Ivsen Platcheck, MSC. ENG.

Empresa:

Yoelgrego Consultoria em Treinamento Ltda.

Dois viéses:

Impacto e Foco técnico

Missão

Viabilizar o sucesso em projetos de alta complexidade, aplicando o rigor analítico da física e a precisão da engenharia à cultura ágil, transformando lideranças através da mentalidade servidora.

Visão

Ser a referência máxima em consultoria técnico-estratégica, onde a ciência e a gestão convergem para consolidar organizações ágeis, resilientes e orientadas a valor.

Impacto no ensino

Missão

Capacitar profissionais para prosperar no caos, fornecendo a base científica e as ferramentas ágeis necessárias para uma evolução de carreira consciente e sustentável.

Visão

Consolidar-se como o ecossistema de referência para quem busca dominar a ciência da agilidade, formando líderes preparados para os desafios de um mundo em constante mutação.

Os primeiros artigos que publiquei foram apenas uma preparação para que chegássemos a este momento, quando começo a apresentar minha proposta de trabalho, às organizações, empresas e entidades no seu caminho para desenvolver projetos, inovações ou soluções para problemas existentes.

Nos últimos artigos, depois de apresentar alguns aspectos que acredito importantes, da Gestão Ágil no Desenvolvimento de Projetos, apresento minha forma atual de trabalho. Este Framework está sempre em evolução, a medida que uso os pilares da Gestão Ágil, Transparência, Inspeção e Aprendizado, e Ajuste ou Adaptação.

Senhores Gestores, Dirigentes, Líderes, ofereço meu trabalho como Agile/Scrum Master, quando aplico toda minha experiência de quem já fez, faz e, certamente, fará a diferença na condução de ciclos de Desenvolvimento de Projetos, entregando o principal resultado, o valor, o produto, o objetivo, a cada ciclo e iteração. O framework que estou desenvolvendo tem apresentado, ao longo de sua evolução com inovação, soluções e resultados palpáveis. Tenho formação e experiência na condução de times técnicos e, normalmente, agrego atividades de Coaching, Mentoria, Tutoria e treinamento, visando alcançar os melhores resultados e fomentar a melhoria contínua com motivação e foco de todos os envolvidos nos times que conduzo com vistas à Liderança Servidora. Em meu artigo “Relação dos Principais Projetos dos quais Participei” [Pi16] apresento os principais projetos em que participei, e os resultados entregues, os valores e objetivos atingidos.

Ofereço aos senhores a cortesia de uma conversa inicial, para que possamos analisar juntos a situação corrente e possíveis caminhos a serem seguidos para que os objetivos da organização, empresa ou entidade sejam alcançáveis. Basta me contactar pelo e-mail: yoelgrego@yoelgrego.blog, e marcamos uma conversa usando meu canal do Google Meetings.

Publico mais um vídeo no Youtube referente à Gestão Ágil, os papéis de Liderança em uso atualmente, e como sugiro a sua organização para auxiliar no processo e aumentar significativamente a possibilidade de entrega de Resultados e Sucesso na produção do valor

(9) Apresentacao_v01 – YouTubehttps://www.youtube.com/watch?v=FWHLYhTQnNo

Por Ivsen Platcheck, MSC. ENG.

Devido à solicitações de colegas e outros que acessam meu site. Começarei a escrever, também, em Português.

De mesma forma, depois de escrever bastante sobre o framework do Scrum, vou começar a postar textos com viés mais para unir Engenharia e Gestão Ágil com SCRUM/Kanban, associados a ferramentas e técnicas que pego de outros paradigmas e adapto às minha necessidades.

Caso haja interesse em ter os meus primeiros textos traduzidos, por favor, informe que eu providencio uma versão em Português. Os novos textos serão escritos em Português ou Inglês, de acordo com o pública a ser atingido, e, em caso de eu perceber a necessidade, publico nos dois idiomas.

Para quaisquer comentários, dúvidas, sugestões, ou mesmo críticas, estou à disposição. Todas as sugestões serão identificadas suas fontes e serão atribuídos os devidos créditos.

Along my more than 40 years working on project processes, as a developer or the manage, I could learn that the best approach to have a project process started, executed, and ending by delivering the produced value is to start, from the beginning, with a leader facilitator.

This professional take the role of conducting the process, lead the teams, help keep the focus, promote discussions, and encourage the decisions to be taken by the stakeholders. Once defined the primal goal, this leader should make the stakeholders and the organization’s leaders to choose the professional responsible for the product of the project.

When those roles are filled, from the beginning, the whole project process starts with some organization, and enhancing the probability for success.

When we talk under the Scrum Framework theory, those roles have names: Scrum Master, as the leader facilitator; and Product Owner for the responsible for the product.

I know the initial movements are some steps before the Scrum Framework cycles start, and talking about the execution, now, might be premature. In fact, when those two roles are defined from the start, the leader may ensure that the stakeholders and the team members work harmoniously. The focus on the project evolution is enhanced, and the definitions are improved.

Any correction, adjustment, or change in the definition occurs more smoothly, when a facilitator leads the transitions and manages possible conflicts.

Along the time, I realized that for the two roles, there must be some special thoughts. For the Product Owner role, it seems to be suitable for a collaborator from the Organization, for the knowledge over the Organization vision, principles, goals, capabilities, to help align the proposition. For sure this is not mandatory, but this initiative brought the best results. Way better than hiring an external Product Owner.

Instead, for the Scrum Master, I truly advocate for someone who has no employment commitment to the organization. Once this professional should reach some situation and have to strongly argue with all ranks at the organization, sometimes call them back from dreaming or delusions, and be truthful even if the truth might not be so pleasant to the higher ranks, he must have all the security to carry the duties and have the proper respect from all the Organization’s collaborators.

A Scrum Master independent from the organization, with a contract business to business shall have a different relationship with the stakeholders and the organization directive stuff. To implement the techniques, keep on track all the work, ensure that everyone is doing what and how it was decided.

The Scrum Master independent from the organization, with a contract business to business shall have a different relationship with the stakeholders and the organization’s directive staff. Implementing the techniques, keeping on track all the work, and ensuring that everyone is doing what and how the team has decided for.

When the organization has the Scrum Master working from the beginning, all de process tends to flow smoothly and be controlled by a leader that shall serve the project cycles to ensure that project will succeed in delivering quality values.

During all my time as an Engineer, working on projects in various areas, I am now working as an independent Scrum Master to help organizations to get their projects to succeed and deliver the final product or value.

I had worked on several projects, since my early years, on electronic devices, telephony equipment, and private networks, plant power enhancements, embedded computing devices, software development, computer network infrastructure. I agree that this is a wide range of possibilities, and some areas could be said incompatible.

But over all those years working and producing, I developed my ways of dealing with situations, events, and problems.

People also say I am too old to work with high-technology, trend-tops, but I always believed, and I practice it, that the distance from what a professional doesn’t know, to get at least a basic knowledge, is studying and reading, researching, and experimenting, learning, and adapting. Despite my age, I am still hungry for new knowledge and new challenges. For sure, using all my experience and all I learned along the way. I am a personal company ready for a B2B contract to help teams to find their north. If I could help you, let me know. I don’t promise miracles, but hard-working.

It is already known that Scrum is, if not the most, one of the most used Agile frameworks. This framework, among several aspects of the theory, describes three main roles:

• Developers (Dev Team)
• Product Owner (PO)
• Scrum Master (SM)

By the book, the accountability for each role is:

• Dev team executes the development process
• The PO defines what will be done, the product and its functionalities, features, values
• The SM mentors all the process and the team

In this text, I want to explore the Scrum Master role accountabilities, tasks, actions, and the aspects for conducting the work.

Along my years working with projects, leading, and managing teams of different sizes, I developed my own way for leading and coaching the teams.

As I started to learn about Agile methods, and more recently, about Scrum, I recognize that I already used values, principles, and artifacts defined by the agile thinking theory.

I studied the PMBOK® [PMI01] principles and learned about the Microsoft Solutions Framework [MSF01]. Based on my background as Electrical/Electronics Engineer, I always seek for enhancing everything I put my hands on. I always seek for better ways, experiment possibilities, until I meet solutions, frameworks, and workflows that fit in my goals and show me better paths to walk through.

I got contact with agile methodologies on the early 2000’s, and a lot of concepts, values, artifacts had caught my attention. Some of them, I was already using in my daily work, when managing or working on projects, even to create new things, or to fix and update others.

Recently, I learned about Lean, Scrum, and I dove deeper into the Agile theory and thinking. I figure that I became, along the time, more like a Scrum Master, than a traditional Project Manager. Not that, sometimes, I had to embody more than one role, mostly Scrum Master and Product Owner, and/or Developer.

In this text, I want to explore the Scrum Master role, a little deeper. I read a lot about the definitions, and I feel that the role of the Scrum Master, in a team, is much bigger, than it is defined on the documents, in special the Scrum Guide [SS01].

I want to tell how I see the role, the principles, the accountabilities, and what the Scrum Master could do to enhance the team, the process, and help all the project cycle to reach success and deliver values.

By the book, the Scrum Master is accountable for guarantee that the Scrum Framework will be used under its definitions, values, pillars, ceremonies, and artifacts, as described on the Scrum Guide [SS01]. Also coach the entire organization to adopt the philosophy and its values.

The Scrum Master is also responsible to keep the team’s effectiveness. The Scrum Master should acts more as Servant Leader, for the team and the organization, be there, watch, and help when needed.

The Scrum Master should have granted the authority to take any decisions needed to assure that the process doesn’t deviate from its goal, and no issue might damage the final results, and the success.

The Scrum Master should coach the team members, encourage the adoption of self-managed and cross-functional approach. Guarantee the team focus on creating high-value increments that meet the Definition of Done and deliver actual value.

The Scrum Master is responsible for removing any impediment that can block the team working progress, and also guarantee that the scrum events and ceremonies take place, respect the timebox, and bring positive results to improve the teamwork.

To the Product Owner, the Scrum Master should help the definition for and effective Product Goal, and the Product Backlog definition and management.

The Scrum Master must work along with the Product Owner to get clear, concise, and refined Product Backlog items to be chosen for the next Sprint. The Scrum Master should encourage the empiricism for update and improve the Product Backlog, mostly when dealing with planning for non-trivial environments. The Scrum Master should be available to facilitate the stakeholders connection, when needed.

For the organization, the Scrum Master is responsible to pave the road for the organization adoption of Scrum, plan, and mentor its implementation, helping employees, stakeholders, and top-rank managers to understand, embrace, and adopt empiricism approach to deal with complex work, and removing any barrier between stakeholders and the team.

By definition, it’s said that Scrum has no Project Manager, on the strict sense, similar to the traditional project methodologies. But the Scrum Master has management responsibilities, and must use traditional project management measures, when feels they are required to solve problems that may arise.

In a practical world, the Scrum Master is a king of Project Mentor, coach, or even manager. Its roles are somehow beyond the Guide definition.

To be a proper Scrum Master, the professional granted to this position must have some skills and behaviors beyond the definition. Even though, the Scrum Master should be a leader, more than a straight chief, or traditional manager. Not demanding, but explaining what has to be done, and why.

The Scrum Master should be a more rational person, develop the emotional intelligence [Gd01] near perfection, and never lose temper, use violent communication, or let the emotions take control, when decisions should be taken. Advices should be taught, and encouraging the team to not fear failures, but to learn with them, and adapt.

The Scrum Master should instigate the team members along the ceremonies, to speak, and put their ideas, concerns, problems, or insights to the group. Must be humble to listen to the members, analyze, and then take decisions for what to do with those ideas. Even along the Daily Scrum, when it is stated that the Scrum Master may only be there to watch, sometimes it makes important some intervention to assure that the team is going through the right path.

The Scrum Master should not be seated in his office, until someone calls. The SM should be moving from group to group, observing, listening, intervening when feels it’s necessary, even if not asked by the team.

The job of the Scrum Master must start with the first events of the project process, even before the Scrum framework be installed and started.

The Scrum Master, to be really effective, should be an extremely experienced professional, skilled to see beyond the horizon, predict and understand the actions to be taken.

References

Gd01 – GOLEMAN, Daniel, “Inteligência emocional”, Objetiva, Rio de Janeiro, Brasil, 2011.

MM01 – “Curso Gestão Ágil 2.0”, Mind Master, 2022.

MSF01 – “MSF Team Model v. 3.1”, Microsoft, 2002.

PMI01 – “A guide to the project management body of knowledge (PMBOK guide)”, sixth edition, Project Management Institute, 2017.

SS01 – SCHWABER, Ken & SUTHERLAND, Jeff, “The Scrum Guide”, Scrum Org, 2020.