Tips to Certified Team Coach application

This series includes three posts:

  1. How Bright Career Path of ScrumMaster and Agile Coach?
  2. My Agile Coach Journey
  3. Tips to Certified Team Coach application

Tips for applying CTC

The previous two articles shown how bright career it is to be an agile coach, and what I have learned from my jouney of agile coach. If you have the aspiration to achieve the highest level Scrum certification, just follow up this article.
After the experiment of the certification last year, CTC has already opened for public application. As I learnt from the forum, there are many experts in Southeast Asia are applying for this certification, but quite few from China. Hurry up guys, I trust everyone of you, because I believe that in China there are much more professional!

Attention!

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My Agile Coach Journey

This series includes three posts:

  1. How Bright Career Path of ScrumMaster and Agile Coach?
  2. My Agile Coach Journey
  3. Tips to Certified Team Coach application

How did I grow up to an agile coach

Beginner to Agile

I joined Nokia Siemens Networks in 2007 when Agile had been promoting in the whold 3G Platform product line. In that period, there was few company dare to do large scale agile promotion globally. I obtained Certified Scrum Master(CSM) certification in 2008. During my career in Nokia Siemens Networks, I have been working in various roles such as Senior Software Specialist, Line Manager, Quality Manager, Project Manager, Scrum Master and Agile Coach, and had luckily worked with a lot experts in Agile. It is notexaggerate to say that Nokia Siemens Networks is like the Whampoa Military Academy of Agile in China. As per myself, I have learned and improve a lot as well in management skills, empowerment, lean concept and system thinking. In technical engineering practice, I had fully understood and adopted the concept of Continuous Integration, which is one of the useful practices in eXtreme Programming(XP). Automation Test and Refactoring was applied in my daily work as I awared the importance of Agile of Engineering Practice. The later LeSS (Large-Scale Scrum) Framework is basically originated and summarized from Nokia Siemens Networks’s experience on Organization level Agile.

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How Bright Career Path of ScrumMaster and Agile Coach?

This series includes three posts:

  1. How Bright Career Path of ScrumMaster and Agile Coach?
  2. My Agile Coach Journey
  3. Tips to Certified Team Coach application

Don’t worried about the carrer development of agile coach

Agile Coach is a new role, there are some people playing that role in all the company transforming to agile but still staying on their current position. So it is inevitable to produce concerns and doubts.

Some people may doubt: The company ask me do play as agile coach or ScrumMaster, what 's the prospect and How can I develop my career?

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申请导师级Certified Team Coach认证的攻略秘籍

本系列文章分为三部分:

  1. 敏捷教练和ScrumMaster的职业现在有多吃香?
  2. 我是怎样成为敏捷教练的?
  3. 申请导师级Certified Team Coach认证的攻略秘籍

申请CTC的攻略秘籍

前面两篇文章讲了敏捷教练职业发展的光明前景,以及我成为敏捷教练一路的心得,如果你也想和我一样去冲击最高级别的Scrum导师级认证,那就继续往下看吧。

从去年底推出试点以来,CTC已经正式开放申请,目前我从论坛上看到已有很多东南亚的人士已经在积极申请,而中国区申请人数不多,大家还需要努力啊,我相信国内的敏捷水平可是要远远高于东南亚的啊!

ScrumAlliance对敏捷教练定义的五种能力

前方高能预警

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我是怎样成为敏捷教练的?

本系列文章分为三部分:

  1. 敏捷教练和ScrumMaster的职业现在有多吃香?
  2. 我是怎样成为敏捷教练的?
  3. 申请导师级Certified Team Coach认证的攻略秘籍

初识敏捷

2007年我加入诺基亚西门子通信,正好赶上3G Platform产品线全面推广敏捷,那个时候在全球真正敢于大规模推广敏捷的大型公司并没有几个。2008年时我获得了CSM认证。在诺西那几年我陆续担任过高级软件工程师、资源线经理、质量经理、项目经理、ScrumMaster、敏捷教练等职位,也和很多敏捷方面的专家共事过,不夸张地说,诺西真的可谓中国敏捷的黄埔军校。至于我个人,在管理方面,学会了更多授权、精益思想和系统思考。在技术和工程实践方面,全面地接受了XP中持续集成的理念,将自动化测试和重构融入到了日常工作中,认识到技术敏捷性的重要。后来的LeSS框架基本上就是诺西那几年在组织级大规模推广Scrum的经验教训的总结。

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敏捷教练的职业真的很吃香

本系列文章分为三部分:

  1. 敏捷教练和ScrumMaster的职业现在有多吃香?
  2. 我是怎样成为敏捷教练的?
  3. 申请导师级Certified Team Coach认证的攻略秘籍

敏捷教练的职业发展?不必困惑!

敏捷教练是个新鲜头衔,敏捷转型的公司内都有人在做着一些事,其中很多人还是在过去的职位上,却做着全新的事情,于是就难免产生顾虑和疑惑:

公司让我做敏捷教练或ScrumMaster,到底有什么前途?我该如何发展?

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Scrum Master 技能模型

Scrum Master的定义是这样说的:团队的仆人式领导者,帮助团队排除障碍,仅有的权力是针对Scrum过程的。

从实践中看,SM其实就是组织的敏捷教练,是组织变革的代言人,需要对交付以及长期的转变之间进行平衡。很多人想了解SM的进阶技能,来进一步提升。

从领域上来说,SM要了解技术、业务、组织结构的领域知识。而从技能上来说,要掌握以下几个部分:

  • Training
  • Mentoring
  • Facilitating
  • Coaching

敏捷教练与管理3.0

我们的团队具有亲身经历的多年敏捷实战经验,完整体验过从开发工程师、SM直至研发经理的不同角色与挑战。
另外,我们推崇管理3.0思维,以复杂性思维来应对敏捷时代进行管理的不确定性。
在这个充满变化的时代,我们希望通过外部教练与内部变革领导者共舞,帮助企业建立应对变化的敏捷性,从价值入手,改善交付速度,提高质量和效率。

软件产品及其团队是一个复杂网络系统,唯有通过不断地检视与调整,缩短反馈周期,加速进化。
作为敏捷教练,我们将与客户共同成长。除了将业界先进实践经验带给客户形成一些改变,我们更愿意和重视利用教练和引导技术,结合上下文,让蜕变在客户身上发生。改变只是表面和一时的,而蜕变意味着理念与价值观的革新,意味着当教练离场时,团队仍会继续自我进化,不断改进。

另外,我们知道,进化在自然界并非连续发生的。根据“间断平衡”论,每个系统都处于某种稳定态,具有抗扰动的能力。要想形成蜕变,需要借助足够的外力让系统脱离稳态的惯性,重组系统参数,直至进入新的平衡。这里的外力不仅仅是外部教练的指导,更多来自企业内在变革的动力,特别是管理者的支持。敏捷管理者的职责不再是设计组织,而是创造一个容许失败的多样性环境,让敏捷团队自行生长出来。毕竟,“人是环境的产物”。

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大公司里技术专家转做基层PO,前途何在?

同一般小公司或互联网公司的产品不同,电信设备行业软件系统很复杂,动辄几千人做一个系统。即便在敏捷模式下,为了支持Scaling Agile, PO也是分层次的。三层很常见,越往上,越倾向于管理和协调,越往下,越倾向于实际需求管理和技术。最基层的PO往往是从技术专家转型而来,在初任PO的几个月里常常存在不少困惑,比如:无法投入更多时间花在自己喜欢的技术上;需要同很多人打交道,不仅花费了很多时间,争吵也是常有的事,很多看似简单的事情并不容易推动,很不适应这种工作状态,常有想回到过去纯做技术的冲动。

PO到底是个什么职位呢?在互联网类的公司里,PO做为产品经理是科技,商业与用户体验的综合体,有权决定产品的未来。但在电信设备类的公司里,情况稍有不同,我总结为PO乃技术、管理和人性的综合体。

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