Tag Archives: Lean

You don’t have Agility if you don’t have it at Enterprise level


Have you ever felt that your Scrum team is a power-puff, super performing team, but it fails as soon as it comes to collaborate and take feeds from other teams in the enterprise? Do you feel that you always get approvals from your Technical Architect unit but show stops when it comes to take approval from Enterprise Architecture Team? Did you ever find that various organizational processes derail your Agile development train, and breaks momentum of your team? Does all this demotivates your team and hence your team fails to see benefits of Agility, which in turn breaks confidence of your management in giving approval to Agile Product Development methodologies?

If that is your case then you need system thinking, you need to consider Agility at Enterprise level. Any transformation, that doesn’t show result immediately, is mostly opposed. People do not want to change for something they don’t believe in, something that they don’t know, something for which they can’t envision how it will improve their own condition. And if they can’t see that, they can’t be enrolled in your mass movement.

Every organization with its pre-existing Org Structure, defined roles and hierarchies, different teams for different activities, finds it very difficult to enable enterprise level agility because agility demands close collaboration and no formality tools and processes, which are flexible enough to make changes as per Org agility achievement needs. In short, for any rigid environment, you need something that can work in parallel to existing system. SAFe is that one approach. From the product inception point to product delivery time, SAFe creates an Agile Release Train (ART), which is a temporary, virtual body within your enterprise that takes care of everything around one unique product in your organization. This train dissolves as soon as product is delivered, and value is achieved. It doesn’t impact existing Org structure, doesn’t change roles, and doesn’t disturb what is already going on.

If you want agility, do it right way. And right way in above scenario is SAFe.  I am conducting SAFe Agilist Batch on 20 -21 Feb, come join me and learn the art of Enterprise Agility:


Why, in the first place, we need Agile? We have been so good without it.

WhyAgileHow will you feel if you are told that your job is to code or build or maintain and support the best way you can, you get all the help you need, you know what product you are creating or contributing to, and you have complete freedom to make recommendations, and changes are made as per them. In return only thing that is asked from you is to stay committed to the product you are aligned to. Will you give your 100% and try to create best possible product with your team?

This is most NATURAL expectation that every IT professional has, irrespective of his role as a developer, tester or system admin. Things get little complicated when you mix hierarchy, processes, audits, employee ranking, employee appraisal, team management, motivation by competition and then one more factor that creeps in with all this – dirty politics. All this demotivates employees and creates a massive incoherence in the entire organization. Everyone is burning themselves to 100% of their capability, yet results are disastrous. Customer is unhappy and company is in loss. Nothing seems to work.

In 2001, many such factors motivated thought leaders from all over the world to come and propose Agile Manifesto. Most of these leaders were developers at core, who had experienced what it takes to make and what can possibly break. They were the soldiers at war front, the peasants who make food for entire nation, the backbone of their organizations. They were the actual DOERS. They proposed a manifesto that was based on their understanding of needs of DOERS and TAKERS (Customers) –

  1. Let DOERS understand what TAKERS need. Do not let Process and Tools, which are supposed to help them, become impede them.
  2. Let TAKERS see for themselves what has been done, instead of making them rely on intangible information.
  3. Enroll TAKERS in creation process, so that they have complete idea of what will be created. This also enables futuristic thinking for them. For DOERS, it makes them more realistic in making commitment on their side. And hence no one feels cheated, and most practical and achievable plans are made.
  4. And last and most important – Change is inevitable. If both DOERS and TAKERS as already enrolled for one mission, they both are change ready. Their plans evolve with changing time and needs, and hence create what can serve and not just sit there as Humbug.

Point to be noted here is that this manifesto majorly talked about DOERS, their NEEDS and their ENROLLMENT with TAKERS. It did not talk about organizational hierarchies, practices, Employee assessment, control and utilization. This manifesto only focused on how best product can be created. And the way chosen was one that came naturally. Give DOERS freedom to do their best, and you will get what you are looking for. This natural approach, this instinctive science of product development is called AGILE.

By default we all are Agile virgins. We love freedom, we love to create. We are self-motivated, our motivation comes from within. Our motivation gets killed by various surrounding factors, various prevailing Organizational hypocrisies and over the years the circle completed itself and called for its Agile environment to restore the internal motivation without which its a dead world.

What do I need to do before doing CSM / taking CSM class?


Many of my friends ask me this question. Should I take “Scrum Fundamentals course” for some XYZ training institute? They are offering really cheap study material, and it’s a money back offer if I don’t clear exam. I really feel bad for them. C’mon folks if you have extra bucks, please give it to some charity or may be buy something nice for yourself.

Its like do I need to do anything before taking birth. No dude, your mom and dad will take care of everything. Just GO, get out there already!

CSM i.e. “Certified Scrum Master” is a certificate issued by Scrum Alliance. This certificate shows that you have complete knowledge about Scrum Framework, including team roles, activities, and artifacts; and are eligible to fill the role of ScrumMaster or Scrum team member in yur organization.

So does that mean that there are no prerequisites for being a CSM?

The answer is YES! Go to Scrum Alliance site and look for next available course of CSM and take it. Or google for next available batch of Scrum and take it. If you are the ‘Proceed only prepared’ kinds, then reading Scrum Guide will be enough (You can get it from Scrum Alliance Site for free). Also you can look at Resources section on Scrum Alliance, in fact the entire site is a good collection on information about Scrum and various courses offered.

Btw what is the process of becoming Certified Scrum Master?

You enroll for 2-days Scrum Alliance’s CSM course. Scrum Alliance’s hand-picked trainers (CSTs) will deliver this training and you will then have to take certification exam. The exam is very simple just like Agile and Scrum. And Ta-da! You are CSM.

Wait a minute. Does that mean anybody can be ScrumMaster?

Well yes and no both. Yes because Scrum is very simple, it’s the natural way of working. So understanding Scrum, taking up CSM exam and clearing it is very easy, anybody can do it. BUT each job has its own challenges. Everyone can play Cricket or Scrum, but can’t be a good coach, can’t train others to do right for their team, and get the goal.

So, I hope you got all your answers. Do write me in case you have any more questions about CSM at deeptijain@agilevirgin.in .