Finally, a team member broke the silence: “Why don’t you just tell us what you think we should do?”

That moment hit hard. I had poured so much into embracing the coaching stance and empowering the team to find solutions, yet it wasn’t working. Instead of fostering growth, I felt like I was holding them back.

From Telling to Coaching and Back Again

I leaned heavily on my expertise when I began as an Agile coach. If a team had a problem, I’d step in with solutions. But over time, I noticed that while teams executed my ideas, they weren’t growing or taking ownership of their work.

Determined to change, I swung to the opposite extreme—pure coaching. I stepped back, asked open-ended questions, and let the team lead. But before long, I faced a new challenge: teams became frustrated when they needed guidance, and I held back.

I then realised that coaching isn’t about having all the answers—or withholding them. It’s about meeting the team where they are. And to do that, I had to work on myself.

Self-Mastery: The Heart of Agile Coaching

The most significant shift in my journey was learning to let go of my ego. Coaching requires being fully present, embracing uncertainty, and trusting the team’s ability to find their way. To do this, I had to focus on myself.

Self-mastery is about cultivating emotional intelligence, being aware of your impact, and regulating your immediate response. It means stepping back from the need to control outcomes and creating a space where teams feel safe to experiment, fail, and grow.

As Socrates said, “I only know that I know nothing.” That mindset—being open, curious, and comfortable with not having all the answers—was transformative for me as a coach.

Coaching as a Path to Personal Growth

One of the most profound gifts of coaching is how it changes you. The ability to hold space for others requires deep reflection and self-awareness. It means being comfortable with ambiguity and balancing multiple stances:

• Facilitating to guide group discussions.

• Teaching to share knowledge when needed.

• Mentoring to offer perspective.

• Coaching to unlock potential.

Through coaching, I’ve learned to be present in the moment, to quiet my inner voice that craves certainty, and to trust the process. This personal growth has not only made me a better coach but also a better leader and collaborator.

The Impact of Coaching on Teams

Coaching isn’t just about you—it’s about enabling teams to thrive. The Scrum Alliance’s 2022 State of Agile Coaching report revealed that teams with access to coaching are 36% more likely to meet their delivery goals.

But coaching alone isn’t enough. Teams also need guidance, structure, and expertise. The key is knowing when to switch stances and adapt to the team's needs.

Finding the Middle Ground

The turning point in my journey was learning to reflect on my approach. Was I clinging to coaching out of fear of stepping into other stances? Was my need for control or certainty getting in the way?

Reflection tools like the Agile Coaching Growth Wheel helped me find balance, but the real work was internal. It was about letting go of ego, embracing vulnerability, and showing up authentically.

The Path Forward: Investing in Yourself

This journey is why I’m passionate about helping others develop the skills and self-mastery needed to be effective Agile coaches. Programmes like the ICF Level 1 Programme and the ICAgile Coaching Essentials Micro-Credential are designed to support this growth.

• The ICAgile Coaching Essentials Micro-Credential is ideal for those starting their coaching journey or refreshing their skills at a low cost.

• The ICF Level 1 Programme takes a deeper dive, integrating professional coaching techniques into Agile contexts and fostering personal transformation.

Both programmes emphasise the importance of self-awareness and adaptability, helping you navigate uncertainty and empower teams to grow.

Final Thoughts

Coaching has taught me that the most powerful tool I have is myself—not my knowledge or frameworks, but my ability to show up authentically, be present, and adapt to the needs of the moment.

If you’re ready to invest in yourself and take your coaching to the next level, I invite you to explore these programmes. Let’s grow together.

In this rather lengthy post, we’ll explore why a product strategy is essential for your product's success and introduce the “Product Strategy Pattern,”1 a free, open-source pattern we have developed to help product groups refine and evolve their strategic choices.

Contents

• Strategy Challenge

Roadmaps vs Strategy

• Product Strategy

• Beyond Features

• Strategy Patterns

• Pattern Benefits

• Product Strategy Pattern

• Example

• Iterate, Iterate

• Conclusion

• What Next?

Strategy Challenge

Product people have often experienced the allure of a sexy product roadmap. It's a comforting security blanket to have a product plan all laid out upfront, with every feature mapped and release milestones dated. What could possibly go wrong with such unvalidated assumptions?

But here's one issue: roadmaps, while helpful, don’t always give us the complete picture. They’re linear and rigid and assume the future is predictable. As anyone who’s tried to correctly predict the lottery numbers knows, this is impossible.

Worse, a common misnomer in product development is the belief that roadmaps are synonymous with strategy. They are not and are totally different.

Roadmaps vs Strategy

A product roadmap outlines ‘what’ will be built and ‘when’ but doesn’t explain the ‘why’ behind those decisions.

Product strategy, on the other hand, is the overarching approach that supports the product’s long-term vision, market positioning, and how we will deliver value. It provides the reasoning and guiding options for a roadmap, ensuring that every option aligns with broader business value and customer outcomes.

Without a well-crafted strategy, roadmaps can quickly become rigid and lose relevance in the face of shifting markets or evolving customer demands. Simply put, product roadmaps are the “how”, but product strategy is the crucial “why”.

Product Strategy

Here is where your product strategy comes in. Instead of just listing out what features we’ll deliver and when, a product strategy provides us with flexible choices to reduce uncertainty, make informed decisions, and stay aligned with our long-term vision.

It’s not about delivering the next feature; it’s about ensuring we have as many options as possible so that every decision we make is informed and moves the product toward success.

“Strategy is an integrated set of choices that positions you on a playing field based on vision and goals in a way that you win.”

Playing to Win: How Strategy Really Works by A.G. Lafley, Roger L. Martin2

Without a product strategy, teams can operate reactively, focusing on short-term wins that fail to contribute to long-term success. Instead, with a product strategy, we provide the foundation for a roadmap, ensuring that every feature and decision supports our outcomes.

It helps teams avoid the failure of building product features for the sake of creating them and keeps the focus on delivering real value to customers and stakeholders.

Beyond Features

Many organizations encounter common challenges when developing a product strategy, such as focusing too much on unvalidated features rather than driven outcomes, failing to align strategy with market realities, or sticking rigidly to a plan despite changing conditions.

This often leads to missed value or wasted opportunities. Avoiding this requires a dynamic approach to strategy, allowing room for adaptation and continuous feedback. In plain words, this means your strategy will change often.

“If your strategy stays static in any way, it is already failing.”

Rickard Jones - Product Coach3

Strategy Patterns

When developing a product strategy, it's easy to follow a specific template or framework. But in reality, product development is often way too complex and unpredictable for a one-size-fits-all solution.

That’s why looking for common strategy patterns is more valuable, with flexible guidelines that allow you to adapt to changing circumstances and make informed decisions based on your product’s unique context.

By recognizing these patterns, you can gain a broader perspective and create a strategy that isn’t locked into rigid steps but instead emerges as your product and market needs change.

Pattern Benefits

No product strategy should be set in stone. The market is constantly evolving, and successful product teams are those that can adapt their strategies to reflect new information. Whether it's shifting customer preferences, competitive pressures, or technological advancements, your product strategy must be flexible enough to pivot while staying true to your overarching vision.

A resilient product strategy plans for success and anticipates challenges and setbacks. By building pattern flexibility into your strategy, you empower your teams to quickly adjust course when needed.

This ensures that your product is not only reactive to changes but also prepared to capitalize on emergent opportunities that will arise.

Product Strategy Pattern

There are already many great approaches to creating a product strategy that enables you to identify patterns for your product. Unfortunately, not all of them have been made freely available for you to use whenever you like.

Here, we present one such approach, the flexible and open-source … “Product Strategy Pattern.”

This pattern supports product teams in moving away from starting with traditional roadmaps and instead towards developing a strategy based upon their own emerging work.

The pattern provides a structured way to generate and evaluate choices by mapping valuable areas such as vision, goals, domains, and opportunities.

Following this approach, product teams can create a strategy that’s adaptive, sustainable and responsive to change. The end result is you have many informed choices to help you win.

Crafting Strategy

Each area is designed to evolve emergent choices, allowing you to refine your approach as conditions change. Let’s explore the pattern elements to see what’s involved in creating our product choices with the pattern.

Vision

A clear and compelling vision is at the heart of any successful product strategy. The vision acts as your product’s north star, providing direction and purpose. It answers the fundamental question:

What is the ultimate goal of this product, and why does it exist?4

A strong vision motivates internal teams and resonates with customers, helping to drive product development toward a shared objective.

Outcomes

Outcomes of real value can be represented as product goals. Product goals are concrete implementations that move your product closer to achieving its vision. These goals should be specific and measurable in terms of actual tangible value to customers, stakeholders and the organisation.

By setting clear goals, teams can ensure their efforts remain focused and that progress is continually evaluated against a defined objective.

While many people advocate delivering product goals simultaneously, product teams should consider developing one goal at a time.

Focusing on one product goal at a time enhances clarity, keeps teams collaborating with each other, minimizes distractions, and improves efficiency and cross-learning.

This singular approach ensures higher-quality outcomes, faster objective progress, and greater overall product success.

“The Product Goal is the long-term objective for the Scrum Team. They must fulfill (or abandon) one objective before taking on the next.”

Scrum Guide5

Hence, in the pattern, they appear on top of each other as they are ordered by importance. We appreciate that this could be a cultural change trigger for many people. Whoopsie!

If you feel the need to juggle multiple product goals at the same time, reconsider whether they are broad enough in scope. Consider merging them into a higher-value, more comprehensive goal to avoid overloading the teams and risking delivering nothing of value!

Domains

Product domains refer to the key people areas your product touches, such as markets, customers, and stakeholders.

Examples of domains could be markets that adhere to regulatory needs, country specifics, and industry factors. Or customers who are users, resellers, or … wait for it … real end customers. And, of course, there are stakeholders, such as owners, shareholders, sponsors, or external partners.

If you need domains other than those shown here, feel free to add your own or remove ones you don’t need. In contrast to goals, working with domains in parallel is desirable.

Understanding these domains is essential to creating a product strategy that evolves with the broader ecosystem in which your product operates.

By mapping these domains, you can ensure that the strategy addresses the right people at the right time and in the right way.

Opportunities

Opportunities represent potential areas where your product can obtain tangible value. These could include ideations (discovery of quick wins, new features, experiments), propositions (offers of differentiators, brand, price, faster delivery) or channels (point of sale, platforms, social media, OEM’s, marketing).

By iteratively identifying and reassessing these opportunities, you ensure that your product strategy remains relevant and capable of seizing emerging trends and unmet customer demands.

Once again, you can examine these in parallel and replace any of them with approaches that increase the value of your product as needed.

By examining these opportunities, we can have many choices about implementing our strategy pattern as it emerges.

Iterate, Iterate

As market conditions, customer needs, and technological advancements evolve, iterating on your product strategy is essential to stay relevant and practical.

Regularly revisiting and adjusting the strategy through ongoing conversations helps ensure it remains aligned with real-world changes and organizational goals.

These feedback conversations with customers, stakeholders and the product teams help promote transparency, enable teams to address emerging challenges, reassess priorities, and validate assumptions with current data.

This iterative approach builds resilience into the strategy, making it adaptable to new insights and fostering cross-functional alignment. It helps teams stay engaged and committed to a shared vision.

The result is a continuously refined strategy that supports sustainable growth and allows for adaptive responses to ever-changing dynamics.

Simply put, you update your strategy by talking. Always talk!

Example

To run through an example, let’s use the company Netflix as everyone knows what they do, and they have a published vision we can use here …

“to entertain the world”

Netflix product vision statement6

Next, we need an outcome goal that supports our product vision.

As a scenario, I made one up to support Netflix’s real vision as so …

Product Goal

“Achieve content that 90% of subscribers feel matches their desires.”

We can now explore which domains this goal could align with.

Domains

Markets

• Leverage SWOT Analysis to identify strengths, weaknesses, opportunities, and threats for entering new regions, especially regarding local content regulations.

• Use software (e.g., OneTrust) to track and ensure compliance with regulatory standards in specific countries, adapting content to meet local laws.

• Tools like Owler can track competitor moves and trends in target markets, allowing Netflix to identify and respond to competitive threats.

Customers

• To better understand diverse audience preferences, create detailed personas using data from analytics tools (e.g., Google Analytics, Amplitude).

• Utilize behavioural analytics tools like Mixpanel to track user actions and identify content preferences by segment.

• Map out the viewer journey to see where users interact with content and drop off, refining recommendations to keep them engaged.

Stakeholders

• Maintain profitability while investing heavily in original content and global expansion to maximize shareholder value.

• Collaborate with production houses and local studios to create exclusive content for regional markets.

• Build partnerships with existing franchises and IP owners to expand Netflix's library of recognizable shows and movies.

Once we understand what markets, customers, and stakeholders need to be served, we can explore the opportunities that can develop in the product to meet their needs and achieve our goal.

Opportunities

Ideations:

• Run A/B tests on new content formats like interactive storytelling or short-form content to see what resonates best with different audiences.

• Employ tools like UserTesting to gain insights directly from viewers about preferred content features or new content ideas.

• Launch a curated experiment of “Netflix Shorts” series featuring 10-minute episodes for quick, mobile-friendly viewing.

• Test location-based content recommendations to personalize the user experience further, catering to regional tastes and preferences.

Propositions

• Adapt customer identity algorithms to align content offerings with unique selling points that appeal to target audiences, like high-quality international dramas or exclusive documentaries.

• Tools like Price Intelligently can help test and adjust pricing models, including tiered and ad-supported options, to find optimal pricing strategies for each region.

• Enhance streaming speeds and download capabilities to improve viewing experiences in regions with limited internet connectivity.

Channels:

• Promote Netflix gift cards and subscription options in retail outlets worldwide to reach audiences without credit access.

• Integrate with smart home devices and gaming consoles to broaden Netflix’s accessibility and cater to home theatre enthusiasts.

• Use Twitter, Instagram, and YouTube for teasers, behind-the-scenes content, and fan engagement to maintain high visibility and anticipation for new releases.

The Netflix example illustrates the range of domains and opportunities available to shape your strategy. We can observe that Netflix does many of these already, but not all of them!

These choices will gain further detail and context with actual data, allowing for informed product development. Obtain real data when doing this for your real product.

Conclusion

When leveraging the pattern, avoid adhering strictly to the pattern visual as a process. It’s not a process. Instead, consider organizing by the words alone: vision, goal, domains, and opportunities on a board, without the visual, as this can be equally effective.

Using actual post-its, documents, videos, or slides to enrich these areas is entirely in your gift. Use what you need in the way you need it.

But never forget the feedback importance of iteratively talking about your product strategy … relentlessly.

Whether it's increasing revenue, expanding market share, or improving customer satisfaction, the strategy should support your vision of providing emergent, tangible choices for obtaining value from your product.

Once discovered, how you leverage these many choices is up to you.7

What Next?

You can obtain a pdf open-source version of the “Product Strategy Pattern” from this link here: Product.Strategy.Pattern.pdf

To deepen your understanding of product strategy, consider joining our Certified Scrum Product Owner® — CSPO course. This course will help you take the next step in mastering product strategy and driving your product to success.

The Certified Scrum Product Owner® — CSPO course covers implementing your Strategy with the Product Strategy Pattern, developing a Product Operating Model, leveraging Scrum for innovation, and using AI to make better product decisions.

You can use any of the following links by currency preference to read more about the Certified Scrum Product Owner® — CSPO course details:

GBP: https://www.agileaffinity.com/w/uk/courses/44-cspo-certified-scrum-product-owner

EUR: https://www.agileaffinity.com/w/eu/courses/44-cspo-certified-scrum-product-owner

USD: https://www.agileaffinity.com/w/row/courses/44-cspo-certified-scrum-product-owner

References

One memory that stands out is from a small Agile Coach Camp in Norway, where just 12 people focused on learning more about ourselves and our work. We spent hours in deep discussions, but it wasn’t just the conversations that left an impact—the connections we made. Late into the evening, we sat together, enjoying a beer, and something shifted. We weren’t just professionals anymore; we were a community bound by a shared purpose and the space to be ourselves. The cold outside contrasted with the warmth we created, solidifying bonds I still cherish today.

Another highlight for me was in the UK, where cheese and port have become the unofficial symbols of connection. After long days of diving into complex topics, we’d gather, enjoying rich conversations over a glass of port and bites of cheese, celebrating the shared experience of learning and growing together.

There was also “Sign”, a game we played for two hours in complete silence. Where else can you connect so deeply with others without saying a word? It was a surreal experience, stripping away the need for verbal communication and relying purely on trust and understanding. By the end, it felt like we had communicated on a level beyond words, something that has stayed with me ever since.

But it’s not all about intense discussions or profound silence. There’s also something about simple pleasures—walks in nature, saunas to unwind after a long day, and sharing meals. The food is always an event in itself. These moments outside of structured sessions are often where the real magic happens, where you build friendships, share stories, and learn from one another in unexpected ways.

Then, there was Agile Coach Camp Barcelona, where I brought my daughter. It was an incredible experience, not just for me but for her. The sun was shining, and the energy of the camp was contagious. What stood out was how everyone there embraced her as an equal. She wasn’t just the teenager in the room—she was part of the conversation and respected for her thoughts and contributions. It was a powerful reminder of the inclusivity and respect that Agile Coach Camps foster, no matter your age or background.

For me, Agile Coach Camps are about professional and personal connections. It’s where deep learning meets genuine camaraderie, where you’re as likely to find yourself debating Agile frameworks as you are bonding over a game, a meal, or a shared silence. It’s where I can step back from the hustle and reflect on who I am as a coach and a leader in the company of those who are just as passionate about this work as I am.

These experiences inspired me to bring Agile Coach Camp to the UK. I wanted to recreate that sense of connection and deep learning on home soil. And it’s been incredible to see the community grow over the last two years. Next year, we’re moving to a bigger venue because the demand has been so high. It’s a testament to the power of these camps and the genuine need for spaces where coaches can come together, learn, and build lasting connections.

Whether it’s quiet moments of reflection, long walks, relaxing in the sauna, or simply sharing a meal, these camps offer a chance to connect deeply with like-minded professionals as passionate as you are. Agile Coach Camp is where learning meets true community, and I find the space to reflect on my role as a coach and a leader.

Agile Coach Camp UK will be held again next year on the 4th and 5th of October at Centre Parcs Woburn. If this resonates with you, I hope to see you there, ready to connect over cheese, port, and powerful conversations. 

Click here for more details: https://agilecoachcamp.co.uk/

Artificial Intelligence (AI) rapidly transforms the work landscape, ushering in a new era where machine learning, natural language processing, and predictive analytics become integral to daily operations. For Agile professionals, understanding the foundations and potential of AI is not just a strategic advantage — it’s a necessity. This article delves into the core aspects of AI, its practical applications in an Agile context, and the limitations we must navigate, aiming to answer the question: Why should we care about AI?

The Evolution and Fundamentals of AI

AI’s journey from a nascent technology to a cornerstone of modern business is both fascinating and instructive. Initially conceptualised as a system capable of performing tasks that typically require human intelligence, AI has evolved into a robust tool that enhances decision-making and optimizes processes. This evolution is underscored by developments in prompt engineering, where the art of crafting inputs to receive useful AI-generated outputs becomes crucial. Such advancements are reshaping how Agile teams manage projects, with AI-driven analytics providing deeper insights into team dynamics and workflow efficiencies.

Practical Applications of AI in Agile Environments

AI can play a pivotal role in Agile settings by enhancing decision-making, automating administrative tasks, and providing predictive analytics for better project management. Consider an AI-powered dashboard that tracks sprint progress and predicts bottlenecks based on historical data and current team performance, allowing teams to address issues before they impact productivity preemptively.

Key Practical Applications:

• Enhanced Decision-Making: AI algorithms analyze vast amounts of data to help prioritize tasks and allocate resources effectively.

• Automated Administrative Tasks: Routine tasks such as scheduling and reporting are automated, freeing up team members for strategic activities.

• Predictive Analytics in Product Management: AI forecasts timelines and potential delays, improving roadmap planning

Balancing Technology and Human Insight

As we integrate sophisticated tools like AI into our workflows, the challenge is to balance technological capabilities with the insightful contributions of team members. Agile teams thrive on collaboration and creativity, which AI should facilitate, not replace. By maintaining a focus on people, Agile teams can harness AI’s power while preserving the adaptability and human-driven innovation that characterise the best Agile practices.

The Limitations and Ethical Considerations of AI

Despite its vast potential, AI is not without its limitations. Over-reliance on automated systems can lead to a reduction in critical thinking skills, and biases in data can lead to skewed outcomes. Agile teams can address these concerns by ensuring transparency in AI usage and advocating for ethical AI practices.

Aiden Gomez, co-founder and CEO of Cohere, emphasizes the importance of trust and ethical considerations in AI deployments:

“If your users can’t trust the technology, you’re not going to bring it into your product. And so we pour a lot of resources and effort behind closing potential risk factors, like toxicity or bias, [so we’re] able to give our customers comfort about the data that was used as part of training.” watch video

Embracing AI: Strategies for Success

Agile practitioners must embrace AI by fostering a culture of experimentation and continuous learning. Addressing resistance to AI involves clear communication, transparency, and a commitment to upskilling initiatives. Agile leaders can build trust and encourage adoption among their teams by demonstrating the tangible benefits of AI integration.

Looking Ahead: AI Fluency as a Competitive Advantage

Fluency in AI will emerge as a critical differentiator for Agile professionals. Those who possess a deep understanding of AI’s potential and limitations will be better equipped to navigate the evolving workplace landscape and seize new opportunities for innovation and growth.

Conclusion

The intersection of AI and Agile represents a convergence of two powerful forces driving innovation and transformation in the workplace. By understanding key AI concepts, applications, and limitations and embracing AI fluency, Agile professionals can position themselves for success in the evolving workplace landscape. As AI becomes more prevalent in the workday, resisting it could be perceived as unwilling or incapable of adapting, potentially putting employment and productivity at risk. Therefore, workers must become fluent in its use to stay ahead of the curve and gain a distinct advantage in the workplace.

Read more about the transformative role of AI in the workplace.

This comprehensive approach to AI in Agile environments offers a pathway for professionals to leverage AI for enhanced productivity and innovation. Agile Affinity’s initiative with the ICAgile Foundation of AI course marks a significant step in preparing Agile practitioners for this new technological era.

“Revolut prides itself on a robust engineering culture that supposedly embodies Agile principles to deliver exemplary customer service. Yet, my recent experience as a customer whose account had been hacked paints a different picture. Let’s dissect their proclaimed ethos and see where the disconnect lies.”

1. The Start-Up Within a Start-Up Paradox

Revolut’s engineers are encouraged to ‘act like a founder’ with the autonomy to innovate. While this aligns with Agile’s emphasis on self-organisation and motivation, my ordeal highlights a gap in this practice regarding customer-facing scenarios. Where was the innovation in customer service when it was desperately needed?

2. Communication Breakdown: The Irony

Revolut touts face-to-face communication and efficient use of digital tools. However, when I faced a security breach, the delayed and fragmented communication seemed contrary to Agile’s principle of direct and continuous interaction. Agile values customer collaboration over contract negotiation, yet I struggled to establish even basic communication.

3. A Flawed Feedback Loop

Feedback is a cornerstone of Revolut’s development culture, yet the lack of prompt alerts about unusual account activity contradicts the very essence of proactive feedback in Agile. This oversight in their feedback mechanism resulted in a delayed response to a critical issue, undermining the Agile principle of adapting to change.

4. Expectation Driven Development vs. Customer Reality

Revolut’s commitment to Expectation Driven Development, especially for a financial service provider, is commendable. However, my experience suggests a mismatch between this principle and its practical application in customer security. Agile’s customer-centric approach seems lost in translation when theoretical expectations don’t align with real-world customer experiences.

5. The Continuous Improvement Conundrum

Despite Revolut’s claim of continuous improvement and MVP approach, my experience indicates a gap in iterating based on customer feedback, particularly in the realms of security and user experience. Agile thrives on learning and adapting, but this appears to be an area where Revolut’s agility falters.

Conclusion

While Revolut’s engineering principles reflect a strong alignment with Agile in theory, there seems to be a critical disconnect when these principles are applied to real-world customer service scenarios. As an Agile coach, I believe it’s crucial for organisations not just to adopt Agile in theory, but to embody its principles in every aspect of their operations, especially customer service.”

Are you a Scrum Master looking for ways to take your practice to the next level? Do you want to explore the potential of AI in enhancing your ability to serve teams, product owners, and organisations? If so, you’re in the right place.

In this post, we’ll share ten tips, closely aligned with the Scrum Guide’s key accountabilities of a Scrum Master, on how AI can act as a force multiplier for Scrum Masters. We’ll explore AI-driven tools for fostering self-management and cross-functionality, ideas for removing impediments and ensuring productive Scrum events. These AI methods refine product goal definition, backlog management, stakeholder collaboration, and more.

The post will be grounded in the Scrum Guide’s principles, so you can be sure that we’re staying true to the essence of Scrum while embracing the innovation that AI brings. In the post, we’ll share actionable tips and insights on integrating AI into your Scrum practices effectively and ethically.

So, if you’re ready to elevate your Scrum Master role to new heights and blend traditional wisdom with cutting-edge technology, let’s dive into AI and Scrum!

Tip 1 of 10 — Data-Driven Insights

AI can be a game changer in coaching our teams towards ultimate success! By leveraging AI, we can gain valuable insights into team dynamics, workflow efficiencies, and skill development. How cool is that? Not only can we identify bottlenecks and uneven workload distributions, but we can also uncover hidden potential within our team. With this powerful tool in our arsenal, we can guide our teams towards a culture of collaboration and continuous improvement.

Tip 2 of 10 — Helping Scrum Teams meet the Definition of Done

As Scrum Masters, we all understand the importance of having a crystal-clear definition of “done” (DoD) for our teams’ sprints. However, ensuring that everyone on the team shares the same understanding of “done” can be challenging. That’s where ChatGPT can help — this AI-powered assistant can assist your web development team in creating a comprehensive list of DoD criteria specific to web development.

ChatGPT can suggest some great ideas for your team to ensure their code is up to par. From completing code reviews, passing all unit tests, and meeting accessibility standards to successful integration testing, ChatGPT’s got you covered. You can also use ChatGPT to put together an interactive guide that explains each DoD criterion in detail, complete with examples, good practices, and FAQs to clarify expectations.

Using ChatGPT in a targeted way is a surefire way to gain a more transparent, unified understanding of the DoD, leading to higher-quality outputs and more efficient workflows. With ChatGPT, you can be confident that everyone is on the same page and that your team is delivering high-quality work that meets your standards of “done.”

Tip 3 of 10 — Removing barriers between stakeholders and Scrum Teams.

As a Scrum Master, I understand that stakeholders may struggle with understanding technical jargon during Sprint Reviews. To make their experience more accessible and efficient, I recommend using ChatGPT. With it, technical aspects of the sprint work can be translated into easy-to-understand summaries before the review, ensuring that all stakeholders can quickly grasp what has been accomplished without getting bogged down in technicalities.

ChatGPT can also generate concise summaries highlighting critical decisions, feedback, and action items after the review. This makes it easier for stakeholders to review and follow up, saving time and allowing them to focus on what matters. Additionally, ChatGPT can generate pre-review briefs to help stakeholders prepare questions or comments in advance, leading to more focused and productive discussions.

By integrating ChatGPT in these ways, I can make Sprint Reviews more accessible and efficient for stakeholders, ensuring their valuable insights and time are optimally utilised.

Tip 4 of 10 — Helping find techniques for effective Product Goal definition and Product Backlog management

Are you ready to dive into an exciting Scrum simulation with me? We will build a diverse and functional LEGO city that combines creativity and real-world urban structure in the most harmonious way possible. And the best part? We’ll use AI to gather insights on various city designs, cultural landmarks, and best practices for urban planning!

With the help of ChatGPT, the Scrum team can quickly synthesise all this information into a clear Product Goal, which we’ll then use to create a detailed Product Backlog. And trust me, this process will be both rewarding and exhilarating!

Using AI-driven solutions like ChatGPT, the Scrum team can refine their list of features into specific and actionable Product Backlog items. These tools can also analyse market trends and architectural themes to ensure we order backlog items based on critical elements.

But that’s not all! ChatGPT is also the perfect tool for continuous backlog refinement, integrating stakeholder feedback and evolving trends to ensure our product stays aligned with the defined Product Goal. So, let’s get started on this journey towards a truly unique and innovative product!

Tip 5 of 10 — Helping the Scrum Team understand the need for clear and concise Product Backlog items

Clear and specific Product Backlog Items (PBIs) are essential for any Scrum Team’s success. However, many teams need help with vague and non-specific items, resulting in confusion and inefficiencies. This is where AI-powered tools like ChatGPT can revolutionise how Scrum Teams approach backlog refinement.

In a LEGO City simulation, the Scrum Team faced a common challenge of a Product Backlog filled with general items like “Build residential area.” Using ChatGPT, the team could transform each item into more detailed and actionable ones. For example, “Construct a residential zone with diverse housing styles, including apartments, townhouses, and green spaces.” Then, by asking ChatGPT to break down the task into more specific PBIs, the team received three PBIs in user story format.

This AI-assisted approach streamlines the simulation and offers a practical lesson on the importance of clear backlog items. With consistent phrasing and detail level across all items, the Scrum Team can quickly refine the PBIs. This balance between guiding development and not constraining creativity is essential in real-world backlog refinement and can be achieved with the help of AI-powered tools.

Tip 6 of 10 — Leading, Training, and Coaching the organisation in its Scrum adoption

Now, using AI to lead or coach the scrum adoption might be too far, but let’s dive in and discover how we can use AI to create a fun and interactive quiz that boosts your scrum training and perhaps takes it to the next level.

Imagine this: you’re faced with the challenge of training a diverse workforce with varying levels of familiarity with Scrum. That’s where ChatGPT comes in! Through this fantastic tool, I developed a Scrum quiz that helps people gain a deeper understanding of the principles behind Scrum.

But that’s not all! I integrated this AI-generated quiz into Smart Slides, creating an exciting and interactive learning module that makes your training sessions more engaging and effective. And the best part? Participants receive instant feedback, making learning more active and allowing you to adjust your teaching methods in real-time.

Tip 7 of 10 — Visualizing Scrum Concepts with AI-Generated Images

Are you looking to add a creative and informative edge to your Scrum visuals? Consider using AI-generated images! Following a step-by-step guide, you can create visuals highlighting key concepts and engaging your team.

Start by identifying the Scrum concept you want to visualise, whether the framework, Sprint dynamics, or team collaboration. Next, clearly describe your vision to the AI using a tool like ChatGPT-4. Once the image is generated, refine your description and incorporate the visuals into your Scrum artifacts, training materials, or events like Sprint Reviews and Retrospectives.

Tip 8 of 10 — Don’t Believe Everything You Read

While it’s true that AI can be a game-changer for how you work, it’s crucial to recognise that it’s not perfect. We must learn how to work with it effectively and understand its limitations.

Let’s take a closer look at the upsides and downsides of AI in Scrum. While AI tools are powerful, they’re not infallible. They need guidance and a critical eye to work effectively. I can personally attest to this — I used AI to summarise client survey results yesterday, only to find a noticeable error. It was a stark reminder that AI is a tool, not a replacement for human insight.

But don’t worry — there’s plenty of upside to AI in Scrum, too! It can speed up and assist with written tasks, generate drafts, suggest ideas, and even help structure thoughts. This can be incredibly helpful in my suggested tips; just don’t expect it to be perfect.

Tip 9 of 10 — Use prompt sheets

Think of prompt sheets as your secret weapon for working with AI. They help you craft precise requests that get the best responses from AI tools, making tasks like generating reports, creating user stories, and piecing together roadmaps a breeze. Plus, they save you time and enhance clarity — what’s not to love?

Tip 10 of 10 — Individuals and Interactions Over Process and Tools

As I wrap up my ‘Leveraging AI as a Scrum Master’ series, let me reflect on one of the core values of the Agile Manifesto: “Individuals and interactions over processes and tools.”

Throughout this journey, I’ve come to a surprising realisation. While AI has the potential to revolutionise our Scrum practices, it can unintentionally overshadow the human element that is at the heart of Scrum.

It’s hard to balance utilising AI as a helpful tool whilst maintaining the collaborative spirit that makes Scrum effective. Perhaps AI can serve as a silent partner, supporting the Product Owner in managing the Product Backlog, automating administrative tasks, or gathering data for informed decision-making.

To learn more, why not come on my ICAgile AI course? you can get 10% off by using the code Event10

https://www.agileaffinity.com/w/uk/courses/43-icpfai-icagile-certified-professional-in-foundations-of-ai

Are you looking to take your career as a scrum trainer to the next level? Becoming a Certified Scrum Trainer, or CST, is the ultimate mark of distinction among those who teach and train professionals in Agile practices. It can open up tremendous opportunities for personal and professional growth — from charging higher rates to gaining respect from peers within the industry. But getting certified isn’t easy; it requires an impressive amount of preparation and hard work. In this blog post, we’ll provide 10 top tips on how you can become a Certified Scrum Trainer (CST). From studying course materials to attending certification-specific workshops — these tips will set you off on your journey towards achieving one of the most sought-after certifications in agile training today!

Tip 1 of 10: Write down your client’s stories

If you’re on the path to becoming a Certified Scrum Trainer, the first tip of ten is to write down your client stories. Sure, you can learn the theory and take courses, but there’s no substitute for hands-on experience. You need a collection of stories to draw upon for your training sessions and assessments.

Get involved with real Scrum teams and keep a record of what happens. Document both the good and the bad, but get permission from those involved before you share their stories.

Remember, before considering donning the CST hat, you must have 60 months of experience with Scrum teams within the last 84 months. There are no shortcuts here, as trainers need experience to make the cut. So get out there, get your hands dirty, and start recording those client stories.

Tip 2 of 10: Be a Scrum and Agile Ambassador

To become a Certified Scrum Trainer, it’s crucial to be a Scrum and Agile Ambassador.

There are many ways to do this, and one of the most significant events to attend is the Global Scrum Gathering. Here, you can network with like-minded individuals and keep up with the latest trends in Scrum. Additionally, join user groups to connect with fellow scrum enthusiasts and attend meetups. You never know what you can learn from a vibrant group of peers.

Remember to utilise the plethora of blogs and tools available, where you can share your agile knowledge and experience. Finally, speaking engagements are a fantastic way to shout from the rooftops about your passion for Scrum. Keep an eye on the Agile Alliance Events Calendar and throw your hat into the ring!

Tip 3 of 10: Build That Dream Team

Building a dream team is essential for success.

As the famous saying from Jon Spruce goes, “It might take a village to raise a child, but it takes a whole community to raise a CST,” and the same applies to accomplishing your goals. You can’t do it alone; you need your Avengers or ‘J Team’ to rally around you.

However, it can be challenging to find a group of like-minded individuals. That’s where the TAC-PREP Slack group comes in. It’s an excellent resource for networking with others who share your passion and drive. With the right team behind you, you can tackle any challenge together, co-training and preparing for the final training assessment.

Remember, a problem shared is a problem halved. So, don’t go it alone — build that dream team.

Tip 4 of 10: Get Yourself a Mentor

If you want to level up your CST journey, it’s time to start thinking about finding yourself a mentor.

Think of them like a personal Yoda, guiding you through the process with their insider knowledge and experience. But remember, it’s a two-way street. You need to bring something to the table, too. Finding the right fit can take time, so treat it like dating.

Look for someone who cares about you and your goals rather than just ticking off boxes. And remember to show some gratitude for the mentors who have helped you along the way — they’re the unsung heroes of the CST world.

Tip 5 of 10: Choose Your Certification Provider Like You’d Choose Your Football Team

Choosing the right certification provider is a crucial decision when it comes to your career goals. It’s like choosing a football team — you want a squad that sets you up for the long game. Before you even consider going for a Certified Scrum Trainer (CST) role, you must have a CSP-SM or CSP-PO certification first.

Don’t settle for the first option that comes your way. A reputable mentoring or self-paced program can deepen your knowledge and connect you with influential people in the industry. Think of it like a midfield partnership — teamwork makes the dream work. So, consider more than just warming the bench. Choose a program that makes you feel like you’re training with the first team, and get ready to score some goals in your career.

Tip 6 of 10 — Master the Scrum Guide

If you’re serious about mastering Scrum, then there’s no better place to start than with the Scrum Guide.

As an aspiring Scrum Trainer, knowing this guide inside and out should be at the top of your to-do list. The Scrum Guide is the playbook for all things Scrum-related, so it’s imperative to get familiar with it. And don’t just give it a quick once-over — read it with a fine-tooth comb (or a highlighter) to truly absorb the material.

But why stop there? I’ve found audio versions of the guide beneficial, particularly on long drives. So be sure to check out my favourite edits in the comments. With the Scrum Guide as your foundation, you’ll be well on your way to becoming a Scrum expert.

Tip 7 of 10 — Develop a unique training style

Everyone has a unique way of doing things and teaching others, so why not apply this to your Scrum Training?

By developing your training style, you’ll give your audience an experience they will remember. Like a gourmet dish, you can add real-world examples, rich case studies, and interactive exercises that resonate with your audience so they can better understand the topic.

What sets your training style apart is authenticity. Sharing your personal stories and successes will add an unmatched flavour to your training and make it memorable for those attending. Plus, this unique blend of experiences, teaching methods, and engagement tactics will become your signature. Your Scrum Training style will be your brand.

Tip 8 of 10 — Embrace Continuous Learning

As a Certified Scrum Trainer (CST), embracing continuous learning isn’t just a suggestion. It’s a commandment.

To excel in this field, you must be prepared to commit to a lifetime of education, soaking up knowledge like a sponge. Every training session allows you to add another chapter to your own story of growth and development.

Whether exploring new visual facilitation techniques or engaging in reflective learning, the key is to keep moving forward. By carving out time to reflect and record your observations and seeking honest feedback from your peers, you can continue to chase excellence and guide others through the principles of Scrum.

Tip 9 of 10 — Crafting a Winning Application

Crafting a winning application for the Certified Scrum Trainer (CST) certification is no easy feat.

It’s more like a personal retrospective — an opportunity to showcase your Scrum journey, pedagogy, and expertise. To make your application truly shine, some essential factors must be considered.

Firstly, ensure your application aligns with the latest Scrum Guide, demonstrating how you live and breathe Scrum in its purest form. Secondly, use storytelling to capture the moments that have shaped your journey and pinpoint the moments where your training has had a profound impact. Additionally, guidance utilisation is critical, with mapping guides and videos provided to help you stay on track.

Remember to keep the student experience at the forefront, presenting a clear picture of what learners will walk away with after a session with you. Clarity is also crucial, with simple, easy-to-navigate language throughout your application. Lastly, get feedback from other Scrum professionals to ensure your application is the best.

Remember, your application isn’t just paperwork; it’s an opportunity to share your passion for Scrum and showcase the value you add to the community.

Tip 10 of 10 — Market Yourself With Generosity

In the fiercely competitive world, distinguishing yourself as a Certified Scrum Trainer requires more than just expertise — it demands visibility. Embrace the essence of Agile by showcasing your talents with a generous spirit; here, the currency is not cash but knowledge and connections.

Establish your digital presence, a virtual realm teeming with valuable resources, personal anecdotes, and professional insights — a go-to destination for Scrum enthusiasts. But don’t limit yourself to the digital realm alone; immerse yourself in the Scrum community by actively participating in events and conferences, not merely as an attendee but as a connector.

Expand your thought leadership beyond physical spaces by authoring a blog or contributing to existing ones, infusing the Agile discourse with your unique experiences and insights. Dive into the vibrant world of online forums, becoming an indispensable guide to fellow enthusiasts.

Cultivate alliances with fellow CSTs, sharing leads, tools and creating a collective force that embodies the unity and collaborative spirit of Scrum.

Remember, your generosity in sharing knowledge solidifies your reputation as a trusted expert and amplifies your presence within the Agile community. By giving freely, you enrich others, strengthen your standing and lay the foundation for a thriving practice rooted in shared growth and collective wisdom within the Scrum ecosystem

Conclusion

In conclusion, becoming a Certified Scrum Trainer can be an exciting and rewarding experience. Throughout this blog post, I have explored ten valuable tips to help you on this path. Each tip has provided further insights and strategies to enhance your skills and knowledge, from writing your client stories to becoming a Scrum and Agile Ambassador. We have discussed the importance of building a dream team, finding a mentor, and selecting the right certification provider. Additionally, we have emphasised the significance of mastering the Scrum Guide, developing a unique training style, embracing continuous learning, crafting a winning application, and marketing yourself with generosity.

By following these tips, you will elevate your professional status and contribute to the success of your clients and the Agile community. The journey to becoming a Certified Scrum Trainer is continuous, requiring dedication, perseverance, and a passion for ongoing growth. However, the rewards are immeasurable — from gaining a deeper understanding of Agile principles to having the opportunity to inspire and educate others.

As I conclude this blog post, thank you for joining me on this journey, and I encourage you to share your thoughts and experiences. I value your feedback and would love to hear from you.

What other support would you like on your CST journey? Whether it’s additional resources, webinars, or training materials, I am here to support you. So, please leave a comment to let me know how I can assist you further.

Remember, becoming a Certified Scrum Trainer is not just about the destination but also about the friendships and connections you make. I look forward to being part of your journey and wish you every success in becoming a Certified Scrum Trainer. Let’s make a difference together and shape the future of Agile!

To view my upcoming courses, visit www.agileaffinity.com

Getting my level 1 was something that I had worked so hard for and been very focussed on achieving, that I had missed the point of it in many ways. I spoke to a few people about how focusing on the certification was limiting my ability to be an awesome systemic modeller, and how the outcomes are actually more important (Drink my own champagne!) .

I challenged myself to switch views and start thinking about what difference will being a level 1 systemic modelling facilitator make? I explored this using different lenses.

• Commercial — All our training courses are already systematically facilitated and use systemic modelling tools throughout them. Unfortunately, not many people know what the certification itself means. But being the first agile coach to achieve the milestone means I’m leading the way in changing that understanding (at least 3 other agile coaches are very close now)

• Confidence — My journey to level 1 has increased my confidence in facilitating any situation (The wilder the better) but receiving my level 1 has not changed that.

• Skills — When I started the journey to level 1, I honestly thought how hard can it be? I quickly realised just like scrum it is simple to understand, but oh so difficult to master. My ability to remain neutral to work with whatever shows up. To always be in service to the group's needs and to create a network of attention where people get curious with each other is actually pretty tricky. To complete the certification we are given a huge logbook (about 40 items) that we need to get signed off competency by competency. Once complete you then need to show you can put it all together.

• Feedback — Systemic modelling is a craft and the way to get better at any craft is by practising it over and over again, with feedback adapting as you go. Lots of coaching programs I have done have a heavy practical element but none put you through the relentless feedback cycle this program does. To experience the benefits of this approach why not try out the facilitation dojo class? — https://www.agileaffinity.com/w/courses/2-icpatf-team-facilitation-dojo

• Personal Change — The hidden part of systemic modelling is working on yourself. I had naively thought that after years of coaching training I had already come quite far but how wrong I was. The simple yet effective models we use in systemic modelling suddenly become part of everything you do and trying to live by them is even harder.

• Vision Impact — Agile Affinity has the vision to continue to professionalise the world of agile coaching. Systemic modelling aligns closely with this vision as in my opinion it is the missing skill set required in order to help create more resilient change and to focus on individual and interactions rather than process and tools. Being level 1 could be important here as it gives me more credibility to train these important skills.

In summary similar to the Scrum Alliance certifications I have gained, the chase is far more rewarding than the catch however with the chase being so good who cares!. Understanding this was a real breakthrough in my learning.

So what did I focus on instead?

Finding work during a pandemic — One of the things I am passionate about is the impact systemic modelling can have on the world. The ability to be curious and to help people explore the world using a few simple models is what makes me happy. With the current pandemic in full swing, I decided to target a short workshop that can help people find work during this time.

Paid systemic modelling work outside of agile — A few weeks ago I had my first paid systemic modelling work it was an amazing feeling to put my skills into practice, it made me hungry for more.

Sharing systemic modelling in the agile community — By focusing on speaking at meetups, other agile events, my youtube channel with Sara Baca ‘clean@work’ and the blog you are reading now, I can also help with the vision to continue to professionalise the world of agile coaching.

What advice do you have for someone starting the journey?

Just do it! — It has by far made the biggest impact both on an individual level and the difference I can now make in my work.

Practice, practice and more practice — Systemic modelling is a craft! Just learning during the dedicated rolling programs is going to take you a long time. Take any opportunities you have to practice your new-found skills. The systemic modelling practice group is a great place to start.

Find a mentor — Find yourself a systemic modelling mentor. If you are going to practice a lot outside the formal training, then having someone you can get feedback from regularly and check in on anything you are not sure on has made a huge difference to my skills. I highly recommend Sarah Scarett who has helped me so much during the last 6 months (Thanks Sarah)

Summary

Systemic modelling and the amazing community has become a huge part of my life, I wouldn’t change it for the world. A huge thank you to Caitlin Walker for bringing this work into the world through the work of David Grove and for being an amazing teacher, mentor and friend over the last 2 years.

If you like this blog you might also like the youtube channel Clean@work: https://www.youtube.com/channel/UCwH_oxV4j2FtqrOWVed6nlw

Since writing the agile scoping blog, I have been overwhelmed by the positive feedback received. Moreover, I have had several questions about the model.

During this blog, I want to answer those questions which I hope will make it more valuable for you.

Agile scoping sounds great, but I very rarely work with a client at the start of their agile journey, so this won’t work for me?

I have personally found the need for scoping to be more crucial in this situation.

Best case the scoping has been completed and all I need to do is have some quick conversations so that I understand the outcomes, and can continue with ongoing scoping. (I have not experienced this myself)

Worst case it is my opportunity to get some quick wins under my belt by helping the client define what outcomes are important to them, and to start to measure this. The agile journey continues while the scoping is going on, so the cost is relatively low to the client.

The other suggestion when joining an agile journey in the middle is to be careful not to say or indicate that what has happened so far in the change is terrible. But to see it as an opportunity to retrospect on the journey so far, and make some adaptations.

Agile scoping in my mind is an ongoing activity that changes and pivots as we learn more.

I can see how this works for large clients, but isn’t it a bit of an overhead for small companies?

Agile scoping should be scalable to any size organisation. The size of the scoping is likely to depend on the outcomes the client is looking for and how aligned everyone is towards the desired outcomes.

The size and shape of agile scoping is likely to be different in every organisation. Still, ultimately we need to have a direction of travel even if it is expected to change as we discover more.

As a ScrumMaster of one Scrum Team, I still need to understand what good looks like? What outcomes are expected by the stakeholders, and if the team are aligned with the expected results being asked for.

In this situation, scoping might be easy and take a few days. However, we might also find that the outcomes are not in the team’s control; then we have the opportunity early on to go back and explore extending the scope or changing the outcomes to something else.

As a general rule, if the organisation can afford to hire you (Permanent or Contract), The overhead of carrying out scoping is likely to be a no brainer.

Having a coaching plan doesn’t sound very agile?

The content of the coaching plan will be covered in a later article, for now, see this as a compass covering the direction of the travel, and some ideas on how to get there that has been co-created. If the course of travel changes, then we throw away the plan and start again with initial scoping.

How do I do scoping as an internal coach?

The agile scoping approach is agnostic of being internal or external. You might use initial scoping when working with a new area of the organisation, when a stakeholder changes, or if the priorities of the organisation change.

I am often asked, how do I show my value as an agile coach? This is the crucial difference as using scoping you can align any outcomes with the performance reviews you are probably still filling in. I will write about this in later articles.

Why won’t you work with less mature clients?

My approach or thought process is not about maturity. It is however about the ability for me to feel I can add more value to the client than they are paying me. It could be a client very early on in their journey who wants to understand more about what difference agile can make, or a very experienced client who is looking for that next step.

I find that the answer to your initial scoping question has changed a lot over the last 18 months, is that normal?

Organisations change all the time; that is what makes them so complex. Scoping is a constant activity for this reason. We can, however, look for some signs during the early stages of scoping to see if what they say and what they do align. For example, if the client says during initial scoping they have self-managing teams, you could ask “and when you have self-managing teams, what will I see and hear?” I can then check this during organisational scoping.

How do you say no to a client without hurting their feelings?

Often due to the reflective nature of the initial scoping phase, the client has some realisations already that they are not going to be able to achieve what they want or I am not going to be able to help them with their goal. If I do turn down a client and it is a surprise, I would use the clean feedback model along with the offer of a followup call.

In the last article, I gave you an overview of the newly released agile scoping approach I have found useful. In this instalment, we start to dig deep into initial (clean) scoping.

As a recap, initial scoping is heavily influenced by Caitlin Walker’s Clean Scoping, which at this stage I only aspire to be able to do in its fullest form.

During an initial scoping session I am trying to find out…

To bring this to life I thought I would give a few real examples to go through, starting in this blog with one I know a lot of people are doing at the moment… interviewing.

Scenario — Going for an interview as a contract agile coach

There may be a few stages to the interview. In this case, I had to run a 1 on 1 session with a member of the team, run a backlog refinement session for a new team and run a lunch and learn session for the product area I’d be supporting but that is a whole other blog post.

Then came the leadership interview:

Client “Here is all the info about the organisation and agile pilot we are doing…”

Me “Fantastic sounds like you have done a lot already, with that in mind if the agile pilot was to go just how’d you’d like it, it would be like what?”

Client “It would work”

Me “and when it works what will you see and hear?”

Client “Well we will be releasing much more often to our customers at the moment things can take 18 months”

Me “So at the moment things can take 18 months and after the pilot, you will be releasing much more often. What happens before you release much more often?”

Client “Well we have to control the release process at the moment, that is a separate department”

Me “Ok so what would have to happen to control the release process?”

Client “Well that’s going to take a while as it is a whole different area of the bank away from the pilot”

Client “Have you dealt with something similar before?”

Me “Yes it is a common problem I see when starting an agile journey”

Client “What do you suggest?”

Me “There are a few things we can do to try and help from our side but really until we can resolve the release process we are not going to be able to make much impact. Have you been in a similar situation before where you haven’t had the influence you needed?

Client “Well I think it is about trust so if we can make some small changes that go well I think over time we will be able to do more.”

Me “Thanks, I know that took up a little bit of time but I thought it was important that you know how I work so you can decide if it is what you want.”

Client “Thanks I do have a couple more questions I’d like to ask”

Me “Sure”

Interview continued…

PAUSE! — Before reading on, take a moment to think about what you are making up about the agile pilot and the client who is interviewing me.

Here are my observations

When the client said “Well we have to control the release process at the moment, that is a separate department”

The story in my head is that he was able to reflect on what I said and was able to grow his own understanding rather than always looking for the quick fix.

The impact is that I feel I can work with this person as part of my agile model is that cookie-cutter approaches don’t work so I need to feel the person understands this for themselves and is also coachable

When The client said “Well we will be releasing much more often to our customers at the moment things can take 18 months”

I inferred that they have some idea that agile is not the goal and I will be able to work on defining what outcomes the client wants fairly quickly

This impact is that I feel I can help the organisation as I don’t believe agile is a good enough goal on its own and therefore means the need for change is not going to be strong enough when things get tough.

When the client says “Well that’s going to take a while as it is a whole different area of the bank away from the pilot”

I made up from this that the client has some influence but perhaps not enough to meet the overall outcome they want but over time maybe they can get the change they want

The impact of this was that as much as we did some awesome stuff within the pilot this issue was the bottleneck for the outcome the client wanted and even with special focus it still took a long time to get things into production (first release took 6 months).

The only thing I can do at this point is to make up stories in my head based on the limited evidence. From what is normally a fairly formal meeting the chance of success. It does not guarantee for example that what the person says is the truth but it does give you a good starting point. We will uncover more on what we do in this situation in organisational scoping.

What I am not trying to do during initial scoping or an interview

• Sell agile or any other service I might offer

• Solve the clients' problems

• Make what they are currently doing wrong

I couldn’t do that in an interview, are you crazy?

This is a style I have used with a good success rate but you need to find how you interview at your best, here are the key principles I try to follow:

• Interviews should be a 2-way learning experience

• If I can give an example of how I work that is going to beat any answer to a question the client asks

• Try not to have preconceived ideas of what the client wants or needs. Scoping is often best when it is an emergent process of discovery.

• Be yourself

What next?

After the interview, you are probably going to struggle to get in contact with the client due to the recruiter buffer who is likely to give you limited to no feedback (Maybe you will get lucky). With this in mind I like to reflect on the session and remind myself of the 3 questions:

• Is the client someone I can work well with?

• Are the outcomes the client is looking for congruent with my agile model?

• Does the client have enough influence to meet the desired outcomes?

If the answer is a no to any of these then I have to decide what would I like to have happen? Perhaps if I get offered the job I will need to ask for another meeting to dig deeper? Perhaps I decide to decline the job or if I really need the money, what can I do to manage expectations and work within a scope that is possible at the moment.

That is because explicitly or implicitly committing to a scope that is not possible might seem like a good idea at the time but eventually, it is likely to cause you many problems. At best it loses you credibility and makes your next role harder to get. Worst case, you leave the client in a worse place than when you started.

Questions?

What other interview techniques have you found useful?

How do you decide if you should take a job or not?

What do you do if you can’t afford to not take a job but you know the difference you can make is minimal?

With thanks

Rickard Jones for helping define this way of working with me at Agile Affinity, and contributing to the article. If you would like to talk in more detail on the topic email us talk@agileaffinity.com or have a look on the website www.agileafinity.com we offer the ICP-CAT: Coaching Agile Transitions course that covers this topic in much more detail use ICAgile10 to get 10% off

Caitlin Walker for supporting my systemic modelling journey and inspiring me in so many ways including clean scoping the bases for this article www.cleanlearning.co.uk

Please follow me on medium so you can keep up to date with the agile scoping series.

Some of the people I admire in the agile community avoid working with organisations that are not fully committed to the agile changes they are asking for.

I hear people say that is ok for you as you are famous! you can pick and choose your clients what about me? I’ve got a mortgage to pay! (See Jem — Mortgage Driven Development)

This can create drama and a possible loss of connection between the ‘thought leaders’ and the rest of us. But what if there were some agile approaches that would help us understand how best to support our client if we do not have the full support of the organisation?

That is my aspiration over the next few blog posts.

Agile Scoping?

Agile scoping is the scaffolding I use to keep the client focused on the desired outcomes they are looking for. It has three stages all helping the client focus more on the outcomes they want to achieve, and less on the processes they are using to get there as doing agile is not an outcome.

In this article, I will give a high-level view of the diagram and all three stages of scoping this will be followed up by detailed articles on each level over the coming weeks.

Initial (Clean) Scoping

Initial scoping is heavily influenced by Caitlin Walkers Clean Scoping. However, as is the agile way I have adapted it to align with your own context of how you work at your best and so it can be leveraged to transform the world of work. However, If you can do the full clean scoping as defined in the link then I would recommend you do that instead.

It is often used in the first session you have with the main sponsor of the initiative the client is asking you for help with. For some people, it could be a job interview. However, we would use initial scoping if the desired outcomes change or I am asked to explore a new area of an organisation or the sponsor changes.

During an initial scoping session I am looking at three elements

1. Can I work with the client?

For me, this would be as below however you need to set your own rules on what’s important for you to work at your best:

• Are they open to reflection, feedback and changing of their own ideas in the moment?

• Are they looking for an off the shelf solution? Or a collaborative incremental journey towards their desired outcomes?

• Are the desired outcomes congruent with the agile and my own mindset? e.g. Are they involved in gambling for example as that is something I would not want them to get better at, Is the outcome to go ‘twice the speed in half the time’? a common agile misunderstanding.

2. Does the client know what outcomes they are looking for?

The most common thing I get asked during initial scoping is ‘Can you help us do agile’. My job during the initial scoping phase is to be curious about the request and dig a little deeper. I shall explore how I do this in a future article so do subscribe if you’d like to know-how. However, what I will say is you need to work out how during the initial scoping so you can find out what the need for change is.

3. Does the client have the influence required to meet their desired outcomes?

The final area I need to clarify before I can move on to the next phase is.

Does the person I am talking to have the influence to meet the desired outcomes.

An example of things people might need to influence will depend on the desired outcome, but a couple of examples are organisational structure and control of the budget. As in most cases, these need to change quite a few times, and having to wait for these to get approved can cause massive delays and a loss of momentum towards the desired outcomes.

What next?

If the answer to any of these questions is no, then in my experience it will be damaging to move on from the initial scoping phase, as the chances of success are low and with failure, we do get some learnings but we also get scars. I have found these scars to make the next change effort even harder.

You will need to decide if the answer to the above questions are likely to change in the near future? For example, I might decide to run a workshop to help them define clearer outcomes or I might see if I can get access to someone with the influence required.

If I do decide to work with the client, how long will I invest in exploring? What will the return of investment be to the client? Is it ethical to keep taking money?

Organisation Scoping

Organisational scoping is similar in many ways to initial scoping however instead of working with 1 or 2 key stakeholders over a short period of time normally for free, this phase will be with a large number of the people who are involved in meeting the desired outcomes described in initial scoping.

This could be a small group if the outcomes are targeted. For example, launching a new product that meets customers needs within 3 months, or a large group, for example, increase the employee experience score by 30%, which might need a large part of the company.

Organisational scoping usually has 4 parts. However, it is important to note that the organisation does not stop working whilst you continue the process. There is often a pay off between understanding enough to create a coaching plan, and the organisation making decisions which might be tricky to resolve later on. Such as setting up component teams instead of feature teams.

Initial Training — This is to create a common language for the change.

• Leadership training

• Agile Training

Launch Day — This is to create alignment and communicate the change to all members.

During the launch day, it is often useful to cover the below items in a mixture of large and small groups with at least 3 levels of leadership involved in all meetings.

• Desired outcomes from the wider group

• Feedback on the current outcomes under discussion

• A view of what culture people would like to have in the future

• Current strengths and challenges

• Any volunteers who would like to be a part of the pilot

• Knowledge gaps

Initial Support — This I have found helps you get off to the best possible start.

This will cover two areas:

1. Agile coaching support this might include things like launching or relaunching pilot teams, coaching of leadership

2. Further Information gathering in order to inform the more formal coaching plan based on the concerns outlined during the launch day

Coaching Plan — This reviews the success of the organisational scoping and decides on any long term support you might need based on outcomes

This is the final stage of organisational scoping as a group you will review if the organisational scoping has met the desired outcomes for scoping. Confirm the original desired outcomes are still valid and agree on the next steps in your agile journey.

What next?

If at any stage during the organisational scoping it is clear the desired outcomes are not going to be met, then in my experience, it is crucial to revisit initial scoping and rebaseline.

Some reasons for this misalignment could be a lack of congruence between what a client says and does, the outcomes are no longer important or perhaps the desired outcomes don’t have enough support outside of the small group you initially scoped.

Ongoing Scoping

If the coaching plan is agreed and things seem to be going on track then we can move on to ongoing scoping.

Ongoing scoping has less structure but I have found the below list of items useful at this stage.

• A list of desired outcomes e.g. OKRs

• A list of shorter-term outcomes (What will we see or hear in 1 week, 1 month) e.g. PLN

• A list of probes and any associated tasks

• If you are external a transition plan (What will happen when you leave)

• Case Study

What next?

I have found that it is important to keep aligning your shorter-term plans to the desired outcomes for small adjustments, we can do this as and when needed however we might want to revisit initial scoping if the outcomes.

• Change dramatically or are no longer a priority

• Can be met without you being needed

• Have been met

During the initial scoping we will either start work on some new outcomes, or you will move on to another area of the organisation, or perhaps even another organisation altogether.

With special thanks

Rickard Jones for helping define this way of working with me at Agile Affinity, and contributing to the article. If you would like to talk in more detail on the topic email us talk@agileaffinity.com or have a look on the website www.agileafinity.com

Helen Meek for always proofreading my blogs and for listening to all my crazy ideas.

Caitlin Walker for supporting my systemic modelling journey and inspiring me in so many ways including clean scoping the bases for this article www.cleanlearning.co.uk

Olaf Lewtiz for being an awesome friend, making me aware of clean language and creating the PLN model I refer to in this article https://www.trusttemenos.com/

Follow me on medium so you can find out how I do initial scoping in the next article. In the meantime, any feedback or questions would be appreciated.

She provided a couple of lower-level questions that I will try to answer below to help frame my answer.

What is happening to the group?

The group are starting to get more curious about each other’s similarities and differences. These can be things like how they work at their best? or worst? Moving on to more specific topics like ‘for them agile is like…what?’. They also start to become more resilient. Change is hard, people often laugh when I say I don’t like change, but I think it’s part of being human!. When change happens, the drama will increase. Teams that can deal with drama, will cope easier with that change.

What are we doing this to the group for?

I am doing this to help support change that might last. I have been part of change programs where change is done to people and they soon fall flat. By co-creating an understanding of what agile is for their organisation, and what outcomes they want from the change, we are more likely to get something that will add real value. It also helps move some of the people in contempt of the change to some level of curiosity.

What does it mean to create a network of attention?

A network of attention is when I am doing little work to facilitate, individuals are fully present in the moment and are curious about each other and the topic. Over time this means the client is not going to need me around as much, which means I can focus on a new client.

The picture above shows the red lines as a centralised communication pattern back and forth to the facilitator an example of this would be a daily scrum with the ScrumMaster controlling the communication within the team (they nominate the next person).

The Green lines are when the team start to talk directly between each other with the facilitator contributing only when it is in service to the group (e.g. the outcome of the session is in danger).

What do you think the pros and cons are of each of these approaches? I would love to hear your thoughts?

What are we hoping is happening to them individually and collectively?

Personally, systemic modelling has made a huge difference to who I am as a person and how I show up. The first thing it gave me is ownership of my own actions and behaviours. One example is that I used to think I was never in drama. I had no awareness whatsoever! Now I realise I am always in some kind of drama, more than anyone I know. Having this awareness gives me a choice sometimes, for example, I might decide that I am happy for the drama to continue. Other times I might decide to move to a shared outcome. Other times I know people are in drama with me and I decide that it is ok. But the key is the level of self-reflection on myself is much higher. This is what I would like the individuals I work with to start to having as it is literally life-changing. Imagine an organisation where self-reflection was high, the feedback was specific, often and actionable without blame and drama was dealt with in the moment. What would be possible?

What next?

This is now 2 very teasing blogs in a row covering why systemic modelling and agile are the perfect match. I promise to give you something more tangible next time. If you can’t wait then think about joining one of my training courses at www.agileaffinity.com or here from Caitlin herself https://cleanlearning.co.uk/

Taking them from a place of contempt to curiosity is not always easy, but luckily I have found some tools that really help. Which brings me to the topic I am in contempt with myself. Has the word clean language become dirty?

Let’s talk about clean language for a second. Clean was created by David Grove for use in psychotherapy. Later his work was taken and used in many different flavours including health, education, business and coaching.

This has caused the same 2 words ‘clean language’ to mean many things to many people. In the clean community people generally seem to understand how they all fit and support each other, but what about for people new to clean?

What are the different kinds of Clean Language?

Within the agile world, there are 3 main types of clean language being used, but they often get mixed up. Below I have ranked them in the order I have found the most value from. This is my view and context which might be different from yours.

However, there are also some similarities including the core clean questions you can find below.

Symbolic Modelling (1 on 1 Coaching)

Symbolic Modelling adapted from David’s work by James Lawley and Penny Tompkins. This seems to be the most popular use of Clean Language in agile which has some drawbacks. Symbolic modelling is normally used in a 1 on 1 session and tends to take the client into a metaphor to unearth information they have hidden within them. Judy Rees calls this the coaching horizon or the unknown knowns ‘the sweet spot for coaching’.

From my experience, things can go pretty deep pretty fast and therefore we have to be extremely careful with what permission we have from the client to do this kind of coaching. If you are curious about this kind of clean then I would suggest exploring it in some detail before practising it with your team.

Clean Questioning (Consulting)

The most well-known use within the agile world of what I am calling ‘clean questioning’ is Agendashift. Using clean language as a high-level questioning tool to help move problems to outcomes, generate ideas and align strategy works very well.

I use to dislike it because using clean at a high level discourages metaphor, which has been a key part of my clean experience. I have now got over that, however, I see some limitations as it is more of a consultancy approach rather than a coaching approach which I prefer.

Systemic Modelling (Team Coaching)

Systemic Modelling was created by Caitlin Walker influenced heavily by David Grove and many others and beautifully explained in the book from contempt to curiosity.

Systemic Modelling focuses on a few simple tools and techniques that whilst easy to understand are difficult to master. The general idea is to create a network of attention in a group around a theme such as working at your best. This is then explored not by the coach but the group themselves whilst they are slowly starting to learn clean questions and some of the other concepts such as the Drama Triangle and Triune brain.

The quicker I can move an organisation from contempt of me and the change to curiosity, the quicker I can make a difference. So far I have not found a better way to do this than using systemic modelling. It is also how we run our training course at Agile Affinity, creating a safe space to explore as a group the topic of agile coaching.

Why am I writing this?

This is the first of a series of blogs I will be writing on Agile Coaching. A lot of what I talk about uses clean language and specifically systemic modelling. Whenever I talk about clean language I am probably referring to Caitlin Walker’s work that I have adapted to an agile context. Whilst the other uses of clean language are valuable, I value systemic modelling more.

Over to you…

• What is your experience of clean language?

• Have you got any other tools you use at the start of an engagement?

• What would you like to hear more about in future posts?