CHALLENGES WITH AGILE TRAINING:
EXAMPLES, REASONS, CONSEQUENCES
Virtual networks of professional agile coaches and trainers is good place to pick up some most thoughtful and provocative agile discussions.
The most reputable networks that I know of, and happen to belong to, are the communities of:
Certified Enterprise Coaches and Certified Scrum Trainers (both, from Scrum Alliance),
and Candidate Large Scale Scrum Trainers and Coaches (both, from LeSS company).
These communities are great because there we continuously share our experiences and learn from one another.
The summary below is the result of one such in-network discussions that spans in duration for more the a year.
It is focused on in-class training experiences and highlights –
some of the most common challenges that we encounter with our students in pre-, in- and post-classroom situations.
Some of our observations are specific to private classes, some – to public and some – to both.
Below, are some of the common challenges with Agile Training that we face:
- Training “Wrong” Attendees with “Wrong” Intentions
- Training “Certification Collectors“
- Influence of Past Quasi-Agile Experience or Misguidance
- Lack of Pre-Training (Self-Study)
- Attempts to Change Training Content to “Conform to Reality”
- Attempts to Steer Training Content towards “Unique Situations”
- Requests for Exemption from Training by “Special” People
- Lack of Classroom Participation
- Too Much Reliance on Training Materials
More Selected Periodicals:
Scrum and Kanban at the Enterprise and Team Levels
Scrum, as the most structured of all Agile frameworks, is a great way to ensure predictable, strategically planned, incremental product delivery.
Scrum ensures good responsiveness to frequently changing market demands.
Although nonprescriptive, Scrum clearly defines certain roles, responsibilities, and ceremonies.
Kanban, for the most part, is silent about certain aspects that Scrum suggests explicitly (e.g., team size, velocity, story point estimation, timeboxing,
Scrum ceremonies, etc.). Kanban is less structured than Scrum. Being a true pull-based system,
Kanban is a great work-flow visualization tool that can be effectively used for WIP management.
It is a great tool to use in production support or the gradual redesign of legacy systems; business priority-driven new product development
is not the main goal….
Motivation 3.0 Is Required to Transition from Tribe Stage 3 to 4
In his book Drive, Daniel Pink says that when it comes to motivation, there’s a gap between what science knows and what business does.
Our current business operating system is built around external, carrot-and-stick motivators — which don’t work and often do more harm than good.
We need a system upgrade. And the science shows the way.
This new approach has three essential elements:
- Autonomy: The desire to direct our own lives
- Mastery: The urge to make progress and get better at something that matters
- Purpose: The yearning to do what we do in the service of something larger than ourselves