Live Open Hour with iZenBridge: Episode 56

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Our expert Saket Bansal recently led a Live Open Hour Episode#56 session, which took place on May 26th, 2023. During this session, participants raised several questions about the Scrum Master and project manager roles. Mr. Saket Bansal provided expert guidance and advice on these topics.

Question: How can you do capacity planning in a Sprint or on a monthly basis?

Question: What are the different traits and responsibilities of a Scrum Master?

Question: How would you define out-of-the-box thinking

Question: What is the definition of a story point in terms of hours, days, or any other unit of measurement?

Question: How do story points relate to hours, and what is the relationship between the two?

Question: So, if a new team member is confused about the estimation of story points, how do we convince them?

Question: What level of testing should be done by a project manager before releasing the build to the client, particularly when there is no formal QA process in place?

Question: What will be the approach to making the team Agile when they are new to Agile and transitioning from waterfall?

Question: Could you please explain the importance of product refinement and outline its benefits?

Question: What should be included in the onboarding plan for a new member in an agile project, and how does it differ from onboarding in non-agile projects?

Question: What is the career path for a Scrum Master?

Question: What are some strategies for career growth as a Scrum Master, especially in terms of certifications, and how can one excel in a dual role within an organization?

Question: Does the timing of studying PMP impact its effectiveness? If I recently completed the PMP course, is there a higher chance of utilizing around 60% of the knowledge? How can I capitalize on learning opportunities for integrating software into different processes? Additionally, as a certified Scrum Master with experience, should I pursue the role of RTE or explore product management for career growth?

Here is the summarized answer given by Saket Bansal for questions asked by participants-

How can you do capacity planning in a Sprint or on a monthly basis?

Answer: Capacity and velocity are sometimes used interchangeably, but it’s important to understand the context and what people refer to. In general, capacity planning focuses on determining the amount of available productive hours or days. It is typically calculated by considering the number of team members and multiplying it by their productive time while subtracting any non-productive time, such as vacations.
For example, suppose the capacity is determined to be 100 days after accounting for vacations and other non-productive time. In that case, the team might plan to complete a certain number of story points, such as 50 or 20, which is referred to as velocity. Velocity represents the work the team aims to accomplish within the given capacity.
To perform capacity planning, you need to focus on your team’s capacity by considering the number of team members and their available days and adjusting for planned absences or holidays. This allows you to forecast and plan for a specific time frame, such as three or two months, which is particularly useful for long-term planning.
It’s important to note that these calculations and plans are not always perfectly accurate, as circumstances can change over time. However, capacity planning helps provide a framework for forecasting and estimating what can be accomplished, even with potential deviations. For more details about Velocity and Capacity Ratio, please refer following blog – Velocity – An Agile Metrics

What are the different traits and responsibilities of a Scrum Master?

Answer: In general, a Scrum Master is expected to have leadership qualities to facilitate and create a collaborative work environment. They are responsible for developing people, facilitating conversations, and creating a constructive team atmosphere. Emotional intelligence plays a crucial role in influencing and leading others effectively. Specific to the Scrum Master role, having expertise in Scrum and demonstrating a deep understanding of it is important. In addition, they should possess coaching and mentoring abilities, be driven by emotional intelligence, and excel in facilitating various conversations and actively listening. It is recommended to refer to the blog on Scrum Master roles, responsibilities, and competencies for more detailed insights, as the expectations of a Scrum Master may vary between organizations.

How would you define out-of-the-box thinking

Answer: Out-of-the-box thinking is associated with thinking creatively and innovatively, going beyond established boundaries or conventional approaches. It involves exploring new ideas and solutions. However, it is important to distinguish between out-of-the-box thinking, out-of-the-box implementation, and custom design.

Out-of-the-box implementation refers to adopting a pre-existing product or solution as it is without significant modifications or customization. It involves using the product’s default features and functionalities.

On the other hand, custom design involves creating a product or solution specifically tailored to meet unique needs, expectations, and requirements. It entails understanding those needs and customizing the product accordingly. The decision between out-of-the-box implementation and custom design depends on the organization’s context and specific requirements. When a ready-made product meets the necessary criteria, out-of-the-box implementation is often preferred, such as when purchasing an accounting or CRM system. However, custom design becomes necessary if existing solutions cannot fulfil specialized requirements.

In summary, out-of-the-box thinking encourages innovative thinking, while out-of-the-box implementation involves using pre-existing solutions without customization. Custom design involves creating tailored solutions. The choice depends on the organization’s context and requirements.

What is the definition of a story point in terms of hours, days, or any other unit of measurement?

Answer: Story points are a measure used in Agile project management to estimate the relative complexity or size of tasks or user stories. In the context of story points, it is crucial to understand their definition, the concept of relative estimation, the use of non-linear series, and the relationship between story points and effort.
In essence, story points are represented by numerical values that rank the available items based on their complexity or size. For example, a higher number denotes greater complexity. This ranking system allows teams to communicate and consistently agree on tasks’ relative size or complexity. While story points can give a projection of how much time a task may take, it should be noted that they provide a range rather than an absolute estimate.
The time or effort required for a task assigned a certain number of story points may vary based on factors such as the individuals working on it, the specific problem faced, and the level of understanding of the task. Therefore, the estimated effort for a given work is influenced by these variables.

To gain a deeper understanding of story points and agile estimation, I recommend referring to “Agile Estimation – A Comprehensive Guide.” This guide provides detailed explanations of story points and includes four accompanying videos that explore these topics in-depth. These videos offer a comprehensive understanding of story points and their related concepts. It is important to note that story points cannot be easily explained due to their complexities, hence the recommendation to consult the guide and videos for a more thorough explanation.

How do story points relate to hours, and what is the relationship between the two?

Answer: Regarding the relationship between story points and hours, it is important to note that story points are not directly correlated to specific hours or days. They are a measure of relative estimation. The time taken to complete a task with a specific story point value may vary among team members. Historical data can provide insights into the average time for different story point values. If the focus is on tracking hours rather than story points, it may be more suitable to estimate and track effort in hours directly, considering individual differences in productivity. However, the purpose of using story points is to abstract away from individual variations and focus on quantifying work complexity.
For a more detailed explanation and discussion on story points, once again, we recommend referring to the blog on agile estimation, which includes a 40-minute video conversation on the topic.

So, if a new team member is confused about the estimation of story points, how do we convince them?

Answer: In such a situation, the best approach is to ask the new team member about their estimation for a particular task. We encourage open communication and ask them how long they think it will take. This allows us to have a conversation and understand their perspective. The key is to focus on relative estimation rather than absolute estimation. We compare the complexity and effort of different user stories, not assign specific time frames. It’s important to emphasize that story points are about relative rankings and not absolute values. Remember, the value of a story point lies in its relative comparison. Simply stating ‘3’ doesn’t provide any information, but when we compare it to ‘1’, we understand that 3 is bigger. It’s about relativeness rather than absoluteness. By teaching the concept of relative estimation, we can avoid confusion and conflicts arising from absolute estimations based on hours or days.

What level of testing should be done by a project manager before releasing the build to the client, particularly when there is no formal QA process in place?

Answer: The level of testing that a project manager should conduct before releasing the build to the client, especially in the absence of a formal QA process, can vary. This decision is typically based on the “cost of quality” concept in project management. The project manager needs to assess the cost of conducting comprehensive testing, reviews, and building quality through unit testing, as well as the cost of non-conformance, which includes the potential consequences of defects escaping internally or externally.

If the cost of defects is high, indicating significant potential rework or negative impact on the organization, a stringent verification process is necessary to ensure no defects. However, in situations where the market is being tested, and there are few users for the product, defects may be allowed to pass as the focus is on gathering market feedback. In such cases, a new version can address any remaining issues.

It is important to note that this decision has no universal guidelines and varies for each project. The project manager needs to consider the specific cost of non-conformance, both internal and external failures, to determine the appropriate level of testing. This may involve creating a quality plan, which outlines the project’s quality expectations, or defining the project’s “Definition of Done” in the agile world. In predictive project management, this is often documented in a quality management plan, ensuring that all necessary aspects are planned and addressed.

What will be the approach to making the team Agile when they are new to Agile and transitioning from waterfall?

Answer:  A customized approach is necessary to transform a team from waterfall to Agile. Studying existing transformation models, considering the team’s specific requirements, and creating a tailored plan are recommended. One commonly used reference model is ADKAR, which focuses on creating awareness and desire for change among team members. Training, mentoring, and coaching should be provided to enable the team to adapt to Agile practices.

The approach involves effective communication about the reasons for the change and the benefits of Agile. Training sessions can be organized to educate team members on Agile concepts and practices. Addressing any resistance and providing support when team members face challenges implementing Agile practices is important. This can include assigning mentors or coaches to assist in the transition.

To reinforce the new practices, mechanisms such as using Agile tools like Jira for Sprint planning and tracking can be implemented. In addition, regular retrospective sessions can help identify areas for improvement and ensure the team stays aligned with Agile values and principles.

It is crucial to ensure that team members understand why the changes are being made and gain their commitment before introducing any new practices. 

Could you please explain the importance of product refinement and outline its benefits?

Answer: Product refinement, specifically referring to product backlog refinement, is essential in Agile project management. It serves as a tool to identify what people need in the product and continuously evolves based on previous experience. By regularly refining the backlog, we can maintain a clear and well-prioritized list of requirements.

The importance of product refinement lies in its ability to help us understand and define requirements, break them down into actionable user stories, and estimate their relative complexity. Through refinement, we ensure that the most valuable and important items are at the top of the backlog, ready for implementation. This allows the team to focus on delivering high-quality features that meet user needs.

Overall, product refinement facilitates effective communication, collaboration, and planning within the Agile team. It enables us to adapt and respond to changing requirements and market conditions, ensuring that the product remains relevant and valuable to users. The importance of product refinement lies in the continuous discovery and refinement of requirements as the project progresses. This process ensures a clear understanding of what needs to be built. For a detailed explanation of product backlog and its role in effective project management, I recommend referring to the resource “Product Backlog: An Agile Tool for Effective Project Management.” It provides in-depth insights into this topic.

What should be included in the onboarding plan for a new member in an agile project, and how does it differ from onboarding in non-agile projects?

Answer: The onboarding plan for a new member in an agile project would have similarities to onboarding in any project, regardless of whether it is agile or non-agile. The goal of onboarding is to help the new member understand how the team operates, establish connections with existing team members, and develop an understanding of their roles and responsibilities.

To ensure a successful onboarding experience, the focus can be on three dimensions: people, process, and product. In terms of people, the new member should be introduced to team members and given opportunities to establish relationships and feel comfortable within the team. This can be facilitated through communication and collaboration, whether in an agile or waterfall project setting.

Regarding the process dimension, the new member should be educated on the essential processes used in the project. Depending on the specific context, this may involve explaining agile approaches or other project management approaches. The goal is to ensure that the new member understands how work is organized and executed within the project.

Lastly, the new member should be provided with an understanding of the product and the business domain in which the project operates. This involves familiarizing them with the client, the development objectives, and any relevant information about the product.

The onboarding plan can be tailored to the specific circumstances, such as whether it is a virtual onboarding or face-to-face, and should include strategies for each of these three areas. Additionally, it is important to assess the new member’s knowledge and identify any specific areas they may need additional support or training in.

By considering these dimensions and providing a comprehensive onboarding experience, the new member can integrate smoothly into the agile project and contribute effectively to its success.

What is the career path for a Scrum Master?

Answer: The career path for a Scrum Master can vary from organization to organization and is influenced by individual skills. In a leadership position, the career path depends on the type of leadership skills one wants to develop further. Some Scrum Masters focus on agile education, coaching, and mentoring, aiming to grow as mentors and enablers. They may transition into coaching or process consulting roles. Others want to facilitate delivery and take on larger responsibilities. They become leaders for multiple teams or even Scrum Masters of Scrum Masters. This growth path allows them to ensure the delivery of multiple agile teams and lead a group of agile teams. Another path is to focus on leadership and delivery in hybrid environments, expanding skills in project management and hybrid approaches. These individuals may take on project management roles. Overall, the career path for a Scrum Master can involve becoming a project manager, scaling agile with the help of a Release Train Engineer, pursuing an agile coaching path, or focusing on project management. The specific path should align with an individual’s competencies and skills. For more insight into the career path of Scrum Masters, please refer blog – Scrum Master Career Progression: From Delivery Leadership to Agile Coaching

What are some strategies for career growth as a Scrum Master, especially in terms of certifications, and how can one excel in a dual role within an organization?

Answer: In terms of career growth as a Scrum Master, people often inquire about the role of certifications and the trending areas that can enhance their career prospects. Additionally, many individuals are interested in understanding how they can excel in a dual role within their organization by leveraging certifications.

Companies nowadays often expect Scrum Masters to take on additional secondary roles. One common expectation is for Scrum Masters to facilitate business analysis and contribute to decision-making, even if the product owner is in a separate role. In service-based industries, project management is often attached to the Scrum Master role, especially in smaller or mid-sized organizations where the development team may lack the necessary skills.

There are three main areas that individuals can focus on to accommodate these additional roles. Firstly, some organizations expect technical leadership from Scrum Masters, particularly when they also act as team leaders in terms of technology. Secondly, there is a growing demand for Scrum Masters with business analysis and product management skills, as these overlap with the facilitation and stakeholder management skills required in Scrum Master and product owner roles. Lastly, project management skills are also highly valuable and can be combined with the Scrum Master role, especially for those handling multiple Scrum teams and taking on delivery leadership responsibilities.

Choosing the right path depends on an individual’s competency and aptitude. If they have a strong technical inclination, they may pursue certifications in cloud-based technologies or take on technical responsibilities related to deployment or DevOps. On the other hand, if they possess facilitation and business analysis skills, certifications such as PMI-PBA (Project Management Institute – Professional in Business Analysis) or CSPO (Certified Scrum Product Owner) can be beneficial. Additionally, some Scrum Masters may opt to focus on project management and pursue certifications like PMP (Project Management Professional) to enhance their delivery leadership skills.

It’s important to note that certifications alone do not guarantee career growth. Many individuals continue to grow and progress without formal certifications. What matters is investing in continuous learning and development. Certifications demonstrate a commitment to learning and staying updated with industry practices, but it’s essential to complement them with other relevant competencies.

Ultimately, career growth within the same company can be achieved through a combination of factors, including seizing challenging opportunities, solving organizational problems, investing time and energy in personal growth, and constantly adapting to the changing needs of the organization.

Does the timing of studying PMP impact its effectiveness? If I recently completed the PMP course, is there a higher chance of utilizing around 60% of the knowledge? How can I capitalize on learning opportunities for integrating software into different processes? Additionally, as a certified Scrum Master with experience, should I pursue the role of RTE or explore product management for career growth?

Answer: The effectiveness of studying PMP may be influenced by timing. If you have recently completed the PMP course, there is a higher likelihood of applying a greater percentage of the acquired knowledge, approximately 60 percent. To take advantage of learning opportunities in integrating software into different processes, it’s important to be open to exploring diverse areas. Nowadays, software is not limited to websites but can be integrated into various systems, including hardware and mechanical components. By embracing such opportunities, you can expand your expertise and adapt to different working methods.

As a certified Scrum Master with several years of experience, the decision to pursue a role as an RTE (Release Train Engineer) or venture into product management depends on your competencies and the trust you have built within your organization. If your strengths lie in facilitation, negotiation, conflict management, and stakeholder engagement, you might consider the RTE role, focusing on coordinating and facilitating large-scale Agile initiatives. On the other hand, if you excel in clarifying user stories, aligning with business values, and communicating effectively with stakeholders, transitioning into product management could be a viable path. Assess your competencies and the feedback you receive to determine where you can make a significant impact and explore growth opportunities in alignment with your career goals.

We hope you could have related to some of these questions, and they might have helped you in some way.

To get more assistance, you can connect with the iZenBridge Team.

 📧Email us at (sales@izenbridge.com) 

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