Category: tactics

ScrumOfThree

Since becoming a full-time ScrumMaster, I haven’t written much, unless it reflected on a significant event I wanted captured:

And then:

  • I became a father.

And through a year since:

  • I embrace the present moment a little more easily.

Diving into the above a bit, besides when we’re at the playground, or doing swim lessons, or other situations where I feel her life is in my hands, I’d say the most present I’ve ever been was just before and just after my daughter’s birth. A significant reason? My phone was off.

My phone wasn’t dead. My phone wasn’t almost dead. I wasn’t trying to be respectful. I wasn’t trying to hide. There was just absolutely nothing more important in the world (for me) at that extended moment, and the unquestioning clarity of that absoluteness has never… happened before.

I wonder when it will happen again.

My being unfathomably present was the only thing that could have happened (for me) at that extended moment.

I wonder when it will happen again.

Has this ever happened – for you?

Leave Cats Alone

There’s more than one way to skin a cat.
– someone who walks around in a hand-made, cat-skin coat

Does that phrase give you paws pause? It should. It should get you to imagine a world where skinning cats was a common enough activity such that the variety of methods was contemplated often enough to drive to a conclusion that was shared widely enough to stake its claim in our indeed vulgar vernacular as an axiom. WTF.

Yet, I care about that world.

I want to live in that world.

I want to live in that world… with the small detail of switching out the skinning of cats with the living of life in an Agile manner.

There’s more than one way to live life in an Agile manner.
– someone who walks around in a hipster, vintage, upcycled, locally harvested, hand-made, cat-skin coat

Step into this world with me.

Step into a world where I pined to be a Scrum Master (I practiced with the team of me while documenting the journey on this blog), where upon becoming a full-time Scrum Master, I have written just 8 blog posts. I became a father. I landed my third full-time Agile Practitioner gig, now as a start-up’s sole Agile Coach. And looking back on my own ScrumOfOne, I wonder how Agile I really am.

Those close have heard me complain about how caring for a new life has reduced my capacity to engage in personal development. This is measured by, um, how many things I can cross off a “stuff to evolve Merrill” list, and how often I check in with myself regarding my ability to, um, check things off said list, and knowing that I am working on the highest-value activities.

Step into a world where I’ve been too sleep-deprived and/or on duty to do any of the above personal development. I used to have a detailed backlog, and now I don’t. I used to have regular planning sessions and retrospectives, and now I don’t. I used to walk around feeling in control of my purposeful path on this pale blue dot, and now I don’t. (I used to not complain, and now I do.)

All the markers of DOING Agile have disappeared… replaced by the markers of BEING Agile.

(This epiphany didn’t hit me until getting to this very part of the blog post, so please stick with me.)

Though not along a path set via purposeful planning, I know my hours are spent on the highest-value activities: what is needed now and next for my family.

Though not formal, I’ve learned to use the small gaps in daily activity to reflect and prepare, reducing feedback loops and extracting Kaizen where appropriate.

Though not detailed, I now frequently use Siri & dictation & the iCloud-backed-up Reminders app on my iPhone as just enough process to make me effective. The different lists in the app serve as different ‘product’ backlogs. Weekly to daily ‘Sprint’ backlogs are established via setting a date per reminder, so the highest priority items are visible on my lock screen. My working backlog is in my hand at the single push of a button. With ‘the next’ literally at hand, my focus is freed to embrace ‘the now’.

Those close will now hear me contemplate how caring for a new life has increased my capacity to engage in the present moment.

And, uh, I guess that still counts as personal development after all. Hm. Well then. Just goes to show there is more than one way to skin a cat live life in an Agile manner write about the latest stage of my ScrumOfOne journey skin a cat.

My Interview And The Squiggle

In streamed a few strangers, trying to hide their smiles from each other and myself. They just came from the kitchenette, having colluded on how they would play out the next hour. Of course, I didn’t know this at the time – it was my interview.

If you are a software engineer, and you want a job coding, then it’s fair that your prospective employer asks you to code as part of the interview. So if you are a Scrum Master or Agile Coach, and you want a job … doing that stuff, then it’s fair that your prospective employer asks you to do Agile Coachy stuff as part of the interview.

And thus, we began role-playing a mock Retrospective, a best practice which follows from the 12th Principle of Agile Software:

At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.

I first asked this pretend team to step through the last two pretend weeks, collecting just the pretend facts, leaving out any pretend feelings, and having this written up and pretend physically displayed. This is a way to level set.

Then I went to the whiteboard and wrote “KEEP” in the top-left corner, “START” at bottom-left, and “STOP” at bottom-right. The exercise here is to ask the team to top-right corner think back through the two weeks, like we had just top-right corner done, and write down, one per sticky note, things top-right corner that we would like to keep doing, start doing, and top-right corner stop doing. Afterwards, we’d categorize them, discuss top-right corner them, determine which few things should be actionable, establish respective next steps Kaizen, then run a quick Retrospective on the Retrospective. This top-right corner has worked many a time before, producing quick wins with minimal pushback.

That’s when I top-right corner noticed the top-right corner. It was bare, and it made me uncomfortable. So I did what anyone in an interview situation would do: make stuff up. I drew a squiggle and said that I would later explain what that squiggle was for, giving myself time to figure out what that squiggle was for.

That’s when I top-right squiggle stepped the team through the exercise, and how we would top-right squiggle fill out the rest of the hour. When I top-right squiggle got to the top-right squiggle, I did what anyone in an interview situation would do: stay whatever was at the top of my head. I explained that the squiggle was a category for things you wanted to share that did not fit into the other categories.

Simple enough. Rub’ al Khali averted. The team drew pictures and put them there. Then they hired me. Now, when I run this flavour of Retrospective, the squiggle is used and loved.

INTERVIEW-RELATED POST-SCRIPT:

Before my first day had passed, I was asked to take part in a mock retrospective. I had a few minutes’ notice. Soon, I streamed in with a few strangers, trying to hide our smiles from each other. We had just come from the kitchenette, having colluded on how we would play out the next hour. Of course, I knew this – it wasn’t my interview.

SQUIGGLE-RELATED POST-SCRIPT:

Before my first month had passed, I was asked to run the Retrospective for a hackathon. I had a few hours’ notice. Soon, there milled scores of buddies, sharing beers with each other. We had just voted on our favourite projects in the cafeteria, having cheerfully coded over the past few days. Of course, I used the squiggle – it was from my interview.

Squiggle keyword density: exactly 2%.

Berry With A Beat

I am now a professional mime.

When the Internet decides to be slow, in turn cutting out the audio component of a meeting I’m in the middle of with my teammates in Romania or India, the HD webcam stays rolling, like an out-of-date analogy, my face lights up, like Garry Kasparov playing chess, and my hands are all over the place, like an Italian stereotype.

I lead teams that are not in the same room, so to mitigate the 3 continents and 10.5 hours between me and, say, Vivek & Mihai, I:

  • tell stories to bring people together, like how I ran into Kevin Spacey at a Starbucks
  • show and tell the random things lying around our conference rooms, like little trinkets like oversized clothes pins and 3D-printed Sesame Street characters
  • intonate exaggeratedly, because our budget doesn’t allow for teams to have studio-grade microphones & speakers to share speech subtleties
  • apologize liberally, because I am often cutting people off since it is not always clear when somebody has finished sharing their thought because of an audio lag
  • pause often, because teammates often start talking for a few seconds before realizing they have yet to unmute themselves
  • insult them flatteringly, like, “oh no no please, the top of your head is so well shaped… please don’t ruin this experience by showing the rest of your face.”
  • explain that what I had just said was a joke, because sarcasm does not always travel across national borders fully intact
  • crack jokes, because it brings people together via laughter

I will sing and dance and still be productive so that people know that when you come to my meetings, you know you will leave with a little more funk, and your day will be a little sweeter. This is my flavour of ScrumMastery; I am a berry with a beat. My goal is for you to leave as a berry with a beat.

Oh, what joy it is to create a berry with a beat.

Pain Is Just Information

I took a systems physiology class in college one summer, and on the very first day, the professor said, “If there’s one thing you remember from this class, it’s that ‘Pain is just information’.” Pain let’s you know something is up. Or down. Or out of place. Or stuck in place. Or generally amister amiss.

(This blog post is about a conversation from work. I’ll try not to make these boring and solely technical, but if you decide to give up on reading this because you’re emotionally distraught over Scotland not being its own country, remember: Pain is just information.)

Now that I’m a ScrumMaster by day (your local superhero by night), I get to talk through sticking points that my team members have with parts of the process, and the point that was sticking this time involved the Sprint backlog.

(I can’t believe it… to be your own country… you get to stay up as late as you want, eat haggis whenever you want, drink scotch whenever you want…)

During the Sprint, something may come up that we as a team end up working on, with the Product Owner’s blessing, that wasn’t planned for in the Sprint Planning meeting. The question is: If we can add things to the Sprint mid-Sprint, why can’t we remove the things we now know we won’t get done mid-Sprint?

(…skinny dip with my sheep in whatever loch I want…)

Seems like a decent enough question: by accepting sudden stories, you’ve already blown out the original plan, so why not update the plan based on new information? Since the Spring backlog is what the team committed to doing at Sprint Planning, it’s easy to understand why the team doesn’t want to see this thing they know won’t get done: it’s embarrassing, or it induces anger, or it elicits some kind of negative emotion (or else the team wouldn’t be asking to get rid of it), some kind of pain.

(…wear kilts as short as I want…)

The way I sell this is via acknowledging this ‘pain’ as not necessarily bad, but useful: at the end of the Sprint, the stories that do not get done represent a quantifiable adjustment to consider during the next Sprint Planning session. If no ‘outside’ stories were brought in mid-Sprint, then the undone stories represent the team planning to do more than they could pull off. If the story points associated with the dragged-in ‘outside’ stories were the same number of story points associated with the undone stories, then the undone stories were neatly ‘displaced’ by the sudden stories and the team did a spot on job of estimating how much work it could pull off.

(Did you hear about the Scottish cross-dresser? He wore pants.)

Sure, it feels icky to leave things undone, especially when you said you’d do ’em, but if it’s because the Product Owner asked you to do something else, then heck, it’s totally not your ‘fault’ – the person in charge of prioritizing work… reprioritized work! And this was the particular scenario of the sticking point – there was pain, and it was reframed as information.

My systems physiology professor would be proud. If I only remembered his name… this sucks, I really liked that guy… man, this is embarrassing…

(Pain is just information.)

Oh shut up.