Why Empirical Process Control is Important in SCRUM? June 14, 2017

In today’s rapidly changing market trends, the customer may imagine an ‘apple’ and the finished product made by the project team may be an ‘orange’. This though is not the main problem. If the customer is aware of what’s cooking from the start he can steer the team to the ‘apple’ side. But in actuality the customer finds out about the ‘orange’ only too late. In other words if inputs and processes are in control and are reliable, we can get reliable outputs (which are generally the case with Waterfall model). The problem arises when inputs and processes cannot be controlled rigidly which generally means that the outputs would be unreliable (the Agile/Scrum scenario). In such circumstances we need to look beyond the waterfall model and focus on Empirical Process Control which simply means you need to look at the outputs more frequently and if it is not as per your liking you go back to inputs and processes and tweak it accordingly.

In Scrum, decisions are made based on observation and experimentation rather than on detailed upfront planning. Empirical process control relies on the three main ideas of transparency, inspection, and adaptation.

Transparency allows all facets of any Scrum process to be observed by anyone. This promotes an easy and transparent flow of information throughout the organization and creates an open work culture. In Scrum we have a Project Vision Statement which can be viewed by all stakeholders and the Scrum Team; an open Product Backlog with prioritized User Stories, both within and outside the Scrum Team; clearly visible Scrumboards, Burndown Charts, and other information radiators; Daily Standup Meetings conducted making sure everyone’s aware of everything; and Sprint Review Meetings in which the Scrum Team demonstrates the potentially shippable Deliverables.

The following figure summarizes the concept of transparency in Scrum

Inspection in Scrum is depicted through the use of a common Scrumboard; collection of feedback from the customer and other stakeholders; review and approval of the Deliverables by the Product Owner and the customer.

The following figure summarizes the concept of inspection in Scrum:

Adaptation happens as the Scrum Core Team and Stakeholders learn through transparency and inspection and then adapt by making improvements in the work they are doing. In Daily Standup Meetings, Scrum Team members openly discuss impediments to completing their tasks and seek help from other team members. Risk identification is performed and iterated throughout the project. Improvements can also result in Change Requests, which are discussed and approved. The Scrum Guidance Body interacts with Scrum Team members during many processes to offer guidance and also provide expertise as required. During the Sprint Retrospective, agreed actionable improvements are determined.

The following figure summarizes the concept of adaptation in Scrum:

These three pillars of Empirical Process Control ensure that the problems which projects face in the Traditional Waterfall way of doing things do not happen in Scrum Projects.

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Conflict Management Techniques

Usually there are four approaches to managing conflict in an organization applying Scrum processes:

1-      Win-Win.

2-      Lose-Win.

3-      Lose-Lose.

4-      Win-Lose.

Win-Win

It is usually best for team members to face problems directly with a cooperative attitude and an open dialogue to work through any disagreements to reach consensus. This approach is called Win-Win. Organizations implementing Scrum should promote an environment where employees feel comfortable to openly discuss and confront problems or issues and work through them to reach Win-Win outcomes.

Lose-Win

Some team members may at times feel that their contributions are not being recognized or valued by others, or that they are not being treated equally. This may lead them to withdraw from contributing effectively to the project and agree to whatever they are being told to do, even if they are in disagreement. This approach is called Lose-Win. This situation may happen if there are members in the team (Including managers) who use an authoritative or directive style of issuing orders and/or do not treat all team members equally. This approach is not a desired conflict management technique for Scrum projects, since active contribution of every member of the team is mandatory for successful completion of each Sprint. The Scrum Master should encourage the involvement of any team members who appear to be withdrawing from conflict situations. For example, it is important for all team members to speak and contribute at each Daily Stand-up Meeting so that any issues or impediments can be made known and manages effectively.

Lose-Lose

In conflict situations, team members may attempt to bargain or search for solutions that bring only a partial degree or temporary measure of satisfaction to the parties in a dispute. This situation could happen in Scrum Teams where team members try to negotiate for suboptimal solutions to a problem. This approach typically involves some “give and take” to satisfy every team member – instead of trying to solve the actual problem. This generally results in an overall Lose-Lose outcome for the individuals involved and consequently the project. The Scrum Team should be careful to ensure that team members do not get into a Lose-Lose mentality. Scrum Daily Stand-up and other Scrum meetings are conducted to ensure that actual problems get solved through mutual discussions.

Win-Lose

At times, a Scrum Master or another influential team member may believe he or she is a de facto leader or manager and tries to exert their viewpoint at the expense of the viewpoint of others. This conflict management technique is often characterized by competitiveness and typically results in a Win-Lose outcome. This approach is not recommended when working on Scrum projects, because Scrum Teams are by nature self-organised and empowered, with no one person having true authority over another team member. Although the Scrum Team may include persons with different levels of experience and expertise, every member is treated equally and no person has the authority to be the primary decision maker.

Scrum and Leadership Styles

Leadership styles vary depending on the organization, the situation, and even the specific individuals and objectives of the Scrum project. The leadership style will determine the work culture of the team and also the behaviour of the Scrum Team members. Some common leadership styles are as follows:

Autocratic: Autocratic leaders do not delegate the powers to others and decision making powers are rested with the leader. They do not take the suggestions from others and compel others to follow their decision or orders. In this style of leadership, employees do not have any freedom to put forth their views.

Democratic: This leadership style is completely opposite of the autocratic style. Here, the leader is the representative of employees and is selected with the consent of all the team members. He takes suggestions, inputs and discuss with the team members before he takes the decision. However, the power remains with the leader and responsibility is delige=ated to the team members.  

Laissez Faire: The leader in this style of leadership is hardly interested in supervising the scrum team’s activity and their performance. The team members are left at large to perform and achieve the goals. In such style of leadership, the impediments faced by the team are not removed and this may lead to failure of the projects.

Servant Leadership—Servant leaders employ listening, empathy, commitment, and insight whilesharing power and authority with team members. Servant leaders are stewards who achieve results by focusing on the needs of the team. This style is the embodiment of the Scrum Master role.

Delegating: These leaders delegate the authority and responsibility to the team members. Team members can make the decisions and take the responsibility of their activities. This is done, when the leader feels that the members are competent enough to the decisions. Leader is invited to involve in the decision making if it is demanded by the situation.

Directing: Directing leaders in scrum team provide instructions to team members on each and every task need to be performed. This some time may reduce the confidence of the team members and they always expect the leader to guide them.

Assertive: Assertive leaders confront issues and display confidence to establish authority with respect.

The Servant Leadership style is the one that should be adopted in the Scrum Teams. This leadership provides enough powers to the Scrum team members to take decisions and also the team is held responsible for the success of scrum projects. This brings ownership to the team members are not restricted it to the leader. 

An Introduction to Scrum

Agile methodology for project management supports product and service development in any industry

SCRUMstudy, the global certifying body for Scrum and Agile certifications, in an effort to spread awareness about the Scrum way of managing projects, launched its Introduction to Scrum course in October. The initiative generated immediate interest with over 10,000 members signing up within the first month—far more than even the SCRUMstudy team had imagined. What worked for the course was word-of-mouth publicity. More than 80% of members have rated the course “excellent” or “very good” in the automated feedback system which is integrated with the course.Almost all of them recommended the course to others.

It’s not hard to see why. There are 12 videos thatexplain the key aspects of Scrum in an easy-to-understand manner. There are 2 mobile apps about Agile and Scrum, as well as an online case study app thatguides a student through an interactive case study thatdemonstrates how Scrum can be used in a real-life scenario. The first chapter of the definitive guide to Scrum—A Guide to the Scrum Body of Knowledge (SBOK™ Guide)—is also included in the course. After completing the course, one can get a course completion certificate and 10 PMI PDUs bysuccessfully passingan online exam. And all this is absolutely freebecause SCRUMstudy’sobjective is to spread awareness about Scrum and helpmore people improve their project performance using this framework.

For professionals who want to take the next step in their careers and become certified Scrum practitioners, masters and experts, SCRUMstudy offers the following certifications:

1. Scrum Developer Certified: SDC™ is an entry level certification for Scrum Team members and those who interact with any Scrum Team. The objective of this certification is to ensure that Scrum Team members know enough about Scrum to effectively contribute to a Scrum project.

2. Scrum Master Certified: SMC™ professionals have a practical, working knowledge of Scrum that equips them to implement and work in a Scrum environment. The purpose of the exam is to confirm that the applicants have achieved sufficient understanding of how to apply Scrum in projects and to tailor Scrum to fit individual and unique scenarios.

3. Agile Expert Certified: Agile Expert Certified (AEC™) professionals possess a wide-ranging knowledge and understanding of the values, methods and intricacies of Agile. The purpose of the exam is to confirm that applicants have the ability to compare and choose the methodology most appropriate in a given situation.

4. Scrum Product Owner Certified: The Scrum Product Owner Certified (SPOC™) certification exam is designed to confirm the applicant’s practical and working knowledge of Scrum that equips them to handle the business aspects and stakeholders in a Scrum environment.

5. Expert Scrum Master: ESM certification is the next step for Scrum practitioners to further demonstrate their expertise in Scrum methodology. This will test theirability to manage complex Scrum projects and scale Scrum in complex projects involving largeproject teams, prog

Common leadership mistakes creating Agile fiascos

Agile methodology as any other methodology would need to be planned, managed and implemented by people/stakeholders because people are the drivers behind any change. Top level management support is highly crucial for realizing the success of Agile implementation as its success rests up to a significant extent on management fueled organizational transformation. Many disasters of software projects toward Agile development can be factored in on the absence of support from the side of management. Agile misconceptions on the part of higher management need to be done away it as that poses to be one of the most important factors in jeopardizing the Agile project. Imposing Agile adoption alone just cannot change anything; the leaders need to be a very much active part of the whole process.

Agile delusions

·         Business leaders take it for granted that adopting Agile would improve software development within a short period of time – say a couple of months. Time, as a crucial aspect of any project management, is an area which the leaders of businesses are not prepared to negotiate with the development teamas the team goes on about the learning process of Agile implementation.Effective implementation of Agile development would require years, if not months, in a given organization holistically. No doubt, progress in increments can be seen during the process but in the scope of the larger picture, efficiently responding to changes and requirements of the business in the long term would require more time. The team and the organization, by then, would have learnt Agile as a way of life and, thus take pride in achieving improvements on a continual basis.

Fostering Agile is only aboutferrying ininnovativetrappingsto the development organization

·         It is a complete misnomer to believe and accept the fact that adopting Agile is all about getting to know their tools aiding iterative development in the spheres of designing, analyzing, developing and releasing activities. This culminates in disasters often.

Swift delivery of apps and software is the principal objective of Agile development

·         Technical debt can be a major drawback of teams striving for more speed in terms of delivery working on delivery of software. This would impact adversely quality – another major aspect of the project culminating in sacrificing a core part of the value delivery.

The core focus of change in embracing Agile should be the development group ONLY

·         Agile brings with it organizational transformations. The change toward transformation of the organization should be whole and only the development team just doesn’t justify that logic. It should start from top level management who needs to understand and practice it.

Agile In Manufacturing Industry

Indian Manufacturing industry is governed by increasing financial complexities, relentless customer requirements and demand cyclicality. Hence to be successful in the market, many industrial manufacturers are transitioning to Agile to effectively plan and execute complex programs, reduce wastage, deliver products which meet the customers’ requirements and to position themselves as the complete solution providers to their consumers.

Focus in this industry has drastically shifted towards customers. Customers are getting more and more demanding with their unique needs and they have also become more knowledgeable. This has forced the manufacturers to improve product line planning, maintain better balance between resources and features and to innovate rapidly. They have realised that to stay competitive, they must provide superior customer service continuously throughout the life cycle of the product. Also, they have to effectively manage and communicate product information with suppliers to drive the product costs down, delivered at specified quality levels and meet schedule commitments.

Agile tools can help these companies in the following ways:

1.    Bids and Proposals: A traceability matrix can be maintained which can link each and every bid and proposals with the clients’ specific requirements, to downstream design, planning, procurement, production, maintenance schemes etc.

2.    Product Portfolio Planning and Maintenance: All the various products can be tracked simultaneously, with dashboards providing vital information like resource utilization, number of features completed, cost incurred, due delivery date, constraints etc. for every project, thereby allowing a lot of flexibility in resource management and task allocation.

3.    Supplier Management: There can be synchronization between the design and the sourcing teams so that the outsourced components meet the quality and performance criteria.

4.    Prototyping: Coordination between distributed design and manufacturing partners to communicate effectively and timely among them, so that the prototype developed covers most of the features or sub features of the original product and it also ensures that the prototype is scalable and flexible in nature. Similarly, in case a new trend is being tested as a pilot project, agile tools will help in frequent customer interaction and collaboration, which will lead to identification and tracking of defects/error of planning design etc. All these will be properly tracked due to which changes can be easily identified.

5.    Post sales service and support: Tracking and managing performance of products once delivered, maintaining logs of any defects which the customer identifies, and coordinating among various stake holders helps immensely in satisfactory post sales service and support.

Thus, Agile is slowly being used by many manufacturing companies to improve their efficiency, and it can be assumed that this is only the tip of the iceberg.