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This post is inspired by my recent advocacy for adopting Value Stream Management and Flow Engineering in software delivery, as well as my reflections on the pivotal role of the Scrum Master/Agile Leader in cross-functional teams. It also draws from a recent conversation with Patrice Corbard and some unsurprising statistics from ScrumMatch1,2, which reveal that only 8% of Scrum Masters excel at optimizing product value streams. Although I have not vetted their research methodology and cannot speak to the quality of their findings, it prompted an enriching discussion about the evolving role of the Scrum Master in the context of Value Stream Management.
Conversations about the downsides of Agile practices and the necessity of Scrum Masters are becoming more frequent as we continue decades of digital transformation and move away from traditional waterfall methods. Many organizations are still struggling with Agile transformations, claiming that Agile fails and is cutting Scrum Master positions and similar roles from their budgets. Industry experts like Marty Cagan, whom I highly respect, argue in his latest book “Transformed” and related interviews that these roles, as currently defined, are either redundant or lack significant value.
This topic deserves a separate discussion. Many agile or digital transformation struggles and failures can be traced back to leadership, prevailing mindsets, and experiences. However, I agree that the role of the Scrum Master has been diluted by the proliferation of accelerated certifications and the commercial aspects surrounding them. This trend has undermined the significance of the Scrum Master’s responsibilities and their potential to make a meaningful impact on cross-functional software delivery teams.
This post is part of my ongoing series showcasing the competitive edge provided by maintaining Scrum Master or Agile Leader roles within teams. My commitment to enhancing and evolving these roles aims to foster highly performant and competitive delivery teams within organizations. For further reading, please refer to the related posts section at the end of this article.
VSM expertise in the Scrum Master or Agile Leader Role
I advocate for incorporating VSM (Value Stream Management) responsibilities into the Agile leadership role to better align team efforts with broader business objectives. VSM enables Agile Leaders to understand and optimize the flow of value throughout various stages of their team’s product development. This approach ensures that every task and iteration maximizes delivery efficiency, customer satisfaction, and business value. Considering the existing team roles, responsibilities, and individual role incentives that influence team prioritization, it makes sense to incorporate VSM and flow expertise into the Agile leader’s role. This approach offers teams comprehensive leadership and alignment in VSM and Flow methodologies.
When adopting Value Stream Management (VSM) and Flow Metrics, it is advisable to establish a group of experts within your department. This group can be a center of excellence, a community of practice, or an ad hoc team dedicated to this responsibility. Such a group serves as a vital resource where team members can seek support and guidance in understanding VSM, with a particular emphasis on the metrics.
The Scrum Master role, similar to promoting Agile practices, is ideal for leading Value Stream Management (VSM) because it focuses on team success rather than specific product features or technical solutions. Like a head coach in American football, the Scrum Master ensures team health, efficiency, and balanced task prioritization. While Product Managers focus on product growth and features, and Engineering Managers or Technical Leads emphasize technical quality and debt reduction, Scrum Masters excel in guiding teams toward efficient delivery. They facilitate key meetings, conduct retrospectives, and promote continuous improvement.
By championing Value Stream Management (VSM), Scrum Masters play a crucial role in helping teams identify bottlenecks and experiment with solutions. Mature and experienced Scrum Masters or Agile Leaders are indispensable for fostering an environment where VSM and flow metrics are embraced and understood at the team level and drive improvement conversations. Consequently, the Scrum Master or Agile Leader can be the cornerstone for successful VSM adoption as a guide and resource for teams striving to enhance workflow efficiency and overall project success.
Understanding the Skills Gap in Agile Leadership
ScrumMatch has revealed a crucial shortcoming in conventional Agile training and application. This deficiency significantly hampers their ability to deliver business value. We aim to address this skill gap and explore how integrating Value Stream Management (VSM) into Agile Leaders’ responsibilities and skill sets can enhance their contribution to organizational success. Traditionally, these roles have emphasized team ritual facilitation and improving team dynamics rather than achieving strategic business outcomes. This revelation has prompted a reevaluation of the Agile Leader’s role, highlighting the necessity for skills that directly optimize product development processes and enhance business value. For the record, I implemented expanding VSM and Flow expertise responsibilities in our agile leadership team in 2023, and we are further investing in these skills and training for our teams’ agile leaders.
Challenges and Strategic Responses
Integrating Value Stream Mapping (VSM) into Agile Leadership addresses the increasing complexity of project environments. It demands a more holistic approach to product delivery management and team efficiency beyond traditional task execution. The elephant in the room: Value Stream Management is still in the early adoption stages in the industry. Despite its strategic importance, the expertise to optimize value streams is seldom available in the job market. Organizations like the one I led proactively recommend and offer VSM training to their Agile Leaders, empowering them to become pivotal drivers of business efficiency and allowing other team members to focus on their roles while bringing efficiency, flow improvement, and VSM leadership to each team.
Organizational Impact and Future Prospects
The introduction of VSM capabilities elevates how software product delivery teams and their leaders perceive their contributions to organizational goals. By emphasizing continuous improvement and strategic value creation, Agile Leaders can be better equipped to influence and elevate cross-functional team performance and organizational outcomes. This transformation tackles the immediate skills gap identified by ScrumMatch and establishes a new benchmark for the capabilities of Agile practitioners’ responsibilities and overall team value, clarity, and flow.
Integrating Value Stream Management into the Agile Leadership role marks a significant evolution in Agile team practices. It bridges a crucial gap, enabling Agile practitioners to link their daily activities with strategic business outcomes. Organizations embracing this approach will likely experience increased agility, better alignment with business goals, and superior performance, positioning them to tackle future challenges and seize opportunities more effectively.
References
- ScrumMatch, https://scrumatch.com/, Understanding Scrum Maturity, https://scrummatch.com/en/support/understanding-scrum-master-maturity
- ScrumMatch LinkedIn post, April 2024, https://www.linkedin.com/posts/scrummatch_hr-recruiting-scrummaster-activity-7183423788401762304-psjP?utm_source=share&utm_medium=member_desktop
- Scrum Masters play a role, LinkedIn Post, https://www.linkedin.com/posts/patricecorbard_hr-recruiting-scrummaster-activity-7185600586954788864-0FmS?utm_source=share&utm_medium=member_desktop, Patrice Corbard, April 2024.
Related Posts
- Beyond Facilitation: The Agile Leader’s Place in Cross-Functional Team Dynamics. February 25, 2024.
- Agile Software Delivery: Unlocking Your Team’s Full Potential. It’s not the Product Owner. December 29, 2022.
Poking Holes
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