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Have you identified your barrier point?

time for a change

Have you identified your barrier point? My father was a chain smoker. He was very well Aware of the ill-effect of smoking and how it was leading him toward the inevitable. Each time he was hospitalized due to SOB, he underwent tremendous pain being put on a mechanical ventilator. But each time he returned back to home, he would pick up a pack and get back with his habit. He made it clear to everyone that he did not have the Desire to quit smoking. Not that he did not have Knowledge of ways to quit or alternative to smoking. He had tried nicotine patches, gums, e-cigarettes, etc. and he had even demonstrated his Ability to not smoke for weeks at a time. But his strong desire to smoke led to relapses even though he knew his life was the biggest reward which should Reinforce him into the new and good habit. I learnt something – because he could not overcome his desire, his knowledge and ability to quit smoking was of no use. Knowledge and ability cannot come before desire. And that desire cannot come before awareness. In fact, there is a lifecycle where each element falls into the natural order of how one experiences change. I learnt A.D.K.A.R. Awareness: What is the nature of the change and what is the risk of not changing? Desire: What is in it for me to take a personal choice to engage and participate in the change? Knowledge: Do I have sufficient understanding and training on how to bring this change? Ability: Have I been able to demonstrate the capability required to bring that change? Reinforcement: Are the reward and recognition in place to sustain the change? ADKAR is an individual change management model where every element must occur in sequence and they are cumulative for the change to be sustained. When an element early in the model is weak, then the change begins to break down. Identifying a “barrier point” is essential. My father had “Desire” to quit smoking as a barrier point. In that case, neither repeating reasons for the change was adequate, nor was building new skills on quitting. The focus should have been toward addressing the inherent desire to change and its positive or negative consequences. Every change has a different “barrier point”. Finding your barrier point can help you diagnose why a current change is failing and focus your energy and conversation on the area that will most likely produce progress and ultimately success. For your change journey, have you identified your “barrier point”?

Scrum Values

scrum values

Welcome to Scrum Sutra — a series where I shall share a 3-min overview of each element of Scrum and how it connects with the other elements in the bead to form Scrum Sutra. Today, I shall talk about Scrum Values. “Successful use of Scrum depends on people becoming proficient in living five values.” — Scrum Guide 2020 Scrum as a framework has no prescribed rule for every interaction and collaboration within and outside the Scrum Team. It is intentionally done to allow individuals and teams to make their own decisions on how they would like to have their interactions, and processes to achieve higher productivity and better value delivery. In order to help the Scrum Team and Stakeholders make that effective decision, the Scrum Guide provides a set of values on which Scrum is based. The Scrum Team and Stakeholders become proficient when they use the Scrum values for every decision they make. And then subject those decisions to empiricism — apply those experimentally, observe the results and draw conclusions. “When your values are clear to you, making decisions becomes easier.” — Roy Disney A great Scrum Team puts every action and decision of theirs to a litmus test: “Will this action move us closer to honoring our Scrum values or further away?” “If we make this decision, will we still be living the Scrum values?” A decision based on the Values may not be the easiest or the most enjoyable at that moment. But that discomfort will pass and what will remain is the internal feeling of rightness for a more fulfilling decision. On the contrary, a decision made based on what is easier now, which will maintain status-quo will leave the team feel tensed. Hence, the Scrum Team need to be courageous to make decisions according to values. “The bitterness of poor quality remains long after the sweetness of low price is forgotten.” — Benjamin Franklin What values the Scrum Team honor show up in the choices they make in their day-to-day interaction and those choices are visible in the behavior they demonstrate. Just walk past a Daily Scrum and you will notice the values they honor just by observing their behavior. As an example, you will see Developers being Respectful to each other’s inputs, being Open to demonstrate progress, Open to feedback, Open to ask for, and offer help, Open to inspect and adapt Sprint Plan toward the Sprint Goal, to be Courageous to hold each other accountable and to discuss impediments. All this to ensure their Commitment and Focus on the Sprint Goal. Sprint Retrospective is a formal opportunity for the Scrum Team to look back over their various interactions and the decisions they’ve made and see where the Scrum values were honored or were ignored. As a Scrum Master this information is very valuable to you for value clarification and to help the team see an elephant in the room. There is no specific order for Scrum Values, rather they form a constellation. So, while each Scrum Value has its own unique tone, when played together they create a unique harmony. When a Scrum Team and Stakeholders do not maintain that symphony, the discord can get so disturbing that it can become toxic. An increase in proficiency in living the Scrum values allows for more effective events, more useful artifacts and accountabilities acted out more productively. All these factors foster trust, empirical process control and make the Scrum Team maximize value, reduce waste and manage risk. That’s a 3-min overview on Scrum Values. Stay tuned to the next in the Scrum Sutra series.

Crafting a good Sprint Goal

Scrum meme 4

The Sprint Goal is a manifestation of Habit — 2 “Begin with End in Mind” in a much inspiring book “The 7 Habits Of Highly Effective People” by Stephen Covey

Scrum – Empiricism

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There exists no “correct” way of working on a complex situation. Hence the entire process should be a series of controlled experiments and data-driven decisions aiming towards the overarching goal.

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How much do you know about OKR?

Take this quiz and see how well you understand the OKR framework

1 / 15

Which of the following is an example of a well-defined objective in OKR?

2 / 15

Sarah is a team lead and wants to set OKRs for her team. What is the recommended number of Objectives she should set?

3 / 15

In OKR, what is the typical time frame for setting Objectives?

4 / 15

True or False: OKR should be aligned from top to bottom.

5 / 15

What is the primary purpose of conducting a weekly check-in meeting in OKR?

6 / 15

Which of the following statements best describes the concept of stretch goals in OKR?

7 / 15

How frequently should progress on Key Results be updated in OKR?

8 / 15

In OKR, what is the purpose of setting aspirational objectives?

9 / 15

True or False: OKRs are primarily used for performance evaluation and determining individual bonuses.

10 / 15

How can OKRs help with alignment in an organization?

11 / 15

What is the recommended level of transparency in OKR?

12 / 15

In OKR, what is the purpose of tracking progress on Key Results?

13 / 15

True or False: OKR is a static goal-setting framework that doesn't allow for adjustments or revisions throughout the quarter.

14 / 15

What is a Key Result in OKR?

15 / 15

What is the purpose of OKRs?

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