Getting Scrum onto my CV

I have worked in largely non-Agile, non-Scrum organisations. With my Product ambitions, ensuring my next role is Agile is something of a challenge. I have stacks of experience of handling the sort of problems that always arise in any event – most are a form of change management. The key is that when operating Scrum, through its three pillars of Transparency, Inspection and Adaptation life should be immediately easier, not harder, for a team member new to Scrum. i.e. Conversion should be quick and easy.

I decided to certify. Being self-funded, the Scrum Alliance route was going to be out of my reach, so PSM via Scrum.org is my way to go. I didn’t want to have to pay for any retesting and there’s more to passing first time than just reading the scrum guide a few times. My route:

On completion of the assessment, a report of your scores is returned with percentages for focus areas (Product Value for example) with links to specific resources to help you improve in those areas.

So, for me job Done!

PSM I

Awarded: Dec 13, 2019

In conclusion, the study and practice assessments were all valuable experience and leave me more determined than ever to work in an Agile, preferably Scrum environment going forwards.

Agility before Agile

Having spent the last 6 years or so, mostly project managing things digital, web and mobile we selectively adopted some artefacts and ceremonies from Kanban and Scrum. However neither the organisation nor clients were ready to fully adopt Agile culture.

Meanwhile Agile has found its way beyond tech’ into traditionally conservative organisations including banking.

There was agility before the Agile manifesto formally pulled it all together. As a Studio Manager in the late 1990s we had a few things right which map to Agile priorities:

  • Individuals and interactions over processes and tools
  • Customer collaboration over contract negotiation

We certainly recognised and valued staff who could work in multi-function teams.  We sought designers with technical aptitude and developers with an creative flair to ensure some overlap in skill-sets (T-shaped capability). A core project team consisted of a designer, developer and account manager. Any of whom might be project lead, based on the nature of the project. i.e. a very creative project may well be lead by a designer, functionally complex projects lead by a developer and content driven projects typically by an account manager.

At that time,  laptops were rare and hot-desking impractical with each person’s workstation often highly customised, big and heavy.

We redesigned our studio and it’s furniture to facilitate quick and easy team flexibility. Instead of benches of workstations, we had specially designed furniture arranged in clusters of four. Within the cluster, the centre space was kept clear with computer screens were arranged to the outer edge ensuring team members can see each other, easily communicate and view each screen content with a slight turn. Workstations consisted of desktop computer and monitor both on top of a customised mobile pedestal. Changing teams was simply a matter of unplugging and wheeling the workstation to the next cluster.

Two clusters of 4, ready for workstations
Wine and beer for the opening of the new studio

I haven’t found an environment quite like it since. Of course, laptops and WIFI make the ‘wheelie-workstation’ less necessary. I remain proud of the work we did in that studio, my colleagues and the way we worked together.

Team ideas raise development opportunities

A video, demonstrating a positive development environment. As I shift my mindset to ‘Product’, it also shows significant investment in the team’s knowledge and instincts as a source of product development ideas, company wide and how that benefits all concerned.

  • Agile makes it possible: (from 2 minutes) Transforming to best practice and an agile development culture improved code quality and development flexibility
  • Hack sprint: (from 6 minutes)
    • Every 5th sprint is a ‘Hack Sprint’, ‘hack’ ideas are put forward, teams formed and concrete demo’s built
    • Demos are presented back and pitched for roadmap inclusion

How this approach contributes to a positive culture of continuous improvement is clear from the video; company, product and personal.

Summer 2018

A note to self, looking back on my last post to see what actually was achieved since.

Step 1 – “Get some tooling” – CHECK. Applied to ageing personal web stuff.

Step 2 – “Read up Jeff Patton’s User Story Mapping” – CHECK. The key catchphrases stand up no matter what: “Build the right product”, “Shared understanding” and adding my own twist “develop the greatest effect soonest”. Definitely worth a second read and reference.

Step 3 – “Play with Docker” – PARTIAL CHECK. Our lead developer has built an excellent Docker based infrastructure at work, bringing greater reliability and efficiency. My home kit isn’t compatible yet, so Vagrant will suffice until I update.

Steps 4 and 5 – We did set about using JIRA, Confluence and Bitbucket and bringing legacy projects to them

Moving on from my last employer, my next steps are to ensure I dedicate more time to:

  • Family
  • Exploring new tech – AR and VR of particular interest as it gains momentum as Oculus Go continues the process of bringing it mainstream
  • Gaining more product management experience
  • Photography – In camera, editing and restoration – creacog on Flickr
  • Tidy up this blog – so much has changed in the last 6 years

Then possibly freelance until finding the next permanent role.