segunda-feira, 11 de novembro de 2013

Scrum Master: Being Aware

By Rajeswari (Raje) Kailasam,

It is now common for team members to step into the role of ScrumMaster. They have figured out how to facilitate/navigate through ceremonies, know to create the right artifacts at the right time, and have learned to escalate the ideal issues to the right audience.

But does that make them true ScrumMasters? True ScrumMasters learn to look beyond the issues they face. They learn to turn issues around and understand why they originated. They seek to find the true causes of all issues.

In the deserts of Saudi Arabia, camels can smell packed alfalfa grass in travelers' backpacks from miles away. They gravitate toward them, wanting to eat that fresh-smelling grass. I would love our ScrumMasters to be intuitive, like the camels. Not simply focused on the survival of the team, but always going where they know the solution exists. Or where there is a reasonable cause for a problem to start.

How does a ScrumMaster learn to master Scrum?

The first big success factor is by being aware, by being like the camels of the deserts. Camels have developed an innate ability to smell water. Water is what they are always craving. They practice smelling water. They memorize its smell. They smell water in everything that has moisture. They have developed the art of being aware of water.

A true ScrumMaster, in his or her heart, develops an acute sense of awareness. She observes. Learns. Reiterates what she has learned and practices it. Maybe she has learned that her team works well on one day, so she will not just stop at expecting the team to repeat that performance. She will create an environment where those success factors can be repeated. She will learn to modify and adjust as needed and still help them be consistent. She will learn to become a master of this situation and then not be afraid to experiment with making small new changes. At the same time, she is aware that one small change of habit can cause a huge shift. If it is in the right direction, she will not be afraid to make that small shift.

Thus to truly become aware, our ScrumMasters can practice some of the following steps regularly:
  • Observe what catches your eye.
  • Learn about it thoroughly.
  • Pause and think deeply about what you have learned.
  • Acknowledge the changes that need to be made.
  • Accept responsibility for all the ripple effects and unintended consequences that will occur.


Make the change. Practice what you have learned. And repeat as needed!

Source: www.scrumalliance.com

Tools to Generate Ideas

By Neal Shen, CAPM

In the book Thinkertoys, author Michael Michalko says: "To get original ideas, you need to be able to look at the same information everyone else does and organize it into a new and different pattern. This is active thinking."

What can a project manager do when he or she needs to generate new problem-solving--or any really--ideas? Try SCAMPER, which Mr. Michalko calls "a checklist of idea-spurring questions":

•    Substitute some part, activity, or operation.
•    Combine the product/process/service with something else.
•    Adapt something to it.
•    Modify or Magnify it.
•    Put in to some other use.
•    Eliminate something.
•    Reverse or Rearrange it.

Consider a meeting I had with customers who posed the challenge: "How can we improve the existing document release process?" First, we went through and identified all of the sub-processes (request change, review request, create/modify document, verify/validate document, upload document to asset library and publish document.)

Using the "create/modify document" sub-process as an example, let's use SCAMPER to ask the following:

•    What activities can we substitute within the existing sub-process?
•    How can we combine "create/modify document" with some other sub-process to improve efficiency and accuracy?
•    What can we adapt or reuse from another "create/modify document" sub-process used by other business units?
•    How can we modify the way "create/modify document" sub-process is conducted?
•    What can we magnify or add to the "create/modify document" sub-process?
•    How can we put "create/modify document" process to other uses?
•    What can we eliminate from the way we "create/modify document?"
•    What is the reverse of "create/modify document" sub-process?


With more ideas generated, a project manager has more options to explore. That is why I am always looking for tools. How do you generate your ideas?


Source: The Voices on Project Management

PM Network - Metrics


terça-feira, 5 de novembro de 2013

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