XACX where the first ‘X’ is for the certification body, and the second ‘X’ is for the role. That is the best way I could represent the ever growing agile certifications and alliances. The agile certifications and the certification bodies are mushrooming, and there is no dearth for demand. They churn out the agile certified nobody’s who are victims to the greed of some, who want to encash the demand and then vanish. Now comes certified agile assessors and auditors.When will you start believing in yourself and start building something worthwhile and showcase it. There is nothing else to boost your confidence and value than real results which demands deep work. Do not fall prey to the certification syndicates. Atleast don’t belittle yourself by publishing the photo of your certificate on social media. Do not get suprised if agile maturity models and certifications surface soon. Learn and master the frameworks and go for your own flavour which works for you and optimise it continuously to increase agility. The real challenge is in building the agile culture. I am really shocked to see the lack of understanding of agile basics by some of the ‘certified’ masters from one of the leading agile certification alliance.
Right now I am in the middle of a consulting assignment of transitioning a large team from ‘scrum but’ to right scrum. When I say right scrum, I refer to the scrum guide by Ken Schwaber and Jeff Sutherland which can be downloaded from http://www.scrum.org.
This team from a very large multi national product company came with the baggage of ‘I know scrum, and now you teach me scrum’ scrum attitude, because they have been practising some sort of scrum, which was not new for me, as i have seen the same attitude in several other teams. Since agile is value based, like religions, a loss in faith is very difficult to be restored. No amount of talking would have convinced them. At least that was my judgment,based on my past experiences with teams with some experience in scrum, and I would have carried forward that judgment in the normal course. As a coincidence, this was the time I came across the theory ‘U’ which was advocating the postponement of the three fears of;
Fear of judgment
Fear of cynicism
Fear of change
for effective change management.
I decided to implement the concept of ‘postponement of these fears’ at every stakeholder level, me being the first one. All the coaching sessions started with the request to postpone these fears till the completion of the first sprint, and the results are very positive. After experiencing the right scrum, most of these fears are automatically addressed.