Who should take the Certified Agile Leadership course (CAL I)?
What is the value of taking the Certified Agile Leadership course?
Why take the Certified Agile Leadership course?
This lead-by-example approach of leadership and management sends a powerful message to all the Scrum teams – “We really mean it this time – things are really changing.” Why? Because we all see management changing.
We’re going to be hosting the Certified Scrum Developer Training in April. Why take Certified Scrum Developer Training? Co-founder of Scrum, Ken Schwaber, said, “Scrum will fail without those developer practices within Scrum.” Now, Scrum doesn’t necessarily tell you how to do the work, but what we look to a lot is the XP, or Extreme Programming practices, and the reason this is so important is, we’re changing the way we’re working on Scrum to quickly deliver value. Now, we can deliver shoddy value or really great value. We’re looking for how do we do that really well. Everything from knowledge silos that he’s the only one that knows that, or what do we do with the dev/QA way that they work, and how they get them to work together. A lot of that’s covered in this class. We’re looking at practices you might have heard of, but we haven’t got a chance to actually hands-on learn. Such as test-driven development, continuous integration, relentless refactoring, pair programming … These are all key to how do we make this work really well within that scrum context, moving focus from being experts to more generalist and sharing the knowledge around.
Now, my experience as a manager, and I used to be a developer, is you can lead a horse to water but you can’t make him drink. If I’m the developer, I don’t have time right now to try out these new practices. And the truth is, we might have to slow down to speed up later. So if I was a developer, I get it, we need to guide you to hands-on, not with the book learning. Hands-on is the best way of learning. The doing is the learning. The Certified Scrum Developer Training class will focus on hands-on. Your computers will be up within an hour, and you’ll be hacking away at a Star Trek program. But also for the managers, keep in mind we want to support Scrum and how they work, and allow people to share that knowledge that’s gonna give you more fungibility of resources, allow teams that really can support themselves whatever the workers have to do, even when they change technology or use tools. With the learning as they go and the way that shares that knowledge. These are the ways and techniques we do them, and suggesting and telling it isn’t nearly as effective as getting a sit down with an expert, guiding them through these tools and techniques to do this hands-on. So, Why take Certified Scrum Developer Training? So we really encourage you to look at it. There’s a lot of value in there that’s going to continue to only grow as you take some folks back and that knowledge gets shared in your organization. So, come to the website. Take a look. Look at the outline, see what you got. Lots of great stuff there. Highly highly encourage that. Go to rocketninesolutions.com and all the information you need is right there and we hope to see you in the class. You, your teams, your organizations. We want to help you find and take your next step. Good luck to you on your journey.
Scott Dunn with Rocket Nine Solutions in Orange County, Southern California, offers Certified Scrum Master Training, Product Owner Training, and other agile training and coaching.
There is no role of Agile Manager in Scrum.
What would you choose for the management and leadership involved with your company’s agile adoption?
1. Get extended time with an expert
2. Go get trained in agile
3. Hear someone share their story of how they changed as an IT executive when their company went agile
Management is consistently a top-problem with agile adoptions, and it’s clear to see why in the graph below from VersionOne’s latest State of Agile survey.
Again, there is no role of Agile Manager in Scrum.
I’m not saying management doesn’t exist, but I’m saying Scrum doesn’t speak to it. The ambiguity can be painful, and without guidance on how to change, it’s understandable that people keep behaving the way they have.
Yet management and leadership play a crucial role. They help and support the development of teams and team members into problem solvers who swarm on problems, pull work and create the best designs and architectures. My experience is that most teams don’t do these things well. This causes problems with delivery of a quality product on time. Soooo…management gets MORE involved to solve those problems. They add more meetings and processes and overhead to try and HELP!
It’s a downward spiral because the more management solves problems, the more the team feels a lack of ownership and empowerment. This leads to even more problems.
I’ve been the manager who couldn’t take time off during crucial times or holidays. I’ve been the guy to come back from time away to find team members waiting for my return to ask a question that’s blocking the work. … They knew even though more about the problem and possible solutions than I did!
But I trained them to be that way! I was not a self-organizing agile manager. Every time there was a problem, *I* solved it. Every question, I would have an answer for. But the truth is, they almost always had solutions and answers, too. I just didn’t ask them…
In the end, for Scrum to work its best, especially with multiple teams in approaches like SAFe and LeSS, the managers and leadership need to grow. The goal is not being experts but rather to empower, teach and expect problem solving by the teams.
This leads to more team ownership and empowerment, and thus better and faster decisions, and because of that, a better product.