1. Lean-Agile Project Manager
4 June 2019
This is a self-paced presentation of Net Objectives’ Advanced Scrum Master and Kanban Online Workshop
Navigate through this presentation by using the arrow keys.
On several pages you will see links or pointers to clickable pictures. These will take you to the pages referenced. You can return to the presentation by minimizing the page you are taken to.
UnderstandingWhatIsNeededForAgileAtScaleByLookingAtTheValueStream
Title: Understanding What Is Needed for Agile at Scale by Looking at the Value Stream
Abstract:
The easiest way to understand what must be done to achieve Agile at scale is to attend to the value stream. Lean, which is the basis for most Agile methods today, has always focused on this. The software consulting industry’s focus on frameworks has shifted our attention to roles, artifacts, events and rules. But business agility – the quick realization of business value predictably, sustainably and with high quality – requires systems thinking.
Looking at the value stream makes it easier to see what is needed to achieve Agile at scale. This will be illustrated by first showing both a Lean-Agile value stream and then overlaying it on top of the SAFe big picture.
copyright Net Objectives, Inc. All Rights Reserved

2. Lean-Agile Project Manager
4 June 2019
The Net Objectives Advanced Scrum Master and Kanban Online Workshop
Designed for the individual and the organization. Contact Al if you want to learn how it can be used to grow hundreds of Agile Team Coaches / Scrum Masters for the cost of one embedded coach
UnderstandingWhatIsNeededForAgileAtScaleByLookingAtTheValueStream
Title: Understanding What Is Needed for Agile at Scale by Looking at the Value Stream
Abstract:
The easiest way to understand what must be done to achieve Agile at scale is to attend to the value stream. Lean, which is the basis for most Agile methods today, has always focused on this. The software consulting industry’s focus on frameworks has shifted our attention to roles, artifacts, events and rules. But business agility – the quick realization of business value predictably, sustainably and with high quality – requires systems thinking.
Looking at the value stream makes it easier to see what is needed to achieve Agile at scale. This will be illustrated by first showing both a Lean-Agile value stream and then overlaying it on top of the SAFe big picture.
Al Shalloway
CEO, Enterprise Consultant
copyright Net Objectives, Inc. All Rights Reserved

3. Al Shalloway CEO, Founder AlShall @NetObjectives.com @AlShalloway
4 June 2019
Al Shalloway is the founder and CEO of Net Objectives. With almost 50 years of experience, Al is an industry thought leader in Lean, Kanban, product portfolio management, SAFe, Scrum agile design and test-first methods. He helps companies transition to Lean and Agile methods enterprise-wide as well teaches courses in these areas.
Al is a principal contributor to the Scaled Agile Framework. He is a co-founder of the Lean Systems Society and Lean Kanban University.
Al is a popular speaker at prestigious conferences worldwide. He is the primary author of books on design patterns, enterprise agile, scrum and agile design.
He has a Masters in Computer Science from M.I.T. as well as a Masters in Mathematics from Emory University.
CEO, Founder
@AlShalloway
Instructor notes
Introduce yourself
Most everything we’ll cover, you already know, but there’s no structure in place to support it. We are looking at how to get that structure.
Have people introduce themselves, using the questions here.
Write their responses on notepad or board
When people call these out, put those that are true on the left of the board, those that aren’t on the right side. Make it look like you are just doing this arbitrarily. If something is partially true, put it in the middle.
Then, after they’ve pretty much said everything, explain which are true and which aren’t. This is a great way to create a fresh map to start with.
copyright (c) Net Objectives, Inc. All Rights Reserved.

4. assessments consulting training coaching technical Lean for Executives
Product Portfolio Management
Business Product Owner
Product Owner
assessments
consulting
training
coaching
SAFe® for Agile Release Trains
Agile Architecture
Product Manager/PO
technical
Leanban / Kanban / Scrum
ATDD / TDD / Design Patterns
Lean Management
Project Management
The icon on the upper left represents our belief in getting the Business, mid-management and team (both process and technical) integrated. The books on the bottom right are some of those written by our staff.

5. Thus, the task is not so much to see what no one yet has seen, but to think what nobody yet has thought about that which everybody sees.
Schopenhauer

6. Business Stakeholders
The original Scrum Master role
Development Team
Role of Scrum Master:
Mentor/facilitator/coach
Assist in team self-organization
Create ecosystem for team
Provide useful templates to help team
Product Owner
Scrum Master
Business Stakeholders
Manager

7. Scrum Masters at scale Release Train Engineer (or equivalent)
Additional responsibilities of Scrum Master at scale
Work with RTEs on coordination of team with other teams
Provide bigger picture of needed coordination to team

8. Current methods are expensive and ineffective
Options for growing Scrum Masters
Learn on their own (long time or not at all)
Bring in a coach (expensive and not certain)
Scrum Master workshop followed by Advanced Scrum Master workshop leaves Scrum Masters on their own for a long time
As Agile has gone to scale demand for competent coaches has far outstripped supply
eam Agility as a Tool Box: Scrum as Example
FLEX and Team Agility
Scrum as Example
Team Agility flow scorecard
The Mindsets of Business Agility
Outcome-based thinking mindset
Definitions of Ready and Done
Team DoR-DoD template
MBI mindset
Optimizing throughput of business value realization
Systems Thinking, Explicit Workflow, and Agreements
Systems thinking
Art of Action
Make work visible
The Team Agility Coach and the Guardrails
Overview of the guardrails
Reading about each guardrail
The Value of Consistent Objectives Across Teams
Reading about the value of having consistent objectives across teams
Using Business Agility as a Guide to Working with Other Teams
Foundation: Team Agility is a subset of Business Agility
Techniques: Coordinating teams with backlog management and visual controls
Realization, not just development
Kaizen and Retrospection
Kaizen
Retrospection
Creating a Process for On-boarding and Levelling Up
Background
No matter how it looks at first, it’s always a people problem
How to use a framework and how to do training for it
How to Improve and Change Practices
Objectives-based practice improvement of Scrum
Using Scrum as Example to fix where you are or jump to something that works
An easy way to start
Problems with collaboration
Common challenges when using Scrum
Trim Tabs
Useful Games and Exercises
Dot Game
Clean Slate exercise
Understanding the Science of Coaching
Fundamental attribution error
Confirmation bias
Resistance is not to change
The Dunning-Kruger Effect
The Satir Change Model
Competencies and Tools of an Effective Scrum Master
What a Scrum Master needs to know
Different levels in what being a Scrum Master is
Summing Up

9. The why and what of Scaled Learning
People only retain 10% of what is presented in intense training
People learn best over time while trying out what’s learned and learning with peers
People need guidance to ensure pace and direction
Must overcome lack of co-location
We need more effective and less costly methods of growing people
The What
Flipped classroom (read/watch, do, get help)
Try out what you’ve learned
Read | Watch | Learn
Get help
Learning with peers

10. The why and what of Scaled Learning
People only retain 10% of what is presented in intense training
People learn best over time while trying out what’s learned and learning with peers
People need guidance to ensure pace and direction
Must overcome lack of co-location
We need more effective and less costly methods of growing people
The What
Flipped classroom (read/watch, do, get help)
Lessons provide support later
Provide a complete support system in parallel

11. “On the job” vs “in classroom” training
Learn by working with your team Try things out then get help from an expert Have a complete support system to help you Learn over time so can build habits Access to experts for a year at no charge Doesn’t require any time off to take course Includes how to attend to culture
Learn Scrum or Kanban away from team Learn what to do but do it on your own Have references to Scrum & Kanban materials No opportunity to build habits Use user groups to get questions answered 2+ days (and possible travel) away from work Doesn’t attend to all cultures

12. Most teams are best served with a blend of Scrum and Kanban based on Lean-Thinking

13. “Advanced SM/Kanban” Online Vs Advanced Scrum Master or Kanban Class
Online / On-the-job workshop
In classroom
Content include Scrum and Kanban Includes how to explain Agile to management Taught by an expert in Scrum and Kanban Includes how to contextualize for your team 28 PMI PDUs
Content includes Scrum or Kanban Scrum & Kanban are implementation methods Taught by an expert in Scrum or Kanban Only one approach. Harder to contexualize 16 PMI PDUs

14. The purpose of the Advanced Scrum Master and Kanban Online Workshop is to grow Agile team coaches and/or Scrum Masters to true competency.
People work in cohorts of up to 20 people to learn together.
13 lessons integrated with a support system.
Integrated with support system for coaches and teams.
Includes scorecard, roadmap and useful templates.

15. Advanced Scrum Master & Kanban Curriculum
Getting Started
Team Agility as a Tool Box: Scrum as Example
The Business Agility mindset
Systems thinking
The Guardrails
Value of consistent objectives
Using Business Agility as a guide
Kaizen and Retrospections
Create a method to on-board and levelling up
Improving and changing practices
Useful games and exercises
The science of coaching
Competencies and tools of an effective coach
Summing up
Continue learning with support system
Getting Started
Team Agility as a Tool Box: Scrum as Example
FLEX and Team Agility
Scrum as Example
Team Agility flow scorecard
The Mindsets of Business Agility
Outcome-based thinking mindset
Definitions of Ready and Done
Team DoR-DoD template
MBI mindset
Optimizing throughput of business value realization
Systems Thinking, Explicit Workflow, and Agreements
Systems thinking
Art of Action
Make work visible
The Team Agility Coach and the Guardrails
Overview of the guardrails
Reading about each guardrail
The Value of Consistent Objectives Across Teams
Reading about the value of having consistent objectives across teams
Using Business Agility as a Guide to Working with Other Teams
Foundation: Team Agility is a subset of Business Agility
Techniques: Coordinating teams with backlog management and visual controls
Realization, not just development
Kaizen and Retrospection
Kaizen
Retrospection
Creating a Process for On-boarding and Levelling Up
Background
No matter how it looks at first, it’s always a people problem
How to use a framework and how to do training for it
How to Improve and Change Practices
Objectives-based practice improvement of Scrum
Using Scrum as Example to fix where you are or jump to something that works
An easy way to start
Problems with collaboration
Common challenges when using Scrum
Trim Tabs
Useful Games and Exercises
Dot Game
Clean Slate exercise
Understanding the Science of Coaching
Fundamental attribution error
Confirmation bias
Resistance is not to change
The Dunning-Kruger Effect
The Satir Change Model
Competencies and Tools of an Effective Scrum Master
What a Scrum Master needs to know
Different levels in what being a Scrum Master is
Summing Up
On Demand
Students can also ask advanced questions outside of scope
Team challenges
Practice challenges
Organizational challenges

16. Support system to help you and your team grow
Are you on the right path?
See where you are and where you are going
Core practices
Learn, don’t re-invent
Overcoming challenges
Value Stream Impedance Scorecard
Take a little time to explore

17. Discussion group
People learn within and across cohorts

19. Support system to help you and your team grow
Templates

20. Guardrails for the team
Guardrails for the team

21. Provide This Workshop for Companies Privately
Run cohorts on your own. All their teams get access to support materials.
Can license materials for entire organization.
Can learn to facilitate sessions to drop costs.
The workshop covers 2x material of Advanced Scrum Master class at less than ½ the cost and in a more effective manner.

22. Workshop for Individuals
$595 for course and full year access to workshop materials.
The workshop covers 2x material of Advanced Scrum Master class at less than ½ the cost. And in a more effective manner.

23. Reading Paths (part of support system)
Agile Coach: Basic
The Agile Coach (Basic) reading path introduces coaches to what is involved in helping clients to develop new mindsets to do Lean-Agile, to acquire a new set of tools, and to make adjustments to processes and structures.
Agile Coach: Advanced
The Agile Coach (Advanced) reading path is intended for the coach who is already competent in either Scrum and/or Kanban and help them understand more advanced ideas for coaching in Lean, Scrum and kanban. It is a collection of ideas, tools and techniques that will take you from being team oriented to being value oriented.
No link is provided because reading paths are premium content included with license fee.

24. Other Scaled Learning Courses
On-site scaled learning classes (more value, less cost)
Scrum/ATDD/SAFe
SAFe® for Agile Release Trains (can be licensed)

25. assessments consulting training coaching technical Lean for Executives
Product Portfolio Management
Business Product Owner
Product Owner
assessments
consulting
training
coaching
SAFe® for Agile Release Trains
Agile Architecture
Product Manager/PO
technical
Leanban / Kanban / Scrum
ATDD / TDD / Design Patterns
Lean Management
Project Management
The icon on the upper left represents our belief in getting the Business, mid-management and team (both process and technical) integrated. The books on the bottom right are some of those written by our staff.