How to identify an agile organization is — given the market-entry of the late majority to agile development practices – nowadays more important than ever: No matter how large the pay cheque, life is just too short to spend it on unfulfilling projects!
I can support your quest as an agile practitioner for the next suitable employer or client with this article, covering the three different phases of gathering information on the agile maturity level of an organization.
Age of Product’s Food for Thought of March 26th, 2017—shared with 7,083 peers—provides you with proven techniques to avoid “half-arsed” agile, draws the line between Scrum Master and Agile Coach, and invites you to listen to Hollary and Scrump. Yub, make Scrum great again.
On the product side, Melissa Perri helps you to identify crappy product management jobs in advance, and Marty Cagan gives away his favorite PM interview question. Also, Ideo shares six insights that help you crack innovation.
Lastly: We enjoy a two-hour long podcast on self-organization, empowerment, and entrepreneurship with Ricardo Semler & Mr. Ferriss. (Perfect for the gym, accounting, or cooking. I tried all three of those.)
TL;DR: How to Make Agile Work in Fast-Growing Startups
From 2010 to 2017, I was working several years in three Berlin-based, fast-growing startups in my capacity as Scrum Master, agile coach, and Product Owner. These are my lessons learned on how to make ‘agile’ work in a fast-growing startup, and what anti-patterns to avoid at all costs.
Do you remember the good old days when the organization started with its first Scrum team? And the new engineering kid on the block was “merely” supposed to deliver a potentially shippable product increment at the end of a sprint?
The first team was to sound the bell for the upcoming change towards a learning organization. Little did we know back then about the challenges along that route. When teams 2, 3 and 4 joined, shipping a product increment at the end of a sprint became first complicated, and then complex.
It turns out that becoming agile does not only required to create (Scrum) teams. Reaping the full benefits of becoming agile, of becoming a learning organization built around software also requires changing engineering practices. Nowadays, it is all about continuous value delivery.
The number of downloads of the “38 Scrum Master Interview Questions” book which already have exceeded 7,000 copies also reflect this positive trend. Hence, I thought it a good idea to write a new guide from a candidate’s perspective: “How to get hired as Scrum Master or Agile Coach.”
From the identification of a suitable agile organization via the interview process to preparing for trial day—everything will be created with the candidate’s goal in mind. However, to do so, I need feedback from you.
TL;DR: 42 Scrum Product Owner Interview Questions That Will Benefit Your Organization
This second publication in the Hands-on Agile Fieldnotes series is focused on hiring for the Scrum Product Owner role.
Co-authored with Andreea Tomoiaga, 42 Scrum Product Owner Interview Questions to Avoid Hiring Agile Imposters represents the most important learnings of our more than 20 years combined hands-on experience with Kanban, Scrum, XP, and several product discovery frameworks. We have worked as Scrum Product Owners, Scrum Masters, agile coaches, and developers in agile teams and organizations of all sizes and levels of maturity.
We have each participated in interviewing dozens of Scrum Product Owner candidates on behalf of our clients or employers. The questions and answers herein are what we have learned.
Happy New Year! 2016 was a very rewarding year of blogging in general and curating the ‘Food for Agile Thought’ newsletter in particular. Therefore, it is an easy decision to spend more time in 2017 on helping you to excel as an agile practitioner.
Age of Product’s roadmap 2017 is all about creating more ebooks, webinars and an online course to help you identify the right position as a Scrum Master or Product Owner. Additionally, I will also continue the ‘Agile Transition’ series on how to get started with an agile transition.
Suitable agile metrics reflect either a team’s progress in becoming agile or your organization’s progress in becoming a learning organization.
At the team level, qualitative agile metrics typically work better than quantitative metrics. At the organizational level, this is reversed: quantitative agile metrics provide better insights than qualitative ones.
TL;DR: Agile Workspace Means Choice Among a Diversity of Spaces
If you want your organization to become agile, adding more whiteboards to the workspace will not suffice. You have to abandon the idea that the workspace is an assembly line for white-collar workers. You need to let go Taylorism. We are now in the age of the creative worker.
To become agile – and reap its benefits such as becoming more innovative –, you need a diversity of workspaces to support all forms of creative work: focus, collaborate, learn, and socialize. Also, you have to let your creative workers choose which space is best suited for a task.
After three weeks in the making, it’s my pleasure to present you with three designs of our first Scrum comic strip. Each of the designs is a different visualization of one of the 38 Scrum Master Interview Questions:
A user story is lacking the final designs, but the design department promises to deliver on day #2 of the upcoming sprint. The product owner of your Scrum team is fine with that and pushed to have the user story in the sprint backlog. What is your take?
I would like to invite you to join for free Age of Product’s new “Hands-on Agile” Slack team and enjoy the benefits of a fast-growing, 600+ strong community of agile peers from all corners of the world.
Let’s face it: While your enthusiasm for the big picture of agile practices is admirable, your stakeholders will most likely be moved by one thought only at the beginning of the transition: “What’s in for me? How will I now have my requirements delivered?”.
Read on and learn about one way how to kick-off the transition to a learning organization by pitching a simplified version the big picture of agile practices to your stakeholders first.
Offline boards lift a team’s level of collaboration significantly. They are great information radiators for stakeholders, and they massively benefit from the psychology of getting haptic. Learn the best practices of getting started with your own offline boards in this third post of our series on how to kick-off an agile transition.
Where to start when kicking-off an agile transition?
Usually, tools and processes are smallest the common denominator among all participants, as they are at the core of the grand scheme of agile things.
It is a rare occasion that you start from scratch with a brand-new team without an existing product, probably even in a more or less nascent organization, for example a startup.
In most cases, an existing product delivery organization with available products, and services will go “agile“. In this case, turning attention to the available product backlog is a pragmatic first step. The following process describes what aspects need to be attended to to optimize the outcome.
Peer Recruiting is the new hiring: Shortly, all creative, technology-based organizations will need to abandon the command & control structures that served the industrial world of the 20th century so well. Instead, they will reorganize themselves around autonomous teams to deal with the complexity and pace of innovation of the 21st century.
In such an agile world, recruiting will become a team decision, and the role of the human resources department will change into a supportive one. Recruiters will need to become servant leaders or facilitators, guiding the peer recruiting process.
The following guide to peer recruiting is based on my experience in participating in the recruiting of such team members with Scrum-related roles over the last five years. This first article will cover the Scrum master role.
This fourth part of the Lean User Tests series focuses on equipment and location: What hard- and software do you need to run your user tests, and where to run them? (Spoiler alert: It’s preferably not your office.)
How are your preparations progressing? If anything is impeding you from reaching this goal, please do not hesitate to contact me by commenting this post, and I will gladly help you.
Stakeholder communication: It is simply not enough for an agile product development organization to create great code and ship the resulting product like a clockwork. You also need to talk about it, particularly in the beginning of your agile transition. Marketing the agile journey of product and engineering to the rest of the organization—and thus getting their buy-in—is a critical success factor to step up the game: You want to become agile, not “do agile”.
So, learn more about ten proven stakeholder communications tactics that contribute to making this happen.
This part of the Lean User Tests series focuses on selecting and inviting interviewees: Who is a suitable candidate, how to invite them and why you will need replacement candidates.
You should now be around three to four weeks away from your next—or first—user test. If anything is impeding you from reaching that goal, please do not hesitate to contact me by commenting this post, and I will gladly help you.
Disclaimer: Of course, this post is in no way intended to be gender-specific. In my experience, there is no difference between the Scrum pop and the Scrum mom. This post is all about the emerging trend of Scrum helicopter parenting.
Beware of the Scrum Mom
Trying to be supportive and do good, is most of the time an honorable thing. This is particularly true in your capacity as a Scrum master. However, doing too much good can quickly have the opposite effect. It’s a known Scrum anti-pattern, often referred to as the Scrum mom syndrome.
Read on to learn more about its manifestations, and the damage to your team caused by being overly protective.
From Scrum master to product owner, this set of questions addresses the future collaboration between the both and the rest of the team. The questions have been modeled after some basic principles, that high performing teams have in common. (You can read more on this topic in Marty Cagan’s post Product Success.)
20 Questions to Ask the Product Owner to Get up to Speed as a New Scrum Master
In a world where data-driven decision making is often prevalent, some people feel uncomfortable with agile methodologies as those provide only a few useful metrics. One of those few, however, is the cycle time from idea to shipping a valuable product increment to your customers.
If you want to optimize this metric for your organization, speeding up your product discovery process is essential. And this requires two things: a) rapid prototyping and b) people to test your prototypes with. That’s the main reason why running user tests continuously is so important.
Learn how to best organize and run user tests in this series of six blog posts. Today, we start with answering the “why” question and what huge benefits user tests will provide to your product discovery and delivery process.
When dealing with product roadmap failure, stop debating whether you are doing product roadmaps “right”, or whether roadmaps are evil. Look instead at the job you are hiring your roadmap to achieve. And then ask if the roadmap is the best tool for the job.
14 Common Product Roadmap Failures
A Summary of Almost all Methodology Debates on Twitter
Roadmap Needs and Being Awesome
New to Product Management? What is a product roadmap? For a standard definition see here.
Agile turns into micromanagement as a result of the middle management’s resistance to change. Despite better knowledge, changing an organization into a learning one, that embraces experimentation and failure is not in the best interest of everybody. Self-organizing, empowered teams often conflict with the middle management’s drive to execute on personals agendas.
The agile consulting industry repackages an originally human-centered, technology-driven philosophy into a standardized, all-weather project-risk mitigating methodology. Sold to command & control organizations, their middle managers turn “Agile” into a 21. century adoption of Taylorism for knowledge workers. Beyond this meta-level, the reasons, why engineers despise Agile, fall into five categories: Control, manipulation, monitoring, technology and teamwork.
You want to know the state of agility in your organization? Here we go: Download the checklist, distribute it generously among your colleagues and run a quick poll. It will only take 5 minutes of their time–and then run an analysis on their feedback. If the average number of checkboxes marked is higher than nine, then you are probably practicing cargo cult agile. Consider changing it. Or abandon your agile experiment all together. But don’t refer to it as “agile” any longer.
Everyday Failures in Applying Agile
Agile methodologies, like Scrum, have been on the rise across organizations of all kind and sizes for some years by now. Many consultants responded to the increasing demand for agile practitioners, particularly from corporate organizations, with rebranding themselves.
Customer care as entity, its function and status within a company, can act as a good litmus test for a company’s culture, its product management, and thus its potential for innovation and agile change.
If customer care is regarded solely as a cost center that needs to be outsourced, agile change is unlikely to happen in that organization.
20 questions for you — the new Scrum master — that fit into a 60 minutes time-box. Start learning how the new Scrum team is currently working and get up to speed. Download an easy printable template for your convenience.
Start Learning the Ropes in 60 Minutes
I was recently asked to participate in the product backlog grooming of a team that was looking for a new Scrum master. I was skeptical in the beginning. I had only limited knowledge about the project—a commercial website based on a CMS—, the grooming session was time-boxed to 60 minutes, and I hadn’t met the team members before beyond a very brief “hello”.
So, I prepared a questionnaire with topics I wanted to learn more about, and listened to the team grooming several user stories asking questions from the list when appropriate. Surprisingly, the insights turned out to be much more qualified than I expected. Particularly, the low-hanging (user story and Scrum improvement) fruits could be identified rather easily.
Scrum Master Hiring: Demand Creates Supply and the Job Market for Agile Practitioners is No Exception
Maybe, “Agile” in general is a management fad and not trend at the moment. But what we can say for sure is that Scrum has become very popular for software development purposes. A seasoned Scrum master is nowadays in high demand. And that demand causes the market-entry of new professionals from other project management branches, probably believing that reading one or two Scrum books will be sufficient.
If you are looking to fill a position for a Scrum master (or agile coach) in your organization, you may find the following 38 interview questions useful to identify the right candidate. They are derived from my ten years of practical experience with XP as well as Scrum, serving both as Product owner and Scrum master as well as interviewing dozens of Scrum master candidates on behalf of my clients.
Yes, even absolute beginners can prototype an app. And learn a lot about product management, product design and user experience along the way. It is a low cost exercise that will greatly improve communication within your organization.
Intro: Why Organize an App Prototyping Workshop?
A few weeks ago, I wrote a post titled “No More LEGO® At Agile Workshops – I Am Tired Of Building Airports” expressing my annoyance with the common practice of exercises in workshops that use an inappropriate means in my eyes. I also promised to experiment with an alternative: Building app prototypes, utilizing one of the many prototyping apps in the market. And here is what I have learned over three workshops into this experiment.
The end of 2015 is nearing and it’s product roadmap building time again—at least for those companies that are still dedicated to the old command-and-control model. In the next few weeks, execs and (key) stakeholders will come together and define what needs to be built to meet business demands in 2016. So, here are the seven best practices on how to build product roadmaps the agile way.
When I wrote the Agile Failure Patterns In Organizations post in October, I could not anticipate the feedback it would receive: Over 80 comments on the Hacker News thread and almost 15,000 readers on the blog and additional channels like DZone or Business2Community.
The Fine Line Between Risk Mitigation and Falling Back into Covering Your Butt
The team hasn’t met its commitments once. Not once.
The atmosphere was becoming thicker by the minute. The management was displeased with the progress of the project and was looking for answers, starring at a bunch of Jira charts, I prepared earlier. “How can we claim that we are working in Scrum mode, if the team is not sticking with the rules?”
Throughout the majority of projects I have been working on I could observe an obsession with burn-down charts and other Scrum metrics, mainly team commitments. And as a consequence, a side product of backlog grooming, estimation and sprint planning is elevated to the most important management indicator that “Agile” works: The team’s commitment is matching or outperforming its average velocity.
Building a valuable, useable and feasible product does not happen overnight. These are my four core learnings from focusing on customer value, looking back at the projects I have been pursuing over the years.
Lessons Learned #1: Customers Don’t Know What They Want. And You Cannot Just Ask Them.
It’s really hard to design products by focus groups. A lot of times, people don’t know what they want until you show it to them.
Age of Product’s Food for Thought of March 19th, 2017—shared with 6,872 peers—answers the question whether you’re a Scrum Master, Agile Coach, or both. We like Mike Cohn’s free user story training class to avoid user story smells. And if you have no clue how to pull off a sticky without making it curl, we can help with that, too.
On the product side, Des Traynor of Intercom provides hands-on advice where to allocate blood, sweat, and tears. And, by the way, you’re not the CEO of the product. Sorry. But probably you’re a Product Owner and not a product manager. Roman Pichler provides some insight on this discussion.
Lastly: How radical candor builds kick-ass teams, and what superstars and rock stars have got to do with it.
Age of Product’s Food for Thought of March 12th, 2017—shared with 6,758 peers—dips into agile frameworks, and organizational aspects of culture, and how the first usually fail to change the latter. We also learn how to make working in distributed teams suck less.
On the product side, we dive deep into how to apply Simon Sinek’s Golden Circle to chart a new idea or venture, we learn why rigorous, and ruthless prioritization is king, and that embracing bad product ideas can lead to insights that allow creating something people love.
Lastly: David Heinemeier Hansson of Basecamp reflects on Silicon Valley’s religion of growth at all costs.
Age of Product’s Food for Thought of March 5th, 2017—shared with 6,621 peers—focuses on the subtlety of transitioning organizations to agile ways of working. Jurgen Appelo believes in shapeshifter like flexibility, we unbundle our usual nemesis, the “agile” middle management, and we borrow some insights from Crisp’s decision to go without a CEO.
On the product side, we dive deep into handling the “we know what build syndrome,” and recall the learnings from the innovator’s dilemma and minimum viable product concepts. And we learn to stop fooling ourselves by acknowledging that we are caught in mental models.
Lastly: Behavioral economist Dan Ariely explains why we so often sabotage ourselves – despite knowing better.