Category Archives: Kanban

My CEC and CTC Journey

This writing is way past overdue. I have been putting this off for, at least, a few years. But it is better later than never😊.

Today, I would like to share my (this is Gene) personal journey of becoming a Certified Enterprise (CEC) and Team (CTC) coach.

About the Programs

Both of them: CEC and CTC – have been developed by the Scrum Alliance volunteers.  The evolutionary path of both programs has been pretty long and full of experiments.

CEC came first. Some years ago (more than 10), what is called today as Certified Enterprise Coach (CEC), used to be called Certified Scrum Coach (CSC). At one point, the decision was made to rename CSC into CEC, for a variety of reasons, with one (big factor) being that CEC was more descriptive of a coaching focus, since at this level, a person coached not only Scrum but much deeper and broader (organization, enterprise).

But it was not just changing the acronym, it was also a complete redesign of the program.  What used to be a binary pass/fail outcome for an applicant (you submit, you wait for a while, you get a verdict), has evolved into a high-transparency, enriched with short feedback loops, multi-stage, iterative, full of learning and self-discovery, process.  Some time, after CEC has been redesigned (around 2014), there also came CTC (about a year later, or so). The main reason for creating the CTC, as a separate program/credential (NB: I was one of the co-creators but more about this below), was that (multi-) team-level coaches, had somewhere different focus than enterprise coaches: CTCs are were focused on multiple teams, CECs were focused on the whole enterprise.

Some Most Common Misconceptions about CEC and CTC
  1. “…there is no degree or accepted global accreditation that provides comfort around the skills and experience needed for the job…“. Not true. Howard Sublett, Co-CEO/Chief Product Owner of Scrum Alliance explains why this is not an accurate assumption, explaining how CEC and CTC have evolved, over years.
  2. CEC and CTC are just two certification badges that a person get, by simply attending a course and then passing an exam. Not true. Both programs are supported by a comprehensive application process that requires a wide spectrum of qualitative accomplishments: well documented coaching experience, formal and informal coaching education, mentoring experience (mentoring others and being mentored), long agile community engagement and contribution, deep knowledge of coaching tools, techniques and frameworks; as well as, qualitative “know-how”: deep agile knowledge, coaching competencies and mindset.  In a way, both CEC and CTC, remind a dissertation, written by a person who tries to capitalize of a long agile learning journey.  CEC and CTC can be graphically visualized as these little blue figures, on the left side, of this image.
  3. CEC and CTC – is a guarantee to easily secure a job with a significantly higher pay.  Not true.  Although in some countries/by some companies, a lot of emphasis is made on certifications, there is no statistical data to support that CEC or CTC holders have a ‘golden key’ to companies’ doors, while making significantly more money than non-holders.
  4. Once a person obtains CEC or CTC, their learning journey is over. Not true.  In fact, the opposite is true: the best part of the journey begins after a person earns the credential. Many people, consider getting the CEC-CTC credential as a tremendous boost to a personal ego – an ego to learn and further advance, in order to be ahead of others and continue elevating a coaching bar.
  5. Since CEC and CTC application process does not involve a multiple choice test, it is prone to errors and personal bias, by application reviewers. Not true.  Although, a personal perception factor is always present, whenever one human assesses another human, both programs, are very carefully designed to minimize/avoid subjectivity, bias and anchorage, as much as possible (multiple reviewers, calibrated score cards, recusing from review of colleagues/acquaintances etc.).  Check out the above links for details of the process.
My Personal Journey

My journey has begun in 2010, about a year after I received my CSP credential. I applied for Certified Scrum Coach (CSC) – the old version of CEC. I was so confident that I would pass it with flying colors…  Oh boy, was I wrong?  I did not succeed. Looking at back now, I realize that the reason was two-fold:

  • Back then, the process was not too supportive of me, as an applicant. Although I was sure that my reviewers were qualified people (I got to know them in person only years later), the whole process was not transparent and not conducive of iterative learning.  For me, personally, it was not a learning journey.  I had to work on my application in a complete silo, without having any idea if I was on a right track, without getting any guidance along the way. Then, I summited, and had to wait, for about 3 months, before I got the result back: not ready.
  • But to be fair, years later, after becoming CEC, when I reviewed my own, old CSC application, I thought: what a mess it was!  I would not pass myself either: style of writing, clarity of thoughts, ability to present content – they were not up to par with what I would consider today as an enterprise-level coach.  After not passing the original CS, I took the feedback from my reviewers at its face value (not without a disappointment, of course) and decided to let some time go by, before resubmitting.  I wanted to give myself a good chance to advance in my own learning and experience, at my own pace, without having the urge to re-apply fast.  Luckily, I did not feel that I needed a credential to find an employer or a client.  My other hope was that, eventually, the application process would improve, before I applied again.

Four (4), long years went by…

…Many more coaching gigs, many more read books and white papers, attended conferences, retreats and public events, tons of professional networking.  I mentored others and was mentored by more seasoned people. I coached, as a part of my paid job and if someone just needed personal help – I would coach for free, one-on-one.

As an agile coach, I also came to terms with the fact that I am an organizational and team design agent, someone who needs to strive towards changing the ‘world of work’ (also, happens to be the motto of Scrum Alliance), not just coach for the sake of coaching.

In the early part of 2014 I learned that the old CSC program had been redesigned (the effort, spearheaded by Pete Behrens and Roger Brown, who later became my greatest mentors) into the new CEC program and a beta-group of coaches-aspirants-volunteers was required to become the first “explorers” to go through the experiment. Being a huge fan of experiments and having a gut feeling that the time was right, I volunteered immediately.  As I recall it now, I was probably the only “scarred” applicant – someone who had experience with the old CSC program…

To make a long story short…it took me close to five months to go through the program. The hot summer of 2014 – it was me, spending many hours each week, reading, researching, writing and re-writing. From time to time, I would get a feedback or request for clarification from my reviewers. I would then jump on it, research it, study it and take another stab at the google document (by then, the application process was put online). I loved being a Guinea pig 😊.  The amount of additional learning and self-discovery that I made, while working on my own application was just immense. It also felt, as if I almost relived all of my professional experience as a coach (by then I already had many years of coaching behind my belt). Along the way, I collaborated with other applicants, sharing our experiences and bouncing around ideas (of course, everyone’s application was filled out independently).

In October of 2014, I got notified by Scrum Alliance that I was granted the CEC credential. This was one of the most exciting moments in my professional career! It was truly a huge milestone for me. In fact, I was the very first beta-group applicant that made it through the newly redesigned CEC program. It was a triumph.

Benefits After Achieving the Goal (becoming CEC-CTC)

Although CEC never became an automatic “golden key” door-opener for me, earning the credential certainly gave me additional self-confidence and boosted my ego.  I recall being asked by my clients and interviewers what Scrum Alliance *certified* enterprise coach meant and how it was different from “un”-certified. Those moments, were my best opportunities to talk about my professional journey and valuable assets that I bring to the table, as CEC.  Some of my more open-minded clients admitted that what they considered as a ‘coach’ up until then, was not even near what a coach is/does.

Becoming CEC has put me in small group of elite-guide-level professionals with privileged access.  I gained the privilege of joining closed discussion forums with Agile Manifesto co-signers and Scrum co-creators. Seeing them exchange and engage in hot debates, as well as being able to freely engage in any of those discussions on my own, was such a great asset.  At times, just following a thread about Scrum, Kanban, organizational dynamics, scaling, product management, technical excellence, classroom dynamics, business aspect of public training – would enrich my personal knowledge by a factor.

Helping Scrum Alliance to Further Raise the Coaching Bar

Some time, after earning my CEC, I learned that the group of volunteers-CECs was pulled together to create the new Scrum Alliance certification-credential: Certified Team Coach (CTC).  I volunteered myself and joined the group (Roger Brown was the leader).  The purpose of our effort was to delineate between the two types of a coaching focus: enterprise and (multi-)team.  After multiple years of research and discovery, it has become apparent that some coaches wish to focus on teams’ dynamics (e.g. multi-team PBR, multi-team Sprint Planning, Overall Retrospective), whereas others – on enterprise dynamics (HR policies, budgeting-finance, location strategies, vendor management, etc.).  Please note, the above are not mutually exclusive.

Rightfully, some of the quantitative (and to some degree, qualitative) expectations from CEC were higher than those of CTC.  However, just like the CEC, the CTC program was designed to be a very rigorous and challenging selection process, to identify guide-level, senior coaches.

In January of 2018, I also decided to gain my own CTC credential, since there were many instances in my career, when I had to coach at multi-team level.  It also did not feel right for me NOT to have the credential, while being involved in its creation😊.

Today, I run my own mentoring program for people that wish to pursue the CTC or CEC credential.  My focus is three-fold: advanced system thinking → improved coaching capabilities  → application success.

Other Important Milestones during My CEC Journey

One of the biggest aspirations throughout my entire coaching career was becoming a better system thinker-modeler – a person who could see and assess the whole organizational (eco-)system, not just its individual parts.  In enterprise-wide and multi-team settings this skill is a must, at least in my opinion.

Right around the time when l did not succeed with my initial CSC application, I zoomed my focus onto lean and agile product development, at scale and in multi-site settings – something that most of my clients had interest in and trouble with.  My attention was drawn to a series of books, written by Craig Larman and Bas Vodde (both later becoming my other great mentors), where they have covered many guides and experiments that I found very applicable in my work.  Since then, I have applied much of my learning (today, a.k.a. Large Scale Scrum or LeSS), while coaching individuals, teams and organizations.  I find LeSS education a significant asset to my own coaching journey (during and post- receiving the CEC and CTC credentials).  Today, I am one of a few (worldwide) Certified Large Scale Scrum Trainers (CLT) – another very unique and valuable milestone in my career that is also very complimentary to being CEC-CTC.

The above is originally posted on my blog.

More about me and my work.

10/13– LESS TALKS: System Modelling of HR-Related “Nuances”

 

 

Upcoming LeSS Training 

Additional recommended assets:

Agile Poetry In Motion

Lyrics written by: Gene GendelMusical/voice performance by: Erin Perry

LinkedIn feed

-1-

It is time to get serious about agility:
It is best to be viewed as PMO utility.
Scrum and Kanban are agile “methodologies”,
Agile Manifesto – is purists’ ideology.

-2-

Agile KPIs, metrics and RAGs,
PMs – proudly wearing “Agile Coach” name tags.
BAs – are pretending to be “Product Owners”,
Tech Leads – are deciding on a year-end bonus.

-3-

Agile’s the way to advance for promotion!
Don’t miss opportunities: strive with devotion!
Scrum Master – is merely a junior role,
An Enterprise Coach’s your ultimate goal!

-4-

Chief Architects – want a piece of this action,
Lets clearly define their main interaction:
“Dont waste their time, by expecting to code,
Power point creation – is their main working load”.

-5-

“Fixed everything” plans and forecasts to stakeholders,
Lets put all Scrum work in portfolio folders.
Make sure: estimations are very precise,
Our organization can handle all lies.

-6-

BAs – “PO Proxies” – Team Output Owners,
Borrowed resources – capacity donors.
Scrum, Scrum of Scrums and Scrum’s fractal design,
Oh God!, someone get me a bottle of wine!

-7-

Our Enterprise Scaling’s  – a serious matter!
Big, scaling solutions will make things just better.
Lets pay extra fees for every new version,
And be in denial of this brutal extortion!

-8-

Projects and programs. Trains, Streams, Epic Owners,
Shared workers, Brook’s Law and  developers-loaners.
Vertical structures get flipped on their side,
They’re now called Chapters – lets go for a ride!!!

-9-

Those Chapters too big??? – No worries, at all!
With Chapters of Chapters – we’ll all get a role!
But what if that thing got tremendously big?
No worries at all – will add Guild in a gig!

-10-

Portfolio Managers paid a big bribe –
To be guaranteed a sweet spot in a Tribe.
Of course, Tribal Lead is their main aspiration,
They’re now in charge of org. structure creation.

-11-

For staffing, rely on “sweat shops” and recruiters,
They are most ferocious industry looters.
They’ll find and “deliver” the cheapest resources,
While “riding” developers, like smelly horses.

-12-

Don’t do this alone: lets invite “expertise”!,
Expensive consultancies run this striptease!
They lead us through “theater” and masquerade,
And work extra hard for the millions they’ve made.

-13-

If you recognize what’s described in these rhymes,
If you get annoyed with these problems (sometimes),
Don’t remain silent and voice your frustration –
Earn tons of respect and your peers’ admiration.

For graphic irony and satire please visit this page.

07/14 – LESS TALKS: Have we just witnessed the transition to remote teams? No. Find out why.

 

Additional assets recommended:

Upcoming Training (group discount: group_disc):

May 26-29: Certified LeSS Basics (CLB) Courses | Virtual

Class May 26-29

System Modelling exercises done in class.

Note: These are not “the best” or “the only” solutions.  This is brainstorming in small teams: conditional, situational, circumstantial.

Relevant Assets:

02/27 – LESS TALKS: Q & A on “The Spotify “Model”: Don’t Simply Copy-Paste”, with Evan

Next virtual LeSS Training:

04/07 – LESS TALKS: Irony With Fake LeSS (is_Scrum) Adoption, with Dr. Wolfgang Richter, CLT

Dr. Wolfgang Richter is the founder and CEO of JIPP.IT GmbH (https://www.jipp.it/), an Agile Change Agency. He is a Certified Scrum Trainer (CST), Certified LeSS Trainer (CLT) and Coach and works with Scrum and Agile Methods since 1998. He and his team specializes in improving processes and structures by using agile methods and principles. Agile Transformations is one of the main activities. Scrum and LeSS are his preferred approaches for internal and customer driven projects.


This is going to be a fun story. Lots of IRONY.
When an organization hits Large-Scale Scrum, it is most likely to begin with a fake adoption. Scaling per sé is not easy. And it is not recommended. However, large enterprises rarely have a choice. So what can be done to handle the burden of scaling? Which pitfalls can be observed regularly? What is against all odds likely to succeed?


03/03 – LESS TALKS: Meet Ron Jeffries & Chet Hendrickson @ LeSS NYC (‘Dark Scrum’ and more…)



First and most importantly: Ron Jeffries and Chet Hendrickson are long time friends and colleagues who both had a huge impact on what defines AGILITY.
About Ron:

Ron Jeffries is author of Extreme Programming Adventures in C#, the senior author of Extreme Programming Installed, and was the on-site XP coach for the original Extreme Programming project. Ron has been involved with Scrum, Extreme Programming, and Agile for over ten years, presenting numerous talks and publishing papers on the topic.

Ron is the proprietor of www.XProgramming.com, a highly-ranked source of Agile Software Development information. He was one of the creators, and a featured instructor in Object Mentor’s popular XP Immersion course. Ron is a well-known independent consultant in Scrum, XP and Agile methods, recently specializing in helping Scrum teams get Done-Done.  Ron is one of the original authors of the Agile Manifesto.  Read Ron’s post on ‘Dark Scrum’ at: https://ronjeffries.com/articles/016-09ff/defense/

About Chet:

Chet Hendrickson has been involved with Agile Software Development since 1996, when as a member of Chrysler’s C3 project he helped develop Extreme Programming. In 2000, Ron Jeffries, Ann Anderson, and Chet wrote Extreme Programming Installed. It detailed XP’s core practices, how to do them, and how they work together to help teams be successful.

Chet is the first signatory to the Agile Manifesto.

Since 2002, Chet has been an independent consultant, coach, and trainer. In 2009, he was asked by the Scrum Alliance to help develop the Certified Scrum Developer program. Chet and Ron Jeffries taught the first CSD course and continue to offer them in the United States and Europe. He has been a Certified Scrum Trainer since 2009.

Ron and Chet were the curators of the Scrum Alliance’s Agile Atlas website and in that function created the Alliance’s official Scrum description, Core Scrum.

Chet and Ron Jeffries often work together and are popular conference speakers, bringing an interesting mix of humor and deep knowledge, and the odd cat picture. The are a fixture at the Agile Alliance’s annual conference, Agile 20xx, as presenters in the Stalwarts track.
Last year, Chet attended Craig Larman’s LeSS class in NYC and this is what he had to say:
https://www.keystepstosuccess.com/2018/06/may-30th-june-1st-certified-less-practitioner-course-with-craig-larman-nyc/


02/27 – LESS TALKS: Q & A on “The Spotify “Model”: Don’t Simply Copy-Paste”, with Evan Campbell



Recently, Evan  Campbell wrote an article on SolustionsIQ site: The Spotify “Model”: Don’t Simply Copy-Paste.  It resonated strongly with  many people. This LinkedIn feed alone attracted more than 23,000 viewers and it is growing.

On February 27, Evan was a guest-speaker at Large Scale Scrum (LeSS) meetup of NYC, answering questions about his views and the writing.  The video recording and transcript with live questions are below:

Top 5 Questions submitted before the session:
  1. Evan’s article talks about many large companies blindly adopting the Spotify model, because this is the strong recommendation they get from large consultancies. Are there any examples, at least, when such recommendations were followed and implemented successfully? It seems that ING success is overly inflated.
  2.  In the article, there is mentioning of hard-line reporting within the “chapter” or the “tribe” structures? It means that historical/orthodox challenges of organizational design persist in new “agile” structures. Could you elaborate on that?
  3. In the article, there is mentioning of random consultancies’ PowerPoint solutions, in which a heavy deck is the most important asset delivered. It is often delivered by a consultant who has very little industry experience, yet presents from the deck ‘as if’ it was the best known practice. Any comments on that?
  4. Our organization is big and one-team Scrum is not sufficient. If Spotify is not the right solution to scale, then what is?
  5. Our company was advised to adopt Spotify model. Today, some of old vertical organizational structures (e.g. QA department, Architecture group) have become chapters, and people are mandated to be a part of those chapters. Used to be managers, are now chapter leads. Nothing seems to be changing. What are your thoughts on this?

02/18 – LESS TALKS: Tsvi Gal, CIO/CTO @ multiple Fin-Techs: sharing experiences about organizational agility



Tsvi Gal is an accomplished technology business leader, the winner of the Einstein Award for technology excellence.  Tsvi had served as CTO and CIO at a number of large enterprises: Morgan Stanley, Bridgewater Associates, Deutsche Bank Investment Banking, Time Warner Music Group and other companies.  Tsvi has extensive experience in technology and operations, mostly in financial services, media and telecom.
In his recent career, Tsvi led the divisional Agile & DevOps transformation and the changes to the ways of work in technology, workforce strategy and front-to-back initiative.

Some questions presented & answered:
  • When someone wants to transform, it implies that there is a need to transform (change). What were some of the most pressing needs, in your experience, to go through changes? Something did not work? Was not efficient? Other?
  • How many people were involved in the transformation? How long did it take? Who was spear-heading this effort: internal coaches, external coaches, mix of both, PMO, etc?
  • How did you address HR related issues that frequently arise when agile teams are being stood up: individual performance appraisals, bonuses, promotions, career path?
  • Who provided guidance to technical excellence during the transformation? Technical coaches (internal, external)? Were teams using TDD, CI/CD?
  • Did you use any known agile frameworks ro scaling approaches? Or was it all internally defined?
  • DevOps vs. DevSecOps? Any difference? Is it dev practice or org. silo?
  • HR is years behind, when it comes to agility. Why? Do not blindly copy & paste (e.g. Spotify model)

02/11 – LESS TALKS: Nicolas M. Chaillan, US Air Force Chief Software Officer On Technology Agility, Scaling and More

On February 11, 2020, NYC Large Scale Scrum (LeSS) meetup was honored to host the event for a special guest-speaker Nicolas Chaillan – the first Air Force Chief Software Officer.  Nicolas is also the co-lead for the Department of Defense Enterprise DevSecOps Initiative with the Department of Defense Chief Information Officer. His full bio is available here.

Presentation Slides

CSO Memo on Agile – and SAFe, by Nicolas M. Chaillan (US Air Force Chief Software Officer)