# Friday, 04 March 2016

Did you know that in original Scrum books by Ken Schwaber he talks about one of the roles of a ScrumMaster was to get enough chairs for the Daily stand up?  The first pilot company also used to take significantly longer than 15 minutes also. Oh how we have evolved Smile

If I said to you ‘The Daily Stand Up’ what words immediately pop up in your mind?

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The words or phrase that pop into my mind are:

  • Synchronization
  • Swarming to release value

It is so easy to forget what the key outcomes of a Daily Stand Up meeting is and get caught up in the mechanics of it.

In a nutshell we want:

  • Team members to talk to each other and collaborate on the work that has been committed to.
  • To understand what problems are impacting us and what any potential upcoming risks are.
  • What value we need to unlock from the board.
  • Whether we can complete everything still we set out too. If not, there are expectations to be managed.

Did you know your most valuable pieces of work are actually the items that are waiting to be tested and deployed?  This is because we are only potentially a short stop away from benefits realisation or important feedback.  As teams we need to be focusing on ‘Finishing’ things, rather than starting new work. This might even mean that developers have to test!.  So a key outcome for me as an ScrumMaster is about teams swarming on getting whole items across the board and releasing the value early. 

There are a number of different ways to run them.  If you are in the early stages of Scrum you are quite possibly using the three questions:

  • What did you do yesterday?
  • What are you doing today ?
  • What stands in your way?

Over time I expect teams will alter this for their needs rather than slavishly following rules.

I vary the technique depending what traits I see the team exhibiting.

  1. I alter the three questions to just be.
    - What is everyone working on today?
    - What impediments or risks have we?
    - Can we still meet our commitment?  Handy to have your burn down on the board to aid this conversation.

    I tend to drop the ‘What did you do yesterday?’ questions as I trust that people come to work to do their best and that they are talking as a team where dependencies arise.  They do not need to justify to me what they did.  People shouldn’t feel as if they have to account for every minute of the day.
  2. Walking the board is also a great technique and useful when you have non-technical people wanting to know when their stuff is going to be done.  This technique really helps with swarming.  This is the practice that Kanban teaches. Typically we work from right to left looking at what it is going to take to complete this work. It is an opportunity for the team to pair together to get items over the line.
  3. If I have a team with lots of blockers, then I might just get the team to talk about these key items to see what we can do as a team to keep things moving.

I might vary running these meetings in different styles on a daily basis to get different information shared. You don’t have to do the same style every day. 

In whatever technique you run a key thing I see happening time and time again is ScrumMasters being reported to or ‘Running the meeting’

We need to think about how we can stop this from happening, They are not there to report to you!

Top Tips

  • Did you know that the ScrumMaster doesn’t even need to be at the Daily Stand ups?  The team should be able to facilitate this for themselves and manage their impediments.  Pop off for a cuppa and see if you team springs into action!
  • Don’t stand in front of the board.  We should be as standard facilitating from the back of the room and so the focus is not on us.  If you have not heard of facilitating from the back of the room….find out!
  • Don’t call out the name of the person who you want to speak.  Use ‘Who’s next?’
  • Use a prop such as a ball to get the teams to throw around and speak.  This helps them to decide who they want next to speak.  No one is looking at you either, because they are focusing on the person with the ball, and then not dropping it.
  • Rotate the role of facilitator around the team, let them all have a go.  I used to play ‘Spin the pen’ and if it lands on you, then you are facilitating for the day.  If some people are nervous of this, then it’s a perfect coaching opportunity for you.  Always ensure that you give the facilitator positive and improvement feedback.

The meetings should be in a regular heartbeat and so teams know the time and the place of the meeting as standard.  The time to update the board is NOT during the meeting.  People should be doing this on a regular basis throughout the day and not just saving it up.  This will help you to keep it to the recommended 15 minutes per day.

Did you know you don’t have to run these in the morning?  Teams can actually choose whatever time is best for them.  You can even have more than one a day if you are working on critical tasks. Some teams even have them last thing in the evening so that they are set up for the day to come in and get cracking. The key is whatever ever you do the team is getting value from these sessions.

A technique that I adopt to validate this, is to ask the team members to raise their hand of they feel they are not getting value, because maybe the conversation has diverged into problem solving.  This is a sure fire way to make sure that you keep things on track.

We keep the sessions to 15 minutes to promote valuable synchronization. The chances are if they are taking longer, it’s because you are problem solving or not talking about relevant items.  One team I had used to take 20 minutes to complete their stand up.  This was fine, because the value they got was worth the time they spent together.  Try and avoid extending it out much further Smile

If you do have lots of problem solving, then maybe your need to book 15 minutes after the Daily Stand up so the team can then brainstorm what they need to, but have a clean finish to the previous meeting.

The most powerful tools we have as ScrumMasters is observation and facilitation.  Observe what you are seeing and always challenge whether we can improve the way that we work.  Use your facilitation to guide the team and to help them decide and achieve for themselves what needs to be.

We are there as ScrumMasters to grease the wheels of the teams, reduce lead times, protect the values, principles and practices and to ensure that we continuously improve ways of working.  Quality is also at the heart of everything we do.

So reflecting on your daily stand up meeting today, what could  you do differently.

 

 

I want to thank: Nigel Baker, Geoff Watts, Bazil Arden and Alex Gooding.   I asked them all what their lesser known top tips or facts were in preparation of this article and they provided their input.

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Friday, 04 March 2016 17:14:45 (GMT Standard Time, UTC+00:00)  #    Comments [0]


# Tuesday, 27 August 2013

Had another glorious day out with my nephew last week. This time I took him to Blakeney for a picnic, more crabbing and then we went out on Beans Boats to see the seals at the point. I love animals and going to see the seals has become like a pilgrimage each year for me. Disappointedly we did only catch 5 crabs, but I blame my brother who forgot the bacon. Fish heads just did not cut it!

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We also had the Agile Coaching Exchange (ACE) with Nigel Baker who presented his Optimus Prime and Change session. It addresses organisational evolution towards a Scrum Method. Nigel is one of the funniest people in Scrum I know and he didn’t disappoint me on the night, his humour was on form. Most amusing had to be the teaching of the pisello technique. Well you have heard of the pomodoro technique of time boxing for 20 minutes, well this is the time boxing of 20 seconds. It translates to Pea!

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So on the topic of changing organisations I want to talk about one of the key challenges that I tend to come up against.  When people ask me what the best part of my job is I say ‘people’. Ask me what the worst is and I say ‘People’

Every coach has faced people who are happy with status quo and don’t outwardly support the way the organisation is heading with its delivery method. So as coaches, how can we help them on the journey?

A few years ago I was introduced to the 3 zones model.

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The Comfort Zone

The comfort zone is where we are the majority of the time. It’s the location of the skills and abilities we’ve built up over our career. In the comfort zone we are the most ‘comfortable’ . However we cannot develop ourselves and build new skills when we are in this zone. It consists of the abilities we can already do easily.

The Panic Zone

Have you ever become so worried you can’t focus? Then you’ve probably been in the panic zone at some point of your life.  Activities in the panic zone are so tough that we don’t even know how to approach them. The overall feeling of the panic zone is that you are uncomfortable and possibly discouraged. Like the comfort zone, we can’t make progress or learn in the panic zone.

The Learning Zone

Between the panic zone and the comfort zone is the learning zone. You only develop yourself further by embracing activities that are in the learning zone. The skills and abilities that are just out of reach are in the learning zone; they’re neither so far away that we panic nor close enough where they’re too easy.

So how does this relate to organisational transformation?

When we go into organisation as coaches and come across resistance, it means that we have possibly pushed people into the ‘Panic’ zone. We have to identify what their panic is and then work with them to resolve it. Here are a few examples of ‘panics’ that I come across most frequently:

  • What does this mean to me? Will I still have a job?
  • What if I cannot do this new role?
  • I do not want to dilute my skills
  • I was a manager, am I not anymore?

There are many more examples, but we need to consider how we approach the change and not push people into ‘Panic ‘ and shut themselves down. We need to articulate the change through a vision and ensure that we know what the current end state is anticipated to be, and how people fit into that picture.

We need to anticipate that certain people will need 121 coaching to help support them through the change and consider how they can be incorporate into the change to help influence others.

People are at the core of our business and so we need to invest the appropriate time and effort supporting them through the change and our lives as coaches will be easier.

There is another category of people who do not openly show their fear with reluctance or negativity. These are the ones who claim to get and support Agile, but their behaviours tell you otherwise. They think they are being cunning to disguise their true feelings, but it’s pretty apparent. The above won’t work for them, but I reckon that's another blog in itself!

Final thoughts

I want you to consider your approach to working with individuals, teams and organisations and how you can coach them to be in the optimal place of the Learning Zone.



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Tuesday, 27 August 2013 14:06:31 (GMT Daylight Time, UTC+01:00)  #    Comments [0]


# Monday, 17 June 2013

I love being an Agile Coach! However it has its ups and downs, such as you inevitably end up coaching yourself into something you didn’t want to do or face.

My latest self-coaching started when ‘The boss’ brought up again about me blogging. I found myself making the usual excuses and moving on the conversation swiftly. It was only on my end of the day self-retrospective I asked myself ‘What am I afraid of?’ and so here I am blogging.

Damn I’m a good coach!

On further reflection I started thinking about all the good and bad experiences I have had and so this is the start of me telling you about them, but firstly I want to tell you a little bit about me.

So where did it all start? Well on June 3rd 197x…..…only joking!

My history is of an IT Project Manager working in a large insurance company. I was there for 12 years and I am thankful for the people I met and everything that I learnt. It was on one of these cold Norwich mornings that one of my developers said to me they wanted to do iterative development on my 'traditionally' led project. I look back and laugh now at my dismissive response and realise now how much I have grown and changed. I was that command and control Project Manager, a pretty fierce one at that.

It was a year later that I was introduced to the woman who would become my Agile yoda and change my belief of myself, how we deliver projects and how to structure organisations forever. It's through the coaching and mentoring of her and many others on my journey that have got me where I am today. I think that everyone who knew old & new Helen will testify to the massive change in me and it’s something I am very proud of. Who said you can’t teach an old dog new tricks :)

So fast forward to 2012 and I was fortunate to become one of the Ripple Rock family and be given the opportunity to go out and do what I love and feel passionate about.

So what am I passionate about I hear you ask?

· Shopping  - I am obsessed and had to snigger when ‘The Boss’ told me I was thrifty this week. He has obviously not seen my designer bag collection or the massive wardrobe I am now building myself.

· People - My mission is to meet as many people and teams as possible and to really coach them to be the best they can be, Agile or personally.

· Organisations - I want lean mean feature team machines (nice ring to it!) My mission is not to sell Agile to organisations but to coach, guide and mentor them to realising the benefits that are important to them and their customers.

· Community - I am all about the Agile family and actively look to bring people together, share knowledge and to have fun. So I am one of the co-founders of the Agile Coaching Exchange (ACE). Look this up for now, but no doubt I will be telling you all about it in the near future.

So that’s a little taster of quirky ole me, hopefully you are still reading and might even want to pop back every now and again to see what’s going on in my world.

Final thoughts
I have faced my fear today. What fear do you need to face?

Helen



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Monday, 17 June 2013 10:57:18 (GMT Daylight Time, UTC+01:00)  #    Comments [0]