that are also supported by team norms. <\/span><\/p>
        What might otherwise be considered as a routine \u2013 say the daily standup \u2013 could become important points of sync up when infused with some formalism. Phil Jackson also introduced meditation practices for the team to help the players focus, unwind, and stay energetic. <\/span><\/p><\/li>\n\n\n\n
        One Breath = One Mind<\/strong>
        A simple technique to get everyone aligned and in sync just before any significant event. Whether it is a crucial meeting, where consensus needs to be reached in time or the start of a release cycle, helping everyone spend some silent, reflective time together helps align the breathing, which is particularly useful in playing tandem, or like trapeze artists, when there are hand-offs to be executed as the project progresses <\/span><\/p><\/li>\n\n\n\n
        The Key to Success is Compassion<\/strong>
        Helping the team understand and internalize the scrum value of respect for others, will lead to greater empathy for both the other team members as well as customers. That understanding will propel the team to go the extra mile when needed, to ensure that the promises to the users are always the highest priority. <\/span><\/p><\/li>\n\n\n\n
        Keep Your Eye on the Spirit, Not on the Scoreboard<\/strong>
        This is the essential difference between DOING Agile and BEING Agile. Or not being obsessed only with some vanity metrics. When the core principles and the team values are always at the back of every thought and action, a team can focus on internalizing the values and principles of Agility. When the emphasis is to do it by the book, one may tend to be more worried about checking the boxes and ignore the outputs and outcomes. <\/span><\/p><\/li>\n\n\n\n
        Sometimes You Have to Pull Out the Big Stick<\/strong>
        This is tricky to directly interpret for a Scrum Master, as the emphasis is usually to be a 'servant leader' who gets results through influence. This is usually true in an ideal world. Sometimes, a Scrum Master needs to be creative to highlight some issues within the team or with specific individuals, so that they can realize the impact of their action or inaction. <\/span><\/p><\/li>\n\n\n\n
        When in Doubt, Do Nothing<\/strong>
        One of the key responsibilities of a Scrum Master if to remove impediments. This may not be quite simple at times. For an action-oriented person, it may be difficult to not do anything and observe the situation resolve itself. But, sometimes, it is best to not do anything. The triaging technique used by many teams \u2013 including emergency medical response teams \u2013 also suggests that in some situations, it is best to not do anything. This will come with experience. <\/span><\/p><\/li>\n\n\n\n
        Forget the Ring<\/strong>
        This is also a point that is easier said than done. When one is so involved in the action, it is not easy to ignore or forget the result and the urge to win. Phil Jackson says, 'obsessing about winning is a loser's game.' The main reason he says, is that such a focus would lead to one losing control of one's emotions. He says, 'The most we can hope for is to create the best possible conditions for success, then let go of the outcome.' <\/span><\/p><\/li>\n<\/ol>\n\n\n\n
        The book has a lot more detailed examples including situations involving some of the high performers who were more self-centric and concerned with their own success and image, and how he was able to help them turn into more team players and mentors to other less experienced players.<\/p>\n","post_title":"Eleven Rings for a Scrum Master","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"eleven-rings-for-a-scrum-master","to_ping":"","pinged":"","post_modified":"2024-01-29 11:31:55","post_modified_gmt":"2024-01-29 11:31:55","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19967","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"2","filter":"raw"},{"ID":19649,"post_author":"30","post_date":"2022-02-19 12:24:26","post_date_gmt":"2022-02-19 06:54:26","post_content":"\n
        Recently, when I was making the morning Congee, it was a lightbulb moment \u2013 to see different approaches similar to some patterns and anti-patterns we see in teams and organizations with transformation initiatives.<\/p>\n\n\n\n
        We see the organization as a structured and organized system, that has settled into its own pace and shape, even if not uniform.<\/p>\n\n\n\n
        Any change is likely to bring in uncertainty, anxiety among the members and hence we want to tread cautiously. But, we have a rough idea of what element to bring in \u2013 be it digital transformation or delivery agility or process efficiency, defect prevention etc.<\/p>\n\n\n\n
        One consideration that usually weighs heavy is not to ruffle any feathers the wrong way. This is the case of the mot common anti-pattern, of 'action on the periphery'<\/p>\n\n\n\n
        While this may appear as a lot of activity involving the teams \u2013 and, in many cases, just the team members \u2013 the core portions may still remain untouched or influenced very little.<\/p>\n\n\n\n
        The result is \u2013 patchy impact, that would not give any significant or sustainable improvement.<\/p>\n\n\n\n
        When you get external support from a consultant or coach, to get an outside-in perspective, the effects are still patchy.<\/p>\n\n\n\n
        From our experience, I can say that to get a greater impact, the scope of transformation initiatives should involve \u2013 and preferably led, with active participation by, senior leaders.<\/p>\n\n\n\n
        The actual catalyst for such approaches would be a coach who has access to and is connected in the day to day activities of the teams, through embedded coaching.<\/p>\n\n\n\n
        In this approach the coach is pretty much part of the team in various activities as an observer and guide. This helps the coach get a better understanding of the context and constraints and relate to the needs and aspirations of the team. This also helps build a trusted relationship between the coach and the teams.<\/p>\n\n\n\n
        Establishing communities of interest and practice \u2013 with the guidance of the coach as needed \u2013 will help in establishing connections across the organization and also enable constructive collisions of ideas across teams. Such opportunities can accelerate breakthrough practice improvements across the board.<\/p>\n\n\n\n
        This also helps in creating more homogeneous ways of working across the organization.<\/p>\n\n\n\n
        Now, it is the time to assess the achievements and refine approaches needed to sustain the benefits of transformation across the organization. Be ready to add the required additional elements [water in the case of the Congee]<\/p>\n\n\n\n
        While you may get started with this autopilot mode where teams are taking ownership and also self organizing among themselves, having platforms for sharing and learning as well as periodic peer reviews and shared improvement initiatives will help sustain the excellence culture.<\/p>\n\n\n\n
        I have captured the above thoughts in a visualization of making Congee, in about 6 minutes.<\/p>\n\n\n\n
        \nhttps:\/\/www.youtube.com\/embed\/8A1LPIHr7sU\n<\/div><\/figure>\n\n\n\n
        Now that you have the recipe for success for your organizational transformation, what is holding you back?<\/span><\/p>\n\n\n\n
        Do share your stories and analogies that have worked well or not so well in your context.<\/p>\n","post_title":"Transform your organization like you would make Congee","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"transform-your-organization-like-you-would-make-congee","to_ping":"","pinged":"","post_modified":"2024-01-29 11:34:04","post_modified_gmt":"2024-01-29 11:34:04","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19649","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":19673,"post_author":"30","post_date":"2022-02-19 11:54:43","post_date_gmt":"2022-02-19 06:24:43","post_content":"\n
        $\"\"$ <\/figure>\n\n\n\n
        One of the frequently asked questions I get from teams starting out to adopt the OKR framework - Objectives and Key results, is how to distinguish between an objective and a Key result.<\/p>\n\n\n\n
        Additionally, how do we word these - so that there is less or no ambiguity.<\/p>\n\n\n\n
        While a detailed treatment of OKRs would need to go beyond a blog post, in this Chow, the following exercise to tag statements as an Objective or Key Result would help understand better.<\/p>\n\n\n\n
        To oversimplify the difference, consider Objectives as the equivalent of Outcomes desired. Outomes normally also have an association expectation of a change in behavior, such as a purchase decision or changing a habit.<\/p>\n\n\n\n
        The Key Results would be indicators that can be measured - or, sometimes, sensed and can act as interim steps or goals. these may indicate specific actions to be taken by the team owning an objective or outputs to be created,<\/p>\n\n\n\n
        Check your understanding with the fun quiz below.<\/p>\n\n\n\n
        <\/p>\n","post_title":"Chow # 283 - Objective or Key Result","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-283-objective-or-key-result","to_ping":"","pinged":"","post_modified":"2024-09-06 15:16:51","post_modified_gmt":"2024-09-06 09:46:51","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19673","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":19142,"post_author":"30","post_date":"2021-09-12 16:17:00","post_date_gmt":"2021-09-12 10:47:00","post_content":"\n
        Commutronix is a highly watched startup, starting to disrupt the electric vehicle technology space. Commutronix does not manufacture vehicles. Rather they almost dominate the EV space by providing core technologies to OEMs and almost all EV manufacturers have incorporated their solutions into their product lines.<\/p>\n\n\n\n
        As the expectations of long range performance and superfast charging started increasing from customers, Commutronix launched a new initiative to incorporate real time analytics of vehicle performance by monitoring critical parameters and also adjust key parameters for various subsystems to achieve the goals considering the driving styles also in addition to the physical and mechanical parameters.<\/p>\n\n\n\n
        This was considered an ideal project for the data sciences team, as it would involve a lot of modeling, analysis and inferencing. The first thought was to have the Product Owner from the Data Sciences team,<\/p>\n\n\n\n
        The engineering team, however, was skeptical. They felt that there is a significant amount of work in interfacing with the sensors, the cloud based knowledge hub and the need for a driver override meant a responsive, effective UI \u2013 and so, the Product Owner must be from the engineering team.<\/p>\n\n\n\n
        The marketing team felt that they are in the best position to give direction to this feature, as they are closest to the customers and would know how best to prioritize and scope the requirements.<\/p>\n\n\n\n
        After a 3 hour discussion, the leaders had two choices before them.<\/p>\n\n\n\n
        One \u2013 toss a coin and decide? But how to pick from three options with a coin? Someone suggested the throw of dice..<\/p>\n\n\n\n
        In order to avoid another long \u2013 potentially inconclusive \u2013 meeting, they chose option two.<\/p>\n\n\n\n
        That is to ask you<\/strong>, what they should do.<\/p>\n\n\n\n
        What would be your advice?<\/p>\n\n\n\n
        Suggested solution:<\/p>\n\n\n\n
        <\/span>
        <\/span><\/span><\/p>\n","post_title":"Chow # 265 - Which functional organization should a Product Owner be from?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-265-which-functional-organization-should-a-product-owner-be-from","to_ping":"","pinged":"","post_modified":"2024-01-30 05:48:16","post_modified_gmt":"2024-01-30 05:48:16","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19142","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":19138,"post_author":"30","post_date":"2021-09-12 15:01:47","post_date_gmt":"2021-09-12 09:31:47","post_content":"\n
        One question that I get regularly from most teams and organizations that I have coached in their Agility journeys, is related to choosing the persons to play the 'new' roles of scrum master of product owner.<\/p>\n\n\n\n
        On the face of it, such questions seem simple to answer. One could say, just refer to the documentation related to the model being adopted and pick people to fill those roles.<\/p>\n\n\n\n
        I wish it was as simple.<\/p>\n\n\n\n
        Most of the time, re-designating a person does not change the style or way of working.<\/p>\n\n\n\n
        In some organizations, transformation exercises list the new roles and drop some old roles [typically, those that may have a 'manager' prefix or suffix].<\/p>\n\n\n\n
        So, many managers want to become Scrum Masters or Product Owners.<\/p>\n\n\n\n
        In many such instances, the persons continue to function the way they used to, with just new titles.<\/p>\n\n\n\n
        In my sessions with teams, one of the important topics that I stress on is role clarity.<\/p>\n\n\n\n
        When we talk of Agile teams \u2013 the essential characteristics include<\/p>\n\n\n\n
        \n
        The ability to self-organize<\/li>\n\n\n\n
        Owning the deliverables [outputs] as a team<\/li>\n<\/ul>\n\n\n\n
        If the re-designated managers are not able to re-calibrate themselves to effectively enable these aspects, the tendency to continue to adopt a directive style or expect a manager-subordinate reporting relationship will continue.<\/p>\n\n\n\n
        These, one would appreciate, are not just anti-patterns, but are seeds for dysfunctions at a team level.<\/p>\n\n\n\n
        In order to become or enable teams to become high performing, what is expected of the Scrum Master role is to be a facilitator.<\/p>\n\n\n\n
        While one may carry a title or designation of a Manager \u2013 that could be more for organizational hierarchy and managing spans of control.<\/p>\n\n\n\n
        In the context of a team, there are activities to be owned and performed by all members. In that sense, a neutral title for everyone part of a team could be just 'member'.<\/p>\n\n\n\n
        Each person may play one or more roles. A Developer could also be a Reviewer. A tester could also be an automation programmer. A team lead could also be an architect .. and so on..<\/p>\n\n\n\n
        With many teams preferring to have 'full stack developers', every member would have the flexibility of playing different roles, based on the need of the hour, to meet the team goals \u2013 for an iteration or release.<\/p>\n\n\n\n
        Some tips to make this work well:<\/p>\n\n\n\n
        \n
        Make sure that ALL activities needed in the team are owned by at least one role<\/li>\n\n\n\n
        There may be multiple persons playing similar or same roles, depending on the team and project requirements<\/li>\n<\/ul>\n\n\n\n
        To summarize:<\/p>\n\n\n\n
        \n
        A title is more representative of the position in an organization structure and would have some associated expectations in terms of the areas of contribution. May also be known as a designation or rank. Typically, an individual will have only one title at a time<\/li>\n\n\n\n
        A role, which may or may not be explicitly articulated, determines the contributions and influence on the outputs or outcomes [when extended beyond the development team]. An individual might play multiple roles in the context of a team and, sometimes, different roles in different teams \u2013 in parallel<\/li>\n\n\n\n
        To help individuals play roles effectively, role based mentoring and coaching may be considered<\/li>\n<\/ul>\n\n\n\n
        What has been your approach and experience with identifying or playing roles vis-\u00e0-vis titles?<\/p>\n\n\n\n
        I am eager to know<\/p>\n","post_title":"Role and Title \u2013 what is the difference?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"role-and-title-what-is-the-difference","to_ping":"","pinged":"","post_modified":"2024-01-29 11:36:36","post_modified_gmt":"2024-01-29 11:36:36","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19138","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};
        
        Page 1 of 7 1 2 … 7 Next
        
        \n
        While the specifics can cover many activities, we identify four key expectations of the role of a Scrum Master.<\/p>\n\n
        The above diagram highlights the four key expectations.<\/p>\n\n
        These four words are hidden in the jumble of letters in the grid below.<\/p>\n\n
        How quickly can you find hem?<\/p>\n\n
        Clue: the four 'E's in the list above.<\/p>\n\n
        <\/p>\n","post_title":"Chow # 294: Four key expectations from a Scrum Master\u2019s role","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-294-four-key-expectations-from-a-scrum-masters-role","to_ping":"","pinged":"","post_modified":"2024-09-06 15:04:37","post_modified_gmt":"2024-09-06 09:34:37","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19970","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":19967,"post_author":"30","post_date":"2022-05-08 15:37:11","post_date_gmt":"2022-05-08 10:07:11","post_content":"\n
        When I read the book 'Eleven Rings: The soul of success' by Phil Jackson and Hugh Delehanty<\/span><\/a> <\/span>, the legendary basketball coach, I could relate his 11 tips for leadership as good points for Scrum Masters.<\/p>\n\n\n\n
        With eleven titles to his credit, helping the Chicago Bulls win six times and the LA Lakers win five times, Phil Jackson knows what it takes to build great teams and help them succeed \u2013 consistently!<\/p>\n\n\n\n
        In this book, he distils leadership styles and actions to eleven points.<\/p>\n\n\n\n
        We talk about a Scrum Masters role as a leadership role, something that can be successful by influence and not authority.<\/p>\n\n\n\n
        \n
        Lead From the Inside Out<\/strong>
        In the PM Power approach to leadership development, we combine the hard aspects as well as the soft aspects. An effective leader is one who can manage outside, by mastering inside. <\/span><\/p>
        When one leads from inside out, the genuineness of conversations establishes true connections with people, and everyone starts to listen more to what you say. <\/span><\/p><\/li>\n\n\n\n
        Bench the Ego<\/strong>
        Every action, it is said, has an equal and opposite reaction. <\/span><\/p>
        This is true for leaders too. When some decisions are forced on people, there is invariably a tendency to resist, particularly if it involves change. <\/span><\/p>
        As a Scrum Master, one needs to be able to quickly gain the consensus of the team. To do that the Scrum Master should also listen and create a safe environment for everyone to express themselves.<\/p> <\/li>\n\n\n\n
        Let Each Player Discover His Own Destiny<\/strong>
        Jackson says, \"I've always been interested in getting players to think for themselves so that they can make difficult decisions in the heat of battle.\" <\/span><\/p>
        This translates into enabling safe spaces where each person can exhibit and share their courage, mutual respect, and resilience. <\/span><\/p>
        This also encourages the team to go beyond narrowly defined set of duties and swarm as needed, to ensure team success.<\/p> <\/li>\n\n\n\n
        The Road to Freedom is a Beautiful System<\/strong>
        When each person in the team is actively aware of what the others are doing and where the team is moving, it enables smooth self-organization and collective ownership. The triangle system that is attributed to Phil Jackson, is a fitting example of having a common structure that is well understood, while providing a chance for creativity.<\/p> <\/li>\n\n\n\n
        Turn the Mundane into the Sacred<\/strong>
        Even for well knit teams, it is worthwhile to have some formality in terms of events [used to also be called ceremonies] that are also supported by team norms. <\/span><\/p>
        What might otherwise be considered as a routine \u2013 say the daily standup \u2013 could become important points of sync up when infused with some formalism. Phil Jackson also introduced meditation practices for the team to help the players focus, unwind, and stay energetic. <\/span><\/p><\/li>\n\n\n\n
        One Breath = One Mind<\/strong>
        A simple technique to get everyone aligned and in sync just before any significant event. Whether it is a crucial meeting, where consensus needs to be reached in time or the start of a release cycle, helping everyone spend some silent, reflective time together helps align the breathing, which is particularly useful in playing tandem, or like trapeze artists, when there are hand-offs to be executed as the project progresses <\/span><\/p><\/li>\n\n\n\n
        The Key to Success is Compassion<\/strong>
        Helping the team understand and internalize the scrum value of respect for others, will lead to greater empathy for both the other team members as well as customers. That understanding will propel the team to go the extra mile when needed, to ensure that the promises to the users are always the highest priority. <\/span><\/p><\/li>\n\n\n\n
        Keep Your Eye on the Spirit, Not on the Scoreboard<\/strong>
        This is the essential difference between DOING Agile and BEING Agile. Or not being obsessed only with some vanity metrics. When the core principles and the team values are always at the back of every thought and action, a team can focus on internalizing the values and principles of Agility. When the emphasis is to do it by the book, one may tend to be more worried about checking the boxes and ignore the outputs and outcomes. <\/span><\/p><\/li>\n\n\n\n
        Sometimes You Have to Pull Out the Big Stick<\/strong>
        This is tricky to directly interpret for a Scrum Master, as the emphasis is usually to be a 'servant leader' who gets results through influence. This is usually true in an ideal world. Sometimes, a Scrum Master needs to be creative to highlight some issues within the team or with specific individuals, so that they can realize the impact of their action or inaction. <\/span><\/p><\/li>\n\n\n\n
        When in Doubt, Do Nothing<\/strong>
        One of the key responsibilities of a Scrum Master if to remove impediments. This may not be quite simple at times. For an action-oriented person, it may be difficult to not do anything and observe the situation resolve itself. But, sometimes, it is best to not do anything. The triaging technique used by many teams \u2013 including emergency medical response teams \u2013 also suggests that in some situations, it is best to not do anything. This will come with experience. <\/span><\/p><\/li>\n\n\n\n
        Forget the Ring<\/strong>
        This is also a point that is easier said than done. When one is so involved in the action, it is not easy to ignore or forget the result and the urge to win. Phil Jackson says, 'obsessing about winning is a loser's game.' The main reason he says, is that such a focus would lead to one losing control of one's emotions. He says, 'The most we can hope for is to create the best possible conditions for success, then let go of the outcome.' <\/span><\/p><\/li>\n<\/ol>\n\n\n\n
        The book has a lot more detailed examples including situations involving some of the high performers who were more self-centric and concerned with their own success and image, and how he was able to help them turn into more team players and mentors to other less experienced players.<\/p>\n","post_title":"Eleven Rings for a Scrum Master","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"eleven-rings-for-a-scrum-master","to_ping":"","pinged":"","post_modified":"2024-01-29 11:31:55","post_modified_gmt":"2024-01-29 11:31:55","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19967","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"2","filter":"raw"},{"ID":19649,"post_author":"30","post_date":"2022-02-19 12:24:26","post_date_gmt":"2022-02-19 06:54:26","post_content":"\n
        Recently, when I was making the morning Congee, it was a lightbulb moment \u2013 to see different approaches similar to some patterns and anti-patterns we see in teams and organizations with transformation initiatives.<\/p>\n\n\n\n
        We see the organization as a structured and organized system, that has settled into its own pace and shape, even if not uniform.<\/p>\n\n\n\n
        Any change is likely to bring in uncertainty, anxiety among the members and hence we want to tread cautiously. But, we have a rough idea of what element to bring in \u2013 be it digital transformation or delivery agility or process efficiency, defect prevention etc.<\/p>\n\n\n\n
        One consideration that usually weighs heavy is not to ruffle any feathers the wrong way. This is the case of the mot common anti-pattern, of 'action on the periphery'<\/p>\n\n\n\n
        While this may appear as a lot of activity involving the teams \u2013 and, in many cases, just the team members \u2013 the core portions may still remain untouched or influenced very little.<\/p>\n\n\n\n
        The result is \u2013 patchy impact, that would not give any significant or sustainable improvement.<\/p>\n\n\n\n
        When you get external support from a consultant or coach, to get an outside-in perspective, the effects are still patchy.<\/p>\n\n\n\n
        From our experience, I can say that to get a greater impact, the scope of transformation initiatives should involve \u2013 and preferably led, with active participation by, senior leaders.<\/p>\n\n\n\n
        The actual catalyst for such approaches would be a coach who has access to and is connected in the day to day activities of the teams, through embedded coaching.<\/p>\n\n\n\n
        In this approach the coach is pretty much part of the team in various activities as an observer and guide. This helps the coach get a better understanding of the context and constraints and relate to the needs and aspirations of the team. This also helps build a trusted relationship between the coach and the teams.<\/p>\n\n\n\n
        Establishing communities of interest and practice \u2013 with the guidance of the coach as needed \u2013 will help in establishing connections across the organization and also enable constructive collisions of ideas across teams. Such opportunities can accelerate breakthrough practice improvements across the board.<\/p>\n\n\n\n
        This also helps in creating more homogeneous ways of working across the organization.<\/p>\n\n\n\n
        Now, it is the time to assess the achievements and refine approaches needed to sustain the benefits of transformation across the organization. Be ready to add the required additional elements [water in the case of the Congee]<\/p>\n\n\n\n
        While you may get started with this autopilot mode where teams are taking ownership and also self organizing among themselves, having platforms for sharing and learning as well as periodic peer reviews and shared improvement initiatives will help sustain the excellence culture.<\/p>\n\n\n\n
        I have captured the above thoughts in a visualization of making Congee, in about 6 minutes.<\/p>\n\n\n\n
        \nhttps:\/\/www.youtube.com\/embed\/8A1LPIHr7sU\n<\/div><\/figure>\n\n\n\n
        Now that you have the recipe for success for your organizational transformation, what is holding you back?<\/span><\/p>\n\n\n\n
        Do share your stories and analogies that have worked well or not so well in your context.<\/p>\n","post_title":"Transform your organization like you would make Congee","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"transform-your-organization-like-you-would-make-congee","to_ping":"","pinged":"","post_modified":"2024-01-29 11:34:04","post_modified_gmt":"2024-01-29 11:34:04","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19649","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":19673,"post_author":"30","post_date":"2022-02-19 11:54:43","post_date_gmt":"2022-02-19 06:24:43","post_content":"\n
        $\"\"$ <\/figure>\n\n\n\n
        One of the frequently asked questions I get from teams starting out to adopt the OKR framework - Objectives and Key results, is how to distinguish between an objective and a Key result.<\/p>\n\n\n\n
        Additionally, how do we word these - so that there is less or no ambiguity.<\/p>\n\n\n\n
        While a detailed treatment of OKRs would need to go beyond a blog post, in this Chow, the following exercise to tag statements as an Objective or Key Result would help understand better.<\/p>\n\n\n\n
        To oversimplify the difference, consider Objectives as the equivalent of Outcomes desired. Outomes normally also have an association expectation of a change in behavior, such as a purchase decision or changing a habit.<\/p>\n\n\n\n
        The Key Results would be indicators that can be measured - or, sometimes, sensed and can act as interim steps or goals. these may indicate specific actions to be taken by the team owning an objective or outputs to be created,<\/p>\n\n\n\n
        Check your understanding with the fun quiz below.<\/p>\n\n\n\n
        <\/p>\n","post_title":"Chow # 283 - Objective or Key Result","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-283-objective-or-key-result","to_ping":"","pinged":"","post_modified":"2024-09-06 15:16:51","post_modified_gmt":"2024-09-06 09:46:51","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19673","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":19142,"post_author":"30","post_date":"2021-09-12 16:17:00","post_date_gmt":"2021-09-12 10:47:00","post_content":"\n
        Commutronix is a highly watched startup, starting to disrupt the electric vehicle technology space. Commutronix does not manufacture vehicles. Rather they almost dominate the EV space by providing core technologies to OEMs and almost all EV manufacturers have incorporated their solutions into their product lines.<\/p>\n\n\n\n
        As the expectations of long range performance and superfast charging started increasing from customers, Commutronix launched a new initiative to incorporate real time analytics of vehicle performance by monitoring critical parameters and also adjust key parameters for various subsystems to achieve the goals considering the driving styles also in addition to the physical and mechanical parameters.<\/p>\n\n\n\n
        This was considered an ideal project for the data sciences team, as it would involve a lot of modeling, analysis and inferencing. The first thought was to have the Product Owner from the Data Sciences team,<\/p>\n\n\n\n
        The engineering team, however, was skeptical. They felt that there is a significant amount of work in interfacing with the sensors, the cloud based knowledge hub and the need for a driver override meant a responsive, effective UI \u2013 and so, the Product Owner must be from the engineering team.<\/p>\n\n\n\n
        The marketing team felt that they are in the best position to give direction to this feature, as they are closest to the customers and would know how best to prioritize and scope the requirements.<\/p>\n\n\n\n
        After a 3 hour discussion, the leaders had two choices before them.<\/p>\n\n\n\n
        One \u2013 toss a coin and decide? But how to pick from three options with a coin? Someone suggested the throw of dice..<\/p>\n\n\n\n
        In order to avoid another long \u2013 potentially inconclusive \u2013 meeting, they chose option two.<\/p>\n\n\n\n
        That is to ask you<\/strong>, what they should do.<\/p>\n\n\n\n
        What would be your advice?<\/p>\n\n\n\n
        Suggested solution:<\/p>\n\n\n\n
        <\/span>
        <\/span><\/span><\/p>\n","post_title":"Chow # 265 - Which functional organization should a Product Owner be from?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-265-which-functional-organization-should-a-product-owner-be-from","to_ping":"","pinged":"","post_modified":"2024-01-30 05:48:16","post_modified_gmt":"2024-01-30 05:48:16","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19142","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":19138,"post_author":"30","post_date":"2021-09-12 15:01:47","post_date_gmt":"2021-09-12 09:31:47","post_content":"\n
        One question that I get regularly from most teams and organizations that I have coached in their Agility journeys, is related to choosing the persons to play the 'new' roles of scrum master of product owner.<\/p>\n\n\n\n
        On the face of it, such questions seem simple to answer. One could say, just refer to the documentation related to the model being adopted and pick people to fill those roles.<\/p>\n\n\n\n
        I wish it was as simple.<\/p>\n\n\n\n
        Most of the time, re-designating a person does not change the style or way of working.<\/p>\n\n\n\n
        In some organizations, transformation exercises list the new roles and drop some old roles [typically, those that may have a 'manager' prefix or suffix].<\/p>\n\n\n\n
        So, many managers want to become Scrum Masters or Product Owners.<\/p>\n\n\n\n
        In many such instances, the persons continue to function the way they used to, with just new titles.<\/p>\n\n\n\n
        In my sessions with teams, one of the important topics that I stress on is role clarity.<\/p>\n\n\n\n
        When we talk of Agile teams \u2013 the essential characteristics include<\/p>\n\n\n\n
        \n
        The ability to self-organize<\/li>\n\n\n\n
        Owning the deliverables [outputs] as a team<\/li>\n<\/ul>\n\n\n\n
        If the re-designated managers are not able to re-calibrate themselves to effectively enable these aspects, the tendency to continue to adopt a directive style or expect a manager-subordinate reporting relationship will continue.<\/p>\n\n\n\n
        These, one would appreciate, are not just anti-patterns, but are seeds for dysfunctions at a team level.<\/p>\n\n\n\n
        In order to become or enable teams to become high performing, what is expected of the Scrum Master role is to be a facilitator.<\/p>\n\n\n\n
        While one may carry a title or designation of a Manager \u2013 that could be more for organizational hierarchy and managing spans of control.<\/p>\n\n\n\n
        In the context of a team, there are activities to be owned and performed by all members. In that sense, a neutral title for everyone part of a team could be just 'member'.<\/p>\n\n\n\n
        Each person may play one or more roles. A Developer could also be a Reviewer. A tester could also be an automation programmer. A team lead could also be an architect .. and so on..<\/p>\n\n\n\n
        With many teams preferring to have 'full stack developers', every member would have the flexibility of playing different roles, based on the need of the hour, to meet the team goals \u2013 for an iteration or release.<\/p>\n\n\n\n
        Some tips to make this work well:<\/p>\n\n\n\n
        \n
        Make sure that ALL activities needed in the team are owned by at least one role<\/li>\n\n\n\n
        There may be multiple persons playing similar or same roles, depending on the team and project requirements<\/li>\n<\/ul>\n\n\n\n
        To summarize:<\/p>\n\n\n\n
        \n
        A title is more representative of the position in an organization structure and would have some associated expectations in terms of the areas of contribution. May also be known as a designation or rank. Typically, an individual will have only one title at a time<\/li>\n\n\n\n
        A role, which may or may not be explicitly articulated, determines the contributions and influence on the outputs or outcomes [when extended beyond the development team]. An individual might play multiple roles in the context of a team and, sometimes, different roles in different teams \u2013 in parallel<\/li>\n\n\n\n
        To help individuals play roles effectively, role based mentoring and coaching may be considered<\/li>\n<\/ul>\n\n\n\n
        What has been your approach and experience with identifying or playing roles vis-\u00e0-vis titles?<\/p>\n\n\n\n
        I am eager to know<\/p>\n","post_title":"Role and Title \u2013 what is the difference?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"role-and-title-what-is-the-difference","to_ping":"","pinged":"","post_modified":"2024-01-29 11:36:36","post_modified_gmt":"2024-01-29 11:36:36","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19138","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};
        
        Page 1 of 7 1 2 … 7 Next
        
        \n
        Effectiveness in playing a Scrum Master's role can significantly influence the success of a project and help in creating an environment for High Performing teams.<\/p>\n\n
        While the specifics can cover many activities, we identify four key expectations of the role of a Scrum Master.<\/p>\n\n
        The above diagram highlights the four key expectations.<\/p>\n\n
        These four words are hidden in the jumble of letters in the grid below.<\/p>\n\n
        How quickly can you find hem?<\/p>\n\n
        Clue: the four 'E's in the list above.<\/p>\n\n
        <\/p>\n","post_title":"Chow # 294: Four key expectations from a Scrum Master\u2019s role","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-294-four-key-expectations-from-a-scrum-masters-role","to_ping":"","pinged":"","post_modified":"2024-09-06 15:04:37","post_modified_gmt":"2024-09-06 09:34:37","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19970","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":19967,"post_author":"30","post_date":"2022-05-08 15:37:11","post_date_gmt":"2022-05-08 10:07:11","post_content":"\n
        When I read the book 'Eleven Rings: The soul of success' by Phil Jackson and Hugh Delehanty<\/span><\/a> <\/span>, the legendary basketball coach, I could relate his 11 tips for leadership as good points for Scrum Masters.<\/p>\n\n\n\n
        With eleven titles to his credit, helping the Chicago Bulls win six times and the LA Lakers win five times, Phil Jackson knows what it takes to build great teams and help them succeed \u2013 consistently!<\/p>\n\n\n\n
        In this book, he distils leadership styles and actions to eleven points.<\/p>\n\n\n\n
        We talk about a Scrum Masters role as a leadership role, something that can be successful by influence and not authority.<\/p>\n\n\n\n
        \n
        Lead From the Inside Out<\/strong>
        In the PM Power approach to leadership development, we combine the hard aspects as well as the soft aspects. An effective leader is one who can manage outside, by mastering inside. <\/span><\/p>
        When one leads from inside out, the genuineness of conversations establishes true connections with people, and everyone starts to listen more to what you say. <\/span><\/p><\/li>\n\n\n\n
        Bench the Ego<\/strong>
        Every action, it is said, has an equal and opposite reaction. <\/span><\/p>
        This is true for leaders too. When some decisions are forced on people, there is invariably a tendency to resist, particularly if it involves change. <\/span><\/p>
        As a Scrum Master, one needs to be able to quickly gain the consensus of the team. To do that the Scrum Master should also listen and create a safe environment for everyone to express themselves.<\/p> <\/li>\n\n\n\n
        Let Each Player Discover His Own Destiny<\/strong>
        Jackson says, \"I've always been interested in getting players to think for themselves so that they can make difficult decisions in the heat of battle.\" <\/span><\/p>
        This translates into enabling safe spaces where each person can exhibit and share their courage, mutual respect, and resilience. <\/span><\/p>
        This also encourages the team to go beyond narrowly defined set of duties and swarm as needed, to ensure team success.<\/p> <\/li>\n\n\n\n
        The Road to Freedom is a Beautiful System<\/strong>
        When each person in the team is actively aware of what the others are doing and where the team is moving, it enables smooth self-organization and collective ownership. The triangle system that is attributed to Phil Jackson, is a fitting example of having a common structure that is well understood, while providing a chance for creativity.<\/p> <\/li>\n\n\n\n
        Turn the Mundane into the Sacred<\/strong>
        Even for well knit teams, it is worthwhile to have some formality in terms of events [used to also be called ceremonies] that are also supported by team norms. <\/span><\/p>
        What might otherwise be considered as a routine \u2013 say the daily standup \u2013 could become important points of sync up when infused with some formalism. Phil Jackson also introduced meditation practices for the team to help the players focus, unwind, and stay energetic. <\/span><\/p><\/li>\n\n\n\n
        One Breath = One Mind<\/strong>
        A simple technique to get everyone aligned and in sync just before any significant event. Whether it is a crucial meeting, where consensus needs to be reached in time or the start of a release cycle, helping everyone spend some silent, reflective time together helps align the breathing, which is particularly useful in playing tandem, or like trapeze artists, when there are hand-offs to be executed as the project progresses <\/span><\/p><\/li>\n\n\n\n
        The Key to Success is Compassion<\/strong>
        Helping the team understand and internalize the scrum value of respect for others, will lead to greater empathy for both the other team members as well as customers. That understanding will propel the team to go the extra mile when needed, to ensure that the promises to the users are always the highest priority. <\/span><\/p><\/li>\n\n\n\n
        Keep Your Eye on the Spirit, Not on the Scoreboard<\/strong>
        This is the essential difference between DOING Agile and BEING Agile. Or not being obsessed only with some vanity metrics. When the core principles and the team values are always at the back of every thought and action, a team can focus on internalizing the values and principles of Agility. When the emphasis is to do it by the book, one may tend to be more worried about checking the boxes and ignore the outputs and outcomes. <\/span><\/p><\/li>\n\n\n\n
        Sometimes You Have to Pull Out the Big Stick<\/strong>
        This is tricky to directly interpret for a Scrum Master, as the emphasis is usually to be a 'servant leader' who gets results through influence. This is usually true in an ideal world. Sometimes, a Scrum Master needs to be creative to highlight some issues within the team or with specific individuals, so that they can realize the impact of their action or inaction. <\/span><\/p><\/li>\n\n\n\n
        When in Doubt, Do Nothing<\/strong>
        One of the key responsibilities of a Scrum Master if to remove impediments. This may not be quite simple at times. For an action-oriented person, it may be difficult to not do anything and observe the situation resolve itself. But, sometimes, it is best to not do anything. The triaging technique used by many teams \u2013 including emergency medical response teams \u2013 also suggests that in some situations, it is best to not do anything. This will come with experience. <\/span><\/p><\/li>\n\n\n\n
        Forget the Ring<\/strong>
        This is also a point that is easier said than done. When one is so involved in the action, it is not easy to ignore or forget the result and the urge to win. Phil Jackson says, 'obsessing about winning is a loser's game.' The main reason he says, is that such a focus would lead to one losing control of one's emotions. He says, 'The most we can hope for is to create the best possible conditions for success, then let go of the outcome.' <\/span><\/p><\/li>\n<\/ol>\n\n\n\n
        The book has a lot more detailed examples including situations involving some of the high performers who were more self-centric and concerned with their own success and image, and how he was able to help them turn into more team players and mentors to other less experienced players.<\/p>\n","post_title":"Eleven Rings for a Scrum Master","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"eleven-rings-for-a-scrum-master","to_ping":"","pinged":"","post_modified":"2024-01-29 11:31:55","post_modified_gmt":"2024-01-29 11:31:55","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19967","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"2","filter":"raw"},{"ID":19649,"post_author":"30","post_date":"2022-02-19 12:24:26","post_date_gmt":"2022-02-19 06:54:26","post_content":"\n
        Recently, when I was making the morning Congee, it was a lightbulb moment \u2013 to see different approaches similar to some patterns and anti-patterns we see in teams and organizations with transformation initiatives.<\/p>\n\n\n\n
        We see the organization as a structured and organized system, that has settled into its own pace and shape, even if not uniform.<\/p>\n\n\n\n
        Any change is likely to bring in uncertainty, anxiety among the members and hence we want to tread cautiously. But, we have a rough idea of what element to bring in \u2013 be it digital transformation or delivery agility or process efficiency, defect prevention etc.<\/p>\n\n\n\n
        One consideration that usually weighs heavy is not to ruffle any feathers the wrong way. This is the case of the mot common anti-pattern, of 'action on the periphery'<\/p>\n\n\n\n
        While this may appear as a lot of activity involving the teams \u2013 and, in many cases, just the team members \u2013 the core portions may still remain untouched or influenced very little.<\/p>\n\n\n\n
        The result is \u2013 patchy impact, that would not give any significant or sustainable improvement.<\/p>\n\n\n\n
        When you get external support from a consultant or coach, to get an outside-in perspective, the effects are still patchy.<\/p>\n\n\n\n
        From our experience, I can say that to get a greater impact, the scope of transformation initiatives should involve \u2013 and preferably led, with active participation by, senior leaders.<\/p>\n\n\n\n
        The actual catalyst for such approaches would be a coach who has access to and is connected in the day to day activities of the teams, through embedded coaching.<\/p>\n\n\n\n
        In this approach the coach is pretty much part of the team in various activities as an observer and guide. This helps the coach get a better understanding of the context and constraints and relate to the needs and aspirations of the team. This also helps build a trusted relationship between the coach and the teams.<\/p>\n\n\n\n
        Establishing communities of interest and practice \u2013 with the guidance of the coach as needed \u2013 will help in establishing connections across the organization and also enable constructive collisions of ideas across teams. Such opportunities can accelerate breakthrough practice improvements across the board.<\/p>\n\n\n\n
        This also helps in creating more homogeneous ways of working across the organization.<\/p>\n\n\n\n
        Now, it is the time to assess the achievements and refine approaches needed to sustain the benefits of transformation across the organization. Be ready to add the required additional elements [water in the case of the Congee]<\/p>\n\n\n\n
        While you may get started with this autopilot mode where teams are taking ownership and also self organizing among themselves, having platforms for sharing and learning as well as periodic peer reviews and shared improvement initiatives will help sustain the excellence culture.<\/p>\n\n\n\n
        I have captured the above thoughts in a visualization of making Congee, in about 6 minutes.<\/p>\n\n\n\n
        \nhttps:\/\/www.youtube.com\/embed\/8A1LPIHr7sU\n<\/div><\/figure>\n\n\n\n
        Now that you have the recipe for success for your organizational transformation, what is holding you back?<\/span><\/p>\n\n\n\n
        Do share your stories and analogies that have worked well or not so well in your context.<\/p>\n","post_title":"Transform your organization like you would make Congee","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"transform-your-organization-like-you-would-make-congee","to_ping":"","pinged":"","post_modified":"2024-01-29 11:34:04","post_modified_gmt":"2024-01-29 11:34:04","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19649","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":19673,"post_author":"30","post_date":"2022-02-19 11:54:43","post_date_gmt":"2022-02-19 06:24:43","post_content":"\n
        $\"\"$ <\/figure>\n\n\n\n
        One of the frequently asked questions I get from teams starting out to adopt the OKR framework - Objectives and Key results, is how to distinguish between an objective and a Key result.<\/p>\n\n\n\n
        Additionally, how do we word these - so that there is less or no ambiguity.<\/p>\n\n\n\n
        While a detailed treatment of OKRs would need to go beyond a blog post, in this Chow, the following exercise to tag statements as an Objective or Key Result would help understand better.<\/p>\n\n\n\n
        To oversimplify the difference, consider Objectives as the equivalent of Outcomes desired. Outomes normally also have an association expectation of a change in behavior, such as a purchase decision or changing a habit.<\/p>\n\n\n\n
        The Key Results would be indicators that can be measured - or, sometimes, sensed and can act as interim steps or goals. these may indicate specific actions to be taken by the team owning an objective or outputs to be created,<\/p>\n\n\n\n
        Check your understanding with the fun quiz below.<\/p>\n\n\n\n
        <\/p>\n","post_title":"Chow # 283 - Objective or Key Result","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-283-objective-or-key-result","to_ping":"","pinged":"","post_modified":"2024-09-06 15:16:51","post_modified_gmt":"2024-09-06 09:46:51","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19673","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":19142,"post_author":"30","post_date":"2021-09-12 16:17:00","post_date_gmt":"2021-09-12 10:47:00","post_content":"\n
        Commutronix is a highly watched startup, starting to disrupt the electric vehicle technology space. Commutronix does not manufacture vehicles. Rather they almost dominate the EV space by providing core technologies to OEMs and almost all EV manufacturers have incorporated their solutions into their product lines.<\/p>\n\n\n\n
        As the expectations of long range performance and superfast charging started increasing from customers, Commutronix launched a new initiative to incorporate real time analytics of vehicle performance by monitoring critical parameters and also adjust key parameters for various subsystems to achieve the goals considering the driving styles also in addition to the physical and mechanical parameters.<\/p>\n\n\n\n
        This was considered an ideal project for the data sciences team, as it would involve a lot of modeling, analysis and inferencing. The first thought was to have the Product Owner from the Data Sciences team,<\/p>\n\n\n\n
        The engineering team, however, was skeptical. They felt that there is a significant amount of work in interfacing with the sensors, the cloud based knowledge hub and the need for a driver override meant a responsive, effective UI \u2013 and so, the Product Owner must be from the engineering team.<\/p>\n\n\n\n
        The marketing team felt that they are in the best position to give direction to this feature, as they are closest to the customers and would know how best to prioritize and scope the requirements.<\/p>\n\n\n\n
        After a 3 hour discussion, the leaders had two choices before them.<\/p>\n\n\n\n
        One \u2013 toss a coin and decide? But how to pick from three options with a coin? Someone suggested the throw of dice..<\/p>\n\n\n\n
        In order to avoid another long \u2013 potentially inconclusive \u2013 meeting, they chose option two.<\/p>\n\n\n\n
        That is to ask you<\/strong>, what they should do.<\/p>\n\n\n\n
        What would be your advice?<\/p>\n\n\n\n
        Suggested solution:<\/p>\n\n\n\n
        <\/span>
        <\/span><\/span><\/p>\n","post_title":"Chow # 265 - Which functional organization should a Product Owner be from?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-265-which-functional-organization-should-a-product-owner-be-from","to_ping":"","pinged":"","post_modified":"2024-01-30 05:48:16","post_modified_gmt":"2024-01-30 05:48:16","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19142","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":19138,"post_author":"30","post_date":"2021-09-12 15:01:47","post_date_gmt":"2021-09-12 09:31:47","post_content":"\n
        One question that I get regularly from most teams and organizations that I have coached in their Agility journeys, is related to choosing the persons to play the 'new' roles of scrum master of product owner.<\/p>\n\n\n\n
        On the face of it, such questions seem simple to answer. One could say, just refer to the documentation related to the model being adopted and pick people to fill those roles.<\/p>\n\n\n\n
        I wish it was as simple.<\/p>\n\n\n\n
        Most of the time, re-designating a person does not change the style or way of working.<\/p>\n\n\n\n
        In some organizations, transformation exercises list the new roles and drop some old roles [typically, those that may have a 'manager' prefix or suffix].<\/p>\n\n\n\n
        So, many managers want to become Scrum Masters or Product Owners.<\/p>\n\n\n\n
        In many such instances, the persons continue to function the way they used to, with just new titles.<\/p>\n\n\n\n
        In my sessions with teams, one of the important topics that I stress on is role clarity.<\/p>\n\n\n\n
        When we talk of Agile teams \u2013 the essential characteristics include<\/p>\n\n\n\n
        \n
        The ability to self-organize<\/li>\n\n\n\n
        Owning the deliverables [outputs] as a team<\/li>\n<\/ul>\n\n\n\n
        If the re-designated managers are not able to re-calibrate themselves to effectively enable these aspects, the tendency to continue to adopt a directive style or expect a manager-subordinate reporting relationship will continue.<\/p>\n\n\n\n
        These, one would appreciate, are not just anti-patterns, but are seeds for dysfunctions at a team level.<\/p>\n\n\n\n
        In order to become or enable teams to become high performing, what is expected of the Scrum Master role is to be a facilitator.<\/p>\n\n\n\n
        While one may carry a title or designation of a Manager \u2013 that could be more for organizational hierarchy and managing spans of control.<\/p>\n\n\n\n
        In the context of a team, there are activities to be owned and performed by all members. In that sense, a neutral title for everyone part of a team could be just 'member'.<\/p>\n\n\n\n
        Each person may play one or more roles. A Developer could also be a Reviewer. A tester could also be an automation programmer. A team lead could also be an architect .. and so on..<\/p>\n\n\n\n
        With many teams preferring to have 'full stack developers', every member would have the flexibility of playing different roles, based on the need of the hour, to meet the team goals \u2013 for an iteration or release.<\/p>\n\n\n\n
        Some tips to make this work well:<\/p>\n\n\n\n
        \n
        Make sure that ALL activities needed in the team are owned by at least one role<\/li>\n\n\n\n
        There may be multiple persons playing similar or same roles, depending on the team and project requirements<\/li>\n<\/ul>\n\n\n\n
        To summarize:<\/p>\n\n\n\n
        \n
        A title is more representative of the position in an organization structure and would have some associated expectations in terms of the areas of contribution. May also be known as a designation or rank. Typically, an individual will have only one title at a time<\/li>\n\n\n\n
        A role, which may or may not be explicitly articulated, determines the contributions and influence on the outputs or outcomes [when extended beyond the development team]. An individual might play multiple roles in the context of a team and, sometimes, different roles in different teams \u2013 in parallel<\/li>\n\n\n\n
        To help individuals play roles effectively, role based mentoring and coaching may be considered<\/li>\n<\/ul>\n\n\n\n
        What has been your approach and experience with identifying or playing roles vis-\u00e0-vis titles?<\/p>\n\n\n\n
        I am eager to know<\/p>\n","post_title":"Role and Title \u2013 what is the difference?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"role-and-title-what-is-the-difference","to_ping":"","pinged":"","post_modified":"2024-01-29 11:36:36","post_modified_gmt":"2024-01-29 11:36:36","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19138","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};
        
        Page 1 of 7 1 2 … 7 Next
        
        \n
        \u00a0<\/p>\n\n
        Effectiveness in playing a Scrum Master's role can significantly influence the success of a project and help in creating an environment for High Performing teams.<\/p>\n\n
        While the specifics can cover many activities, we identify four key expectations of the role of a Scrum Master.<\/p>\n\n
        The above diagram highlights the four key expectations.<\/p>\n\n
        These four words are hidden in the jumble of letters in the grid below.<\/p>\n\n
        How quickly can you find hem?<\/p>\n\n
        Clue: the four 'E's in the list above.<\/p>\n\n
        <\/p>\n","post_title":"Chow # 294: Four key expectations from a Scrum Master\u2019s role","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-294-four-key-expectations-from-a-scrum-masters-role","to_ping":"","pinged":"","post_modified":"2024-09-06 15:04:37","post_modified_gmt":"2024-09-06 09:34:37","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19970","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":19967,"post_author":"30","post_date":"2022-05-08 15:37:11","post_date_gmt":"2022-05-08 10:07:11","post_content":"\n
        When I read the book 'Eleven Rings: The soul of success' by Phil Jackson and Hugh Delehanty<\/span><\/a> <\/span>, the legendary basketball coach, I could relate his 11 tips for leadership as good points for Scrum Masters.<\/p>\n\n\n\n
        With eleven titles to his credit, helping the Chicago Bulls win six times and the LA Lakers win five times, Phil Jackson knows what it takes to build great teams and help them succeed \u2013 consistently!<\/p>\n\n\n\n
        In this book, he distils leadership styles and actions to eleven points.<\/p>\n\n\n\n
        We talk about a Scrum Masters role as a leadership role, something that can be successful by influence and not authority.<\/p>\n\n\n\n
        \n
        Lead From the Inside Out<\/strong>
        In the PM Power approach to leadership development, we combine the hard aspects as well as the soft aspects. An effective leader is one who can manage outside, by mastering inside. <\/span><\/p>
        When one leads from inside out, the genuineness of conversations establishes true connections with people, and everyone starts to listen more to what you say. <\/span><\/p><\/li>\n\n\n\n
        Bench the Ego<\/strong>
        Every action, it is said, has an equal and opposite reaction. <\/span><\/p>
        This is true for leaders too. When some decisions are forced on people, there is invariably a tendency to resist, particularly if it involves change. <\/span><\/p>
        As a Scrum Master, one needs to be able to quickly gain the consensus of the team. To do that the Scrum Master should also listen and create a safe environment for everyone to express themselves.<\/p> <\/li>\n\n\n\n
        Let Each Player Discover His Own Destiny<\/strong>
        Jackson says, \"I've always been interested in getting players to think for themselves so that they can make difficult decisions in the heat of battle.\" <\/span><\/p>
        This translates into enabling safe spaces where each person can exhibit and share their courage, mutual respect, and resilience. <\/span><\/p>
        This also encourages the team to go beyond narrowly defined set of duties and swarm as needed, to ensure team success.<\/p> <\/li>\n\n\n\n
        The Road to Freedom is a Beautiful System<\/strong>
        When each person in the team is actively aware of what the others are doing and where the team is moving, it enables smooth self-organization and collective ownership. The triangle system that is attributed to Phil Jackson, is a fitting example of having a common structure that is well understood, while providing a chance for creativity.<\/p> <\/li>\n\n\n\n
        Turn the Mundane into the Sacred<\/strong>
        Even for well knit teams, it is worthwhile to have some formality in terms of events [used to also be called ceremonies] that are also supported by team norms. <\/span><\/p>
        What might otherwise be considered as a routine \u2013 say the daily standup \u2013 could become important points of sync up when infused with some formalism. Phil Jackson also introduced meditation practices for the team to help the players focus, unwind, and stay energetic. <\/span><\/p><\/li>\n\n\n\n
        One Breath = One Mind<\/strong>
        A simple technique to get everyone aligned and in sync just before any significant event. Whether it is a crucial meeting, where consensus needs to be reached in time or the start of a release cycle, helping everyone spend some silent, reflective time together helps align the breathing, which is particularly useful in playing tandem, or like trapeze artists, when there are hand-offs to be executed as the project progresses <\/span><\/p><\/li>\n\n\n\n
        The Key to Success is Compassion<\/strong>
        Helping the team understand and internalize the scrum value of respect for others, will lead to greater empathy for both the other team members as well as customers. That understanding will propel the team to go the extra mile when needed, to ensure that the promises to the users are always the highest priority. <\/span><\/p><\/li>\n\n\n\n
        Keep Your Eye on the Spirit, Not on the Scoreboard<\/strong>
        This is the essential difference between DOING Agile and BEING Agile. Or not being obsessed only with some vanity metrics. When the core principles and the team values are always at the back of every thought and action, a team can focus on internalizing the values and principles of Agility. When the emphasis is to do it by the book, one may tend to be more worried about checking the boxes and ignore the outputs and outcomes. <\/span><\/p><\/li>\n\n\n\n
        Sometimes You Have to Pull Out the Big Stick<\/strong>
        This is tricky to directly interpret for a Scrum Master, as the emphasis is usually to be a 'servant leader' who gets results through influence. This is usually true in an ideal world. Sometimes, a Scrum Master needs to be creative to highlight some issues within the team or with specific individuals, so that they can realize the impact of their action or inaction. <\/span><\/p><\/li>\n\n\n\n
        When in Doubt, Do Nothing<\/strong>
        One of the key responsibilities of a Scrum Master if to remove impediments. This may not be quite simple at times. For an action-oriented person, it may be difficult to not do anything and observe the situation resolve itself. But, sometimes, it is best to not do anything. The triaging technique used by many teams \u2013 including emergency medical response teams \u2013 also suggests that in some situations, it is best to not do anything. This will come with experience. <\/span><\/p><\/li>\n\n\n\n
        Forget the Ring<\/strong>
        This is also a point that is easier said than done. When one is so involved in the action, it is not easy to ignore or forget the result and the urge to win. Phil Jackson says, 'obsessing about winning is a loser's game.' The main reason he says, is that such a focus would lead to one losing control of one's emotions. He says, 'The most we can hope for is to create the best possible conditions for success, then let go of the outcome.' <\/span><\/p><\/li>\n<\/ol>\n\n\n\n
        The book has a lot more detailed examples including situations involving some of the high performers who were more self-centric and concerned with their own success and image, and how he was able to help them turn into more team players and mentors to other less experienced players.<\/p>\n","post_title":"Eleven Rings for a Scrum Master","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"eleven-rings-for-a-scrum-master","to_ping":"","pinged":"","post_modified":"2024-01-29 11:31:55","post_modified_gmt":"2024-01-29 11:31:55","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19967","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"2","filter":"raw"},{"ID":19649,"post_author":"30","post_date":"2022-02-19 12:24:26","post_date_gmt":"2022-02-19 06:54:26","post_content":"\n
        Recently, when I was making the morning Congee, it was a lightbulb moment \u2013 to see different approaches similar to some patterns and anti-patterns we see in teams and organizations with transformation initiatives.<\/p>\n\n\n\n
        We see the organization as a structured and organized system, that has settled into its own pace and shape, even if not uniform.<\/p>\n\n\n\n
        Any change is likely to bring in uncertainty, anxiety among the members and hence we want to tread cautiously. But, we have a rough idea of what element to bring in \u2013 be it digital transformation or delivery agility or process efficiency, defect prevention etc.<\/p>\n\n\n\n
        One consideration that usually weighs heavy is not to ruffle any feathers the wrong way. This is the case of the mot common anti-pattern, of 'action on the periphery'<\/p>\n\n\n\n
        While this may appear as a lot of activity involving the teams \u2013 and, in many cases, just the team members \u2013 the core portions may still remain untouched or influenced very little.<\/p>\n\n\n\n
        The result is \u2013 patchy impact, that would not give any significant or sustainable improvement.<\/p>\n\n\n\n
        When you get external support from a consultant or coach, to get an outside-in perspective, the effects are still patchy.<\/p>\n\n\n\n
        From our experience, I can say that to get a greater impact, the scope of transformation initiatives should involve \u2013 and preferably led, with active participation by, senior leaders.<\/p>\n\n\n\n
        The actual catalyst for such approaches would be a coach who has access to and is connected in the day to day activities of the teams, through embedded coaching.<\/p>\n\n\n\n
        In this approach the coach is pretty much part of the team in various activities as an observer and guide. This helps the coach get a better understanding of the context and constraints and relate to the needs and aspirations of the team. This also helps build a trusted relationship between the coach and the teams.<\/p>\n\n\n\n
        Establishing communities of interest and practice \u2013 with the guidance of the coach as needed \u2013 will help in establishing connections across the organization and also enable constructive collisions of ideas across teams. Such opportunities can accelerate breakthrough practice improvements across the board.<\/p>\n\n\n\n
        This also helps in creating more homogeneous ways of working across the organization.<\/p>\n\n\n\n
        Now, it is the time to assess the achievements and refine approaches needed to sustain the benefits of transformation across the organization. Be ready to add the required additional elements [water in the case of the Congee]<\/p>\n\n\n\n
        While you may get started with this autopilot mode where teams are taking ownership and also self organizing among themselves, having platforms for sharing and learning as well as periodic peer reviews and shared improvement initiatives will help sustain the excellence culture.<\/p>\n\n\n\n
        I have captured the above thoughts in a visualization of making Congee, in about 6 minutes.<\/p>\n\n\n\n
        \nhttps:\/\/www.youtube.com\/embed\/8A1LPIHr7sU\n<\/div><\/figure>\n\n\n\n
        Now that you have the recipe for success for your organizational transformation, what is holding you back?<\/span><\/p>\n\n\n\n
        Do share your stories and analogies that have worked well or not so well in your context.<\/p>\n","post_title":"Transform your organization like you would make Congee","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"transform-your-organization-like-you-would-make-congee","to_ping":"","pinged":"","post_modified":"2024-01-29 11:34:04","post_modified_gmt":"2024-01-29 11:34:04","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19649","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":19673,"post_author":"30","post_date":"2022-02-19 11:54:43","post_date_gmt":"2022-02-19 06:24:43","post_content":"\n
        $\"\"$ <\/figure>\n\n\n\n
        One of the frequently asked questions I get from teams starting out to adopt the OKR framework - Objectives and Key results, is how to distinguish between an objective and a Key result.<\/p>\n\n\n\n
        Additionally, how do we word these - so that there is less or no ambiguity.<\/p>\n\n\n\n
        While a detailed treatment of OKRs would need to go beyond a blog post, in this Chow, the following exercise to tag statements as an Objective or Key Result would help understand better.<\/p>\n\n\n\n
        To oversimplify the difference, consider Objectives as the equivalent of Outcomes desired. Outomes normally also have an association expectation of a change in behavior, such as a purchase decision or changing a habit.<\/p>\n\n\n\n
        The Key Results would be indicators that can be measured - or, sometimes, sensed and can act as interim steps or goals. these may indicate specific actions to be taken by the team owning an objective or outputs to be created,<\/p>\n\n\n\n
        Check your understanding with the fun quiz below.<\/p>\n\n\n\n
        <\/p>\n","post_title":"Chow # 283 - Objective or Key Result","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-283-objective-or-key-result","to_ping":"","pinged":"","post_modified":"2024-09-06 15:16:51","post_modified_gmt":"2024-09-06 09:46:51","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19673","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":19142,"post_author":"30","post_date":"2021-09-12 16:17:00","post_date_gmt":"2021-09-12 10:47:00","post_content":"\n
        Commutronix is a highly watched startup, starting to disrupt the electric vehicle technology space. Commutronix does not manufacture vehicles. Rather they almost dominate the EV space by providing core technologies to OEMs and almost all EV manufacturers have incorporated their solutions into their product lines.<\/p>\n\n\n\n
        As the expectations of long range performance and superfast charging started increasing from customers, Commutronix launched a new initiative to incorporate real time analytics of vehicle performance by monitoring critical parameters and also adjust key parameters for various subsystems to achieve the goals considering the driving styles also in addition to the physical and mechanical parameters.<\/p>\n\n\n\n
        This was considered an ideal project for the data sciences team, as it would involve a lot of modeling, analysis and inferencing. The first thought was to have the Product Owner from the Data Sciences team,<\/p>\n\n\n\n
        The engineering team, however, was skeptical. They felt that there is a significant amount of work in interfacing with the sensors, the cloud based knowledge hub and the need for a driver override meant a responsive, effective UI \u2013 and so, the Product Owner must be from the engineering team.<\/p>\n\n\n\n
        The marketing team felt that they are in the best position to give direction to this feature, as they are closest to the customers and would know how best to prioritize and scope the requirements.<\/p>\n\n\n\n
        After a 3 hour discussion, the leaders had two choices before them.<\/p>\n\n\n\n
        One \u2013 toss a coin and decide? But how to pick from three options with a coin? Someone suggested the throw of dice..<\/p>\n\n\n\n
        In order to avoid another long \u2013 potentially inconclusive \u2013 meeting, they chose option two.<\/p>\n\n\n\n
        That is to ask you<\/strong>, what they should do.<\/p>\n\n\n\n
        What would be your advice?<\/p>\n\n\n\n
        Suggested solution:<\/p>\n\n\n\n
        <\/span>
        <\/span><\/span><\/p>\n","post_title":"Chow # 265 - Which functional organization should a Product Owner be from?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-265-which-functional-organization-should-a-product-owner-be-from","to_ping":"","pinged":"","post_modified":"2024-01-30 05:48:16","post_modified_gmt":"2024-01-30 05:48:16","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19142","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":19138,"post_author":"30","post_date":"2021-09-12 15:01:47","post_date_gmt":"2021-09-12 09:31:47","post_content":"\n
        One question that I get regularly from most teams and organizations that I have coached in their Agility journeys, is related to choosing the persons to play the 'new' roles of scrum master of product owner.<\/p>\n\n\n\n
        On the face of it, such questions seem simple to answer. One could say, just refer to the documentation related to the model being adopted and pick people to fill those roles.<\/p>\n\n\n\n
        I wish it was as simple.<\/p>\n\n\n\n
        Most of the time, re-designating a person does not change the style or way of working.<\/p>\n\n\n\n
        In some organizations, transformation exercises list the new roles and drop some old roles [typically, those that may have a 'manager' prefix or suffix].<\/p>\n\n\n\n
        So, many managers want to become Scrum Masters or Product Owners.<\/p>\n\n\n\n
        In many such instances, the persons continue to function the way they used to, with just new titles.<\/p>\n\n\n\n
        In my sessions with teams, one of the important topics that I stress on is role clarity.<\/p>\n\n\n\n
        When we talk of Agile teams \u2013 the essential characteristics include<\/p>\n\n\n\n
        \n
        The ability to self-organize<\/li>\n\n\n\n
        Owning the deliverables [outputs] as a team<\/li>\n<\/ul>\n\n\n\n
        If the re-designated managers are not able to re-calibrate themselves to effectively enable these aspects, the tendency to continue to adopt a directive style or expect a manager-subordinate reporting relationship will continue.<\/p>\n\n\n\n
        These, one would appreciate, are not just anti-patterns, but are seeds for dysfunctions at a team level.<\/p>\n\n\n\n
        In order to become or enable teams to become high performing, what is expected of the Scrum Master role is to be a facilitator.<\/p>\n\n\n\n
        While one may carry a title or designation of a Manager \u2013 that could be more for organizational hierarchy and managing spans of control.<\/p>\n\n\n\n
        In the context of a team, there are activities to be owned and performed by all members. In that sense, a neutral title for everyone part of a team could be just 'member'.<\/p>\n\n\n\n
        Each person may play one or more roles. A Developer could also be a Reviewer. A tester could also be an automation programmer. A team lead could also be an architect .. and so on..<\/p>\n\n\n\n
        With many teams preferring to have 'full stack developers', every member would have the flexibility of playing different roles, based on the need of the hour, to meet the team goals \u2013 for an iteration or release.<\/p>\n\n\n\n
        Some tips to make this work well:<\/p>\n\n\n\n
        \n
        Make sure that ALL activities needed in the team are owned by at least one role<\/li>\n\n\n\n
        There may be multiple persons playing similar or same roles, depending on the team and project requirements<\/li>\n<\/ul>\n\n\n\n
        To summarize:<\/p>\n\n\n\n
        \n
        A title is more representative of the position in an organization structure and would have some associated expectations in terms of the areas of contribution. May also be known as a designation or rank. Typically, an individual will have only one title at a time<\/li>\n\n\n\n
        A role, which may or may not be explicitly articulated, determines the contributions and influence on the outputs or outcomes [when extended beyond the development team]. An individual might play multiple roles in the context of a team and, sometimes, different roles in different teams \u2013 in parallel<\/li>\n\n\n\n
        To help individuals play roles effectively, role based mentoring and coaching may be considered<\/li>\n<\/ul>\n\n\n\n
        What has been your approach and experience with identifying or playing roles vis-\u00e0-vis titles?<\/p>\n\n\n\n
        I am eager to know<\/p>\n","post_title":"Role and Title \u2013 what is the difference?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"role-and-title-what-is-the-difference","to_ping":"","pinged":"","post_modified":"2024-01-29 11:36:36","post_modified_gmt":"2024-01-29 11:36:36","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19138","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};
        
        Page 1 of 7 1 2 … 7 Next
        
        \n
        <\/figure>\n\n
        \u00a0<\/p>\n\n
        Effectiveness in playing a Scrum Master's role can significantly influence the success of a project and help in creating an environment for High Performing teams.<\/p>\n\n
        While the specifics can cover many activities, we identify four key expectations of the role of a Scrum Master.<\/p>\n\n
        The above diagram highlights the four key expectations.<\/p>\n\n
        These four words are hidden in the jumble of letters in the grid below.<\/p>\n\n
        How quickly can you find hem?<\/p>\n\n
        Clue: the four 'E's in the list above.<\/p>\n\n
        <\/p>\n","post_title":"Chow # 294: Four key expectations from a Scrum Master\u2019s role","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-294-four-key-expectations-from-a-scrum-masters-role","to_ping":"","pinged":"","post_modified":"2024-09-06 15:04:37","post_modified_gmt":"2024-09-06 09:34:37","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19970","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":19967,"post_author":"30","post_date":"2022-05-08 15:37:11","post_date_gmt":"2022-05-08 10:07:11","post_content":"\n
        When I read the book 'Eleven Rings: The soul of success' by Phil Jackson and Hugh Delehanty<\/span><\/a> <\/span>, the legendary basketball coach, I could relate his 11 tips for leadership as good points for Scrum Masters.<\/p>\n\n\n\n
        With eleven titles to his credit, helping the Chicago Bulls win six times and the LA Lakers win five times, Phil Jackson knows what it takes to build great teams and help them succeed \u2013 consistently!<\/p>\n\n\n\n
        In this book, he distils leadership styles and actions to eleven points.<\/p>\n\n\n\n
        We talk about a Scrum Masters role as a leadership role, something that can be successful by influence and not authority.<\/p>\n\n\n\n
        \n
        Lead From the Inside Out<\/strong>
        In the PM Power approach to leadership development, we combine the hard aspects as well as the soft aspects. An effective leader is one who can manage outside, by mastering inside. <\/span><\/p>
        When one leads from inside out, the genuineness of conversations establishes true connections with people, and everyone starts to listen more to what you say. <\/span><\/p><\/li>\n\n\n\n
        Bench the Ego<\/strong>
        Every action, it is said, has an equal and opposite reaction. <\/span><\/p>
        This is true for leaders too. When some decisions are forced on people, there is invariably a tendency to resist, particularly if it involves change. <\/span><\/p>
        As a Scrum Master, one needs to be able to quickly gain the consensus of the team. To do that the Scrum Master should also listen and create a safe environment for everyone to express themselves.<\/p> <\/li>\n\n\n\n
        Let Each Player Discover His Own Destiny<\/strong>
        Jackson says, \"I've always been interested in getting players to think for themselves so that they can make difficult decisions in the heat of battle.\" <\/span><\/p>
        This translates into enabling safe spaces where each person can exhibit and share their courage, mutual respect, and resilience. <\/span><\/p>
        This also encourages the team to go beyond narrowly defined set of duties and swarm as needed, to ensure team success.<\/p> <\/li>\n\n\n\n
        The Road to Freedom is a Beautiful System<\/strong>
        When each person in the team is actively aware of what the others are doing and where the team is moving, it enables smooth self-organization and collective ownership. The triangle system that is attributed to Phil Jackson, is a fitting example of having a common structure that is well understood, while providing a chance for creativity.<\/p> <\/li>\n\n\n\n
        Turn the Mundane into the Sacred<\/strong>
        Even for well knit teams, it is worthwhile to have some formality in terms of events [used to also be called ceremonies] that are also supported by team norms. <\/span><\/p>
        What might otherwise be considered as a routine \u2013 say the daily standup \u2013 could become important points of sync up when infused with some formalism. Phil Jackson also introduced meditation practices for the team to help the players focus, unwind, and stay energetic. <\/span><\/p><\/li>\n\n\n\n
        One Breath = One Mind<\/strong>
        A simple technique to get everyone aligned and in sync just before any significant event. Whether it is a crucial meeting, where consensus needs to be reached in time or the start of a release cycle, helping everyone spend some silent, reflective time together helps align the breathing, which is particularly useful in playing tandem, or like trapeze artists, when there are hand-offs to be executed as the project progresses <\/span><\/p><\/li>\n\n\n\n
        The Key to Success is Compassion<\/strong>
        Helping the team understand and internalize the scrum value of respect for others, will lead to greater empathy for both the other team members as well as customers. That understanding will propel the team to go the extra mile when needed, to ensure that the promises to the users are always the highest priority. <\/span><\/p><\/li>\n\n\n\n
        Keep Your Eye on the Spirit, Not on the Scoreboard<\/strong>
        This is the essential difference between DOING Agile and BEING Agile. Or not being obsessed only with some vanity metrics. When the core principles and the team values are always at the back of every thought and action, a team can focus on internalizing the values and principles of Agility. When the emphasis is to do it by the book, one may tend to be more worried about checking the boxes and ignore the outputs and outcomes. <\/span><\/p><\/li>\n\n\n\n
        Sometimes You Have to Pull Out the Big Stick<\/strong>
        This is tricky to directly interpret for a Scrum Master, as the emphasis is usually to be a 'servant leader' who gets results through influence. This is usually true in an ideal world. Sometimes, a Scrum Master needs to be creative to highlight some issues within the team or with specific individuals, so that they can realize the impact of their action or inaction. <\/span><\/p><\/li>\n\n\n\n
        When in Doubt, Do Nothing<\/strong>
        One of the key responsibilities of a Scrum Master if to remove impediments. This may not be quite simple at times. For an action-oriented person, it may be difficult to not do anything and observe the situation resolve itself. But, sometimes, it is best to not do anything. The triaging technique used by many teams \u2013 including emergency medical response teams \u2013 also suggests that in some situations, it is best to not do anything. This will come with experience. <\/span><\/p><\/li>\n\n\n\n
        Forget the Ring<\/strong>
        This is also a point that is easier said than done. When one is so involved in the action, it is not easy to ignore or forget the result and the urge to win. Phil Jackson says, 'obsessing about winning is a loser's game.' The main reason he says, is that such a focus would lead to one losing control of one's emotions. He says, 'The most we can hope for is to create the best possible conditions for success, then let go of the outcome.' <\/span><\/p><\/li>\n<\/ol>\n\n\n\n
        The book has a lot more detailed examples including situations involving some of the high performers who were more self-centric and concerned with their own success and image, and how he was able to help them turn into more team players and mentors to other less experienced players.<\/p>\n","post_title":"Eleven Rings for a Scrum Master","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"eleven-rings-for-a-scrum-master","to_ping":"","pinged":"","post_modified":"2024-01-29 11:31:55","post_modified_gmt":"2024-01-29 11:31:55","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19967","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"2","filter":"raw"},{"ID":19649,"post_author":"30","post_date":"2022-02-19 12:24:26","post_date_gmt":"2022-02-19 06:54:26","post_content":"\n
        Recently, when I was making the morning Congee, it was a lightbulb moment \u2013 to see different approaches similar to some patterns and anti-patterns we see in teams and organizations with transformation initiatives.<\/p>\n\n\n\n
        We see the organization as a structured and organized system, that has settled into its own pace and shape, even if not uniform.<\/p>\n\n\n\n
        Any change is likely to bring in uncertainty, anxiety among the members and hence we want to tread cautiously. But, we have a rough idea of what element to bring in \u2013 be it digital transformation or delivery agility or process efficiency, defect prevention etc.<\/p>\n\n\n\n
        One consideration that usually weighs heavy is not to ruffle any feathers the wrong way. This is the case of the mot common anti-pattern, of 'action on the periphery'<\/p>\n\n\n\n
        While this may appear as a lot of activity involving the teams \u2013 and, in many cases, just the team members \u2013 the core portions may still remain untouched or influenced very little.<\/p>\n\n\n\n
        The result is \u2013 patchy impact, that would not give any significant or sustainable improvement.<\/p>\n\n\n\n
        When you get external support from a consultant or coach, to get an outside-in perspective, the effects are still patchy.<\/p>\n\n\n\n
        From our experience, I can say that to get a greater impact, the scope of transformation initiatives should involve \u2013 and preferably led, with active participation by, senior leaders.<\/p>\n\n\n\n
        The actual catalyst for such approaches would be a coach who has access to and is connected in the day to day activities of the teams, through embedded coaching.<\/p>\n\n\n\n
        In this approach the coach is pretty much part of the team in various activities as an observer and guide. This helps the coach get a better understanding of the context and constraints and relate to the needs and aspirations of the team. This also helps build a trusted relationship between the coach and the teams.<\/p>\n\n\n\n
        Establishing communities of interest and practice \u2013 with the guidance of the coach as needed \u2013 will help in establishing connections across the organization and also enable constructive collisions of ideas across teams. Such opportunities can accelerate breakthrough practice improvements across the board.<\/p>\n\n\n\n
        This also helps in creating more homogeneous ways of working across the organization.<\/p>\n\n\n\n
        Now, it is the time to assess the achievements and refine approaches needed to sustain the benefits of transformation across the organization. Be ready to add the required additional elements [water in the case of the Congee]<\/p>\n\n\n\n
        While you may get started with this autopilot mode where teams are taking ownership and also self organizing among themselves, having platforms for sharing and learning as well as periodic peer reviews and shared improvement initiatives will help sustain the excellence culture.<\/p>\n\n\n\n
        I have captured the above thoughts in a visualization of making Congee, in about 6 minutes.<\/p>\n\n\n\n
        \nhttps:\/\/www.youtube.com\/embed\/8A1LPIHr7sU\n<\/div><\/figure>\n\n\n\n
        Now that you have the recipe for success for your organizational transformation, what is holding you back?<\/span><\/p>\n\n\n\n
        Do share your stories and analogies that have worked well or not so well in your context.<\/p>\n","post_title":"Transform your organization like you would make Congee","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"transform-your-organization-like-you-would-make-congee","to_ping":"","pinged":"","post_modified":"2024-01-29 11:34:04","post_modified_gmt":"2024-01-29 11:34:04","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19649","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":19673,"post_author":"30","post_date":"2022-02-19 11:54:43","post_date_gmt":"2022-02-19 06:24:43","post_content":"\n
        $\"\"$ <\/figure>\n\n\n\n
        One of the frequently asked questions I get from teams starting out to adopt the OKR framework - Objectives and Key results, is how to distinguish between an objective and a Key result.<\/p>\n\n\n\n
        Additionally, how do we word these - so that there is less or no ambiguity.<\/p>\n\n\n\n
        While a detailed treatment of OKRs would need to go beyond a blog post, in this Chow, the following exercise to tag statements as an Objective or Key Result would help understand better.<\/p>\n\n\n\n
        To oversimplify the difference, consider Objectives as the equivalent of Outcomes desired. Outomes normally also have an association expectation of a change in behavior, such as a purchase decision or changing a habit.<\/p>\n\n\n\n
        The Key Results would be indicators that can be measured - or, sometimes, sensed and can act as interim steps or goals. these may indicate specific actions to be taken by the team owning an objective or outputs to be created,<\/p>\n\n\n\n
        Check your understanding with the fun quiz below.<\/p>\n\n\n\n
        <\/p>\n","post_title":"Chow # 283 - Objective or Key Result","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-283-objective-or-key-result","to_ping":"","pinged":"","post_modified":"2024-09-06 15:16:51","post_modified_gmt":"2024-09-06 09:46:51","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19673","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":19142,"post_author":"30","post_date":"2021-09-12 16:17:00","post_date_gmt":"2021-09-12 10:47:00","post_content":"\n
        Commutronix is a highly watched startup, starting to disrupt the electric vehicle technology space. Commutronix does not manufacture vehicles. Rather they almost dominate the EV space by providing core technologies to OEMs and almost all EV manufacturers have incorporated their solutions into their product lines.<\/p>\n\n\n\n
        As the expectations of long range performance and superfast charging started increasing from customers, Commutronix launched a new initiative to incorporate real time analytics of vehicle performance by monitoring critical parameters and also adjust key parameters for various subsystems to achieve the goals considering the driving styles also in addition to the physical and mechanical parameters.<\/p>\n\n\n\n
        This was considered an ideal project for the data sciences team, as it would involve a lot of modeling, analysis and inferencing. The first thought was to have the Product Owner from the Data Sciences team,<\/p>\n\n\n\n
        The engineering team, however, was skeptical. They felt that there is a significant amount of work in interfacing with the sensors, the cloud based knowledge hub and the need for a driver override meant a responsive, effective UI \u2013 and so, the Product Owner must be from the engineering team.<\/p>\n\n\n\n
        The marketing team felt that they are in the best position to give direction to this feature, as they are closest to the customers and would know how best to prioritize and scope the requirements.<\/p>\n\n\n\n
        After a 3 hour discussion, the leaders had two choices before them.<\/p>\n\n\n\n
        One \u2013 toss a coin and decide? But how to pick from three options with a coin? Someone suggested the throw of dice..<\/p>\n\n\n\n
        In order to avoid another long \u2013 potentially inconclusive \u2013 meeting, they chose option two.<\/p>\n\n\n\n
        That is to ask you<\/strong>, what they should do.<\/p>\n\n\n\n
        What would be your advice?<\/p>\n\n\n\n
        Suggested solution:<\/p>\n\n\n\n
        <\/span>
        <\/span><\/span><\/p>\n","post_title":"Chow # 265 - Which functional organization should a Product Owner be from?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-265-which-functional-organization-should-a-product-owner-be-from","to_ping":"","pinged":"","post_modified":"2024-01-30 05:48:16","post_modified_gmt":"2024-01-30 05:48:16","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19142","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":19138,"post_author":"30","post_date":"2021-09-12 15:01:47","post_date_gmt":"2021-09-12 09:31:47","post_content":"\n
        One question that I get regularly from most teams and organizations that I have coached in their Agility journeys, is related to choosing the persons to play the 'new' roles of scrum master of product owner.<\/p>\n\n\n\n
        On the face of it, such questions seem simple to answer. One could say, just refer to the documentation related to the model being adopted and pick people to fill those roles.<\/p>\n\n\n\n
        I wish it was as simple.<\/p>\n\n\n\n
        Most of the time, re-designating a person does not change the style or way of working.<\/p>\n\n\n\n
        In some organizations, transformation exercises list the new roles and drop some old roles [typically, those that may have a 'manager' prefix or suffix].<\/p>\n\n\n\n
        So, many managers want to become Scrum Masters or Product Owners.<\/p>\n\n\n\n
        In many such instances, the persons continue to function the way they used to, with just new titles.<\/p>\n\n\n\n
        In my sessions with teams, one of the important topics that I stress on is role clarity.<\/p>\n\n\n\n
        When we talk of Agile teams \u2013 the essential characteristics include<\/p>\n\n\n\n
        \n
        The ability to self-organize<\/li>\n\n\n\n
        Owning the deliverables [outputs] as a team<\/li>\n<\/ul>\n\n\n\n
        If the re-designated managers are not able to re-calibrate themselves to effectively enable these aspects, the tendency to continue to adopt a directive style or expect a manager-subordinate reporting relationship will continue.<\/p>\n\n\n\n
        These, one would appreciate, are not just anti-patterns, but are seeds for dysfunctions at a team level.<\/p>\n\n\n\n
        In order to become or enable teams to become high performing, what is expected of the Scrum Master role is to be a facilitator.<\/p>\n\n\n\n
        While one may carry a title or designation of a Manager \u2013 that could be more for organizational hierarchy and managing spans of control.<\/p>\n\n\n\n
        In the context of a team, there are activities to be owned and performed by all members. In that sense, a neutral title for everyone part of a team could be just 'member'.<\/p>\n\n\n\n
        Each person may play one or more roles. A Developer could also be a Reviewer. A tester could also be an automation programmer. A team lead could also be an architect .. and so on..<\/p>\n\n\n\n
        With many teams preferring to have 'full stack developers', every member would have the flexibility of playing different roles, based on the need of the hour, to meet the team goals \u2013 for an iteration or release.<\/p>\n\n\n\n
        Some tips to make this work well:<\/p>\n\n\n\n
        \n
        Make sure that ALL activities needed in the team are owned by at least one role<\/li>\n\n\n\n
        There may be multiple persons playing similar or same roles, depending on the team and project requirements<\/li>\n<\/ul>\n\n\n\n
        To summarize:<\/p>\n\n\n\n
        \n
        A title is more representative of the position in an organization structure and would have some associated expectations in terms of the areas of contribution. May also be known as a designation or rank. Typically, an individual will have only one title at a time<\/li>\n\n\n\n
        A role, which may or may not be explicitly articulated, determines the contributions and influence on the outputs or outcomes [when extended beyond the development team]. An individual might play multiple roles in the context of a team and, sometimes, different roles in different teams \u2013 in parallel<\/li>\n\n\n\n
        To help individuals play roles effectively, role based mentoring and coaching may be considered<\/li>\n<\/ul>\n\n\n\n
        What has been your approach and experience with identifying or playing roles vis-\u00e0-vis titles?<\/p>\n\n\n\n
        I am eager to know<\/p>\n","post_title":"Role and Title \u2013 what is the difference?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"role-and-title-what-is-the-difference","to_ping":"","pinged":"","post_modified":"2024-01-29 11:36:36","post_modified_gmt":"2024-01-29 11:36:36","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19138","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};
        
        Page 1 of 7 1 2 … 7 Next
        
        Shiv Sivaguru
        
        Business Agility
        
        AI for the enterprise – picking the right horse for the course
        
        by Shiv Sivaguru
        June 27, 2025
        
        Chow
        
        CHOW #317: Choose the right AI approach for your use cases
        
        by Shiv Sivaguru
        June 27, 2025
        
        Communication
        
        What is in a name.. many things?
        
        by Shiv Sivaguru
        February 28, 2025
        
        Reflections
        
        Rethinking as a way to regenerate oneself
        
        by Shiv Sivaguru
        January 1, 2025
        
        Chow
        
        Chow # 294: Four key expectations from a Scrum Master’s role
        
        by Shiv Sivaguru
        May 8, 2022
        
        Leadership
        
        Eleven Rings for a Scrum Master
        
        by Shiv Sivaguru
        May 8, 2022
        
        Business Agility
        
        Transform your organization like you would make Congee
        
        by Shiv Sivaguru
        February 19, 2022
        
        Chow
        
        Chow # 283 – Objective or Key Result
        
        by Shiv Sivaguru
        February 19, 2022
        
        Chow
        
        Chow # 265 – Which functional organization should a Product Owner be from?
        
        by Shiv Sivaguru
        September 12, 2021
        
        Leadership
        
        Role and Title – what is the difference?
        
        by Shiv Sivaguru
        September 12, 2021
        
        Page 1 of 7 1 2 … 7 Next
        
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