Forem: Thummaaaron

Collaborating remotely during a quarantine

Thummaaaron — Fri, 03 Apr 2020 19:15:18 +0000

With all of the recent changes forcing the majority of the workforce that can work remotely to do so, I figured I would shed some light on how we at DealerOn our embracing this time to collaborate effectively.

One of our teammates previously wrote an article regarding steps that can be taken that assist one another in effective remote work. I am glad to say that our company had instilled these practices before the events that caused us all to be away from our physical corporate offices which made the transition much smoother. I also previously posted an article in which I mentioned: " the consistency of Scrum Ceremonies can be the stabilizer for needed balance" which has reigned true since being directed to work from home amidst our self-quarantining.

What I wanted to shed light on our the unique ways we here at DealerOn are all still staying connected during these times. Of course, we are utilizing Slack for our chatting and communicating, as well as Zoom for our cadence-based events as we did before for any of our remote team members to stay connected. One neat thing is seeing the various virtual backgrounds that our team members have decided to display, whether it be in the mountains, at the beach, or even a SportsCenter host set which brings smiles to us during our meetings (I am partial to my Kame House background).

We have also found various tools online that help assist us during our Scrum ceremonies, such as Scrumpoker Online which helps us as a replacement for our physical Fibonacci/Planning Poker cards that we once utilized in person. This digital visualization has been fun to see play out and allows us to place story points on our tasks while refining/scoping without missing a beat. Another tool that we will find useful is Zoom Polling, which we plan to utilize during our Confidence Voting during our upcoming PI Planning. While it is recommended to conduct PI Planning in person as much as possible, I am fully confident that we will be able to establish an effective day of planning while we are fully remote due to the buy-in our teams have to drive for improvement during this time of transition.

Other bright spots that we have noticed during this period have come from the digital social interaction that we have made the most of. Thanks to our great staff members within the HR Department (also known as our "People Department") we have conducted games and trivia such as "Who Am I?" where a team member will select some form of personality (a fictional/nonfictional celebrity, character, historical, etc.) and allow other employees to guess via asking questions with "Yes" or "No" answers within a Slack channel. I was impressed that I was able to guess correctly for the cartoon character "Daria" in one instance! They also conducted " St. Patrick's Day Trivia" which helped as a good distraction from all of the happenings. Speaking of which, did you know where the first Irish Parade was held?... New York City! Our participants then went on to showcase how they were celebrating St. Patrick's Day by sharing pictures of their green-lit keyboards and their pet's costumes to spread some cheer. After office hours, we also conducted a "Virtual Happy Hour" where it was good to see some familiar faces with drinks in hand that spanned from cocktails, wine, and green tea.

To assist any of our teammates in need, our People Department also has distributed a Social Distancing Survival Guide which provides information to all of our employees for the following categories:

• Mental health
• Medical support
• Activities for kids
• Access to free books
• Free educational courses
• Food pantries
• Rent assistance
• Zoos, art, museums, and opera tours/videos

Many thanks to them for thinking of everyone during these times of need!

One other measure that I helped to facilitate for our team is a "Water Cooler" Slack call, where we invited whoever was willing and able to attend to just discuss whatever was on our minds at the given moment. It was neat to see how of conversation blossomed, as it started with us discussing some of our favorite tastes in breweries such as our local office go-to True Respite, video games, and of course, we settled on discussing items about the Auto-Industry because we are DealerOn after all! Our attendees informed us how this was a much-needed breath of fresh air and I was happy to be able to chat with them and hope to continue our "Water Cooler" discussions.

Going back to my aforementioned first blog post, Scrum: A constant in a world of change, a quote stands out to me as it always did before... " nothing in life will remain the same over time". With all of the collaboration that we have been illustrating during this fully remote work, I am confident in our hope for the future since I know that if we can keep helping one another and being considerate we will overcome any obstacles that are placed upon us. If we continue the momentum that we have garnered and continually think of unique ways to connect, not only will our daily lives be improved but our work relations will improve as well. As the saying goes, "The Marathon Continues" here at DealerOn, and I could not be more proud to be part of a team that comes together and continues to be high-performing despite all odds. Let's keep it going!

Note: Even though I wanted to write about how we have now included all of our contributors in our quarterly planning and of the benefits that were recognized once that took place, the connections that are currently taking place were on my mind. I hope that some of these instances that I mentioned will help you and your organizations stay connected as well. Take care!

Seeking improvement is in our human nature; Kaizen

Thummaaaron — Fri, 17 Jan 2020 16:49:49 +0000

Kaizen (n): (改善) the Sino-Japanese word for "improvement", is a concept referring to business activities that continuously improve all functions and involve all employees from the CEO to the assembly line workers.

Previously, I alluded that our DealerOn Product Development Leadership would be meeting to unify our vision, road map, and release plan for the previous quarter (EOY/Q4 2019). Since then we've met with the entirety of our development team, contributors, stakeholders, and executives but I wanted to share my thoughts on our initial migration along with our strides toward improvement.

Change is not always easy to manage but it is necessary to grow...

The drastic change of aligning ourselves as a whole to start planning to the best abilities with all of our current knowledge was quite daunting. We hadn't always structured ourselves in that manner previously. Before our reorganization, we sometimes lost insight and feedback to properly plan when we didn't collaborate in our initial outlining. Our newly formed teams consisted of subject matter experts in their designated domains so we formed Scrum teams around them along with strong Product Owners. As expected, there was an adjustment period during the formation of new teams but the real hard work was ahead of us.

Once everyone was informed of their new teams, we focused on the work we wanted to commit to based on priority and value, which is key. We quickly learned many new processes to best deliver value. Whether it was in new forms of communication within Slack channels or ticket transitions in Jira, there was a learning curve for everyone and it was quite hectic staying up to speed.

When the dust had finally settled a bit though, I recognized that we were all better equipped going forward because of it. We now had more transparency and visibility as a whole. Information dissemination was much more apparent and the adoption of daily stand-ups across our domain teams proved fruitful for everyone to be on board with the business activities and "why" we were focusing on certain goals.

Why did we feel the need to make so many changes to our organization? Simply put... to improve. Staying stagnant and not adapting will not assist in improvement. What I learned throughout all of these changes is that while it is not easy to change it is necessary and you have to start somewhere.

For example, the first iPhone did not even have a camera let alone any of the features we now take for granted or expect from the device. After listening to customers and improving their product, the current iPhone 11 now has 4 cameras and boasts "Shot on iPhone 11 Pro" as part of their marketing. One would perhaps not be able to imagine such improvements back in June of 2007 during the first iPhone release but constantly seeking improvement and pushing the boundaries got them there.

As humans, it seems as if seeking improvement is what we intrinsically strive for whether we may recognize it or not. Someone will develop a certain technology that another person will utilize to improve a certain facet or it will allow them to surpass and improve upon it with other technologies. These types of relationships promote growth as a whole and the fascination to me is what is inlying in the wanderlust of the journey that will take us there.

Most of this improvement would not be possible without proper collaboration and willingness. Certain steps must be taken to get to this level, you must shake things up, get out of your comfort zone, and find a new norm. Even when that new norm is recognized you cannot get too comfortable as you must continue to discover new ways to improve. Listen to each other, learn from one another, try new things, and inspect & adapt. I'm proud to say that our initial foray into restructuring our organization in this manner has allowed for positive improvements.

With that type of mindset, I realized that even doing small things to improve my surrounding area is beneficial even if it is just picking up some trash that someone " left out". No credit should be bestowed upon me for cleaning this up, as it is simply a kind gesture towards keeping things "nice" and beneficial to improving.

Recently, one of our fellow developers vacationed to Japan, where the concept of Kaizen originated (interestingly it was also formally adopted by the Toyota Production System, which we also have formed program partnerships with). When he returned he informed me of an instance during his travels in which he saw a resident cleaning up their neighboring street, seemingly taking pride in what was around them and improving upon the current state even if it was ever so slightly. With that same type of mentality, simple efforts towards improvements in our everyday lives or work environments are boundless. Each of us can always contribute towards the commitment of improving; Kaizen 改善

As I mentioned before, we have now included all of our contributors in our quarterly planning and next time I will inform you of the benefits that were recognized after that took place.

What does Scrum mean to you?

Thummaaaron — Fri, 12 Jul 2019 13:10:59 +0000

Scrum (n): A framework within which people can address complex adaptive problems, while productively and creatively delivering products of the highest possible value.

In my previous article I expressed the beauty of engagements within ceremonies between Scrum team members but that is only the surface of the greatest qualities that Scrum can offer.

“Scrum is simple, doing Scrum is hard”

This quote from Scrum Guide lets us know that while the framework of Scrum may be simple to understand, it is indeed difficult to master. That is something I keep in mind whenever someone comes to me who is interested in learning more about Scrum.

When I introduce myself to people the inevitable question is “What do you do for work?” arises, when replying “I am a Scrum Master”, I often receive a strange and puzzled look in return.

Other than the highest possible value being a primary focus of Scrum, people will always be one as well. We must always remember that we will not be as effective as we could be without our fellow people. That is why I am fascinated to discuss with people who are intrigued by Scrum and what it can offer.

Recently at our company, I was approached by two co-workers who are Project Coordinators in a department that I once worked with often, but are not as tightly coupled within my new position. The bright and enthusiastic young lads had some questions about Scrum and how it may be integrated into their ever-changing processes.

“Does Scrum fit into what we are currently doing?” was the question put plainly, after a brief introduction. Their department had recently integrated with another department not only within work processes but also physical seating as well. They both needed to become more aware of their respective department’s processes, how to incorporate them together, and simply learn more about one another.

Of course, this was a perfect instance in which they could apply the Scrum framework towards communication and a common goal, and I let them know about the ceremonies which would allow them to benefit from high-quality engagements along with transparency during this time of transition. Both of the gentlemen were inspired and I’m happy to say not only did they start implementing Scrum practices within their department, but they also quickly went on to become Scrum certified, music to a fellow Scrum Master within the organization's ears!

On another occasion, this one not being work-related as it was a 5-year-old’s moon bounce birthday party, I also somehow stumbled across a conversation surrounding Scrum. As the other dads surrounded the cooler drinking some ice-cold beers on that newly hot summer day, the topic of work and travel came about. One of the fathers informed me of his recent trip overseas and how his company would like him to become Scrum certified to help install the framework into the development team he manages and he was reluctant as he felt it was being pushed on him. I let him know how I too was once unsure of what I was getting into as I signed up for my Scrum Certification, but I also informed him how enlightened I was after completing my class with Fox Hedge Ltd.

While the reluctant manager made it clear that he preferred the Waterfall model as we continued our discussion, he later admitted that there is one thing he appreciated about Scrum, “Fail-fast, I want to know that we aren’t wasting our time quickly!”. Fail-fast is a system design that allows notifications during error detection to allow it to be addressed accordingly. While this may align more with hardware or software design, the same can be the case between Scrum and the interactions during the high-quality engagements within our teams. When a team is communicating most effectively, they will quickly know whether a process or a system is not capable of delivering a goal and will inform the others so proper adjustments can be made… transparency!

The Waterfall model may not allow for that same quick realignment for appropriate change to be made, as bureaucracy or previously decided determinations may be part of contracts in place. That can lead to missed deliverables or deadlines without anyone being able to communicate amongst the parties involved to notify them that the prearranged work will not meet objectives. I was glad to know and inform him that at our company, we recognize quickly when we must pivot within a project, and even though it can be difficult, our team members quickly adapt to produce high-quality development… Agile!

The exchanges between myself, the Project Coordinator's coworkers, along the dad at the children’s birthday party allow me to be cognizant that not only are the opportunities for improvements in transparency, collaboration, and vision present within our organization, but they are present at many other organizations as well. Many times, I see those same phrases indicated as I attend webinars and other attendees have questions along those lines. I think to myself “We are not the only ones!”, and it is good to know that other companies, even those who are successful in implementing Scrum properly within their teams, also have these areas to continue improving upon. That is why I am excited to start the collaborative effort between our various teams and departments by initiating the concept and practice of the Meta-Scrum.

Within the near future, a vast amount of our team leads will be meeting for product collaboration, this will be a key time for our people to unify the vision, road map, release plan, and architecture, as well as address any impediments the teams have not been able to resolve within their scope. During this time, I will recollect my discussions with my coworkers, the skeptical Waterfall-preferring manager at the birthday party, or any other conversation that I have had with people before and how we can improve in unison.

People are who we work for and with, whether it be people on your team, the people you are building your product for, or the people you will never even know you influenced. Listening to these people, keeping them in mind as you work, and solving problems to improve upon the population are the underlying goals of the vision. That is what Scrum means to me… the opportunity to engage with people, make more informed decisions, and not forget to learn from each other, the people!

People over Process.

Scrum: A constant in a world of change

Thummaaaron — Thu, 11 Jul 2019 19:54:25 +0000

One thing is for certain, nothing in life will remain the same over time.

100-year-old trees emerging from the lake at Little Seneca Creek, Boyds, Maryland.

A year after facilitating Scrum Framework into our organization and amidst a multitude of changes within our company, I had an epiphany; Scrum is a constant in an ever-changing environment, and that is the beauty of it.

One thing is for certain, nothing in life will remain the same over time. While this sentiment can be viewed as great for evolution and new experiences, change also can bring forth feelings of uncomfortableness and uncertainty.

While we cannot control what is out of our hands, we can control how we conduct ourselves…

As a recently certified Scrum Master within the previous year, starting new projects and teams was extremely exciting. On the flip side, scrapping some of our projects or losing team members became somewhat uninspiring. The balance of the good and the bad life experiences allows people to appreciate them that much more, whether it be the fond memories or the tough lessons. The balance is what is key to remember.

While we cannot control what is out of our hands, we can control how we conduct ourselves in preparation for the inevitable change that will arise. A constant during these times is essential, as the chaos that can ensue from lack of vision, scope creeps, or loosely defined requirements dampers morale, the consistency of Scrum Ceremonies can be the stabilizer for needed balance.

Artwork created by my 5-year-old daughter, Tatiana.

I liken the ceremonial practices to the balance that a parent would try to instill in their child. Having a stable environment will foster a support system that a child will need to catalyze future success. But without a stable environment, the child may not be able to garner the backing to support their utmost potential. The same can be said for our projects, without the proper support and adjusting to change, they also will not reach their highest value.

Too much structure, on the contrary, could also lessen the child’s ability to self-direct. These premises correlate with the Scrum Ceremonies as well. While there may be an unclear direction towards a project that you're assigned, Scrum Ceremonies will allow a constant that the team can rely on.

“A good 15-minute meeting today will save a bad hour-long meeting tomorrow”

Take for instance the Daily Scrum stand-up, which allows the team to cultivate awareness and bring forth transparency on their work for the next 24 hours. During times of confusion, simply setting time aside to acknowledge one another and discuss ideas for positive change accounts for much more than one might think. These rapid interactions aid in the vital feedback loop.

When first implementing Scrum, the notion of meeting every day even for just 15 minutes seemed redundant. Over time, I realized these are the instances in which true collaboration and self-organizing play out. One day, a fellow team member of mine, not assigned to Scrum projects made me aware that these are the interactions that deliver true value. He said, “A good 15-minute meeting today will save a bad hour-long meeting tomorrow”.

A portion of our team at the annual DealerOn Holiday Party 2018.

…the fact that we strive for improvement by dedicating time for these occasions, despite all of our obligations, shows how we value our best resources; each other.

Hearkening back to my parent-child structure analogy, too much structure surrounding the ceremonies or relationship may result in the participants not being as entrusted with feedback or take away from self-organizing. For instance, if the ceremonies don’t allow for openness, then the team may not be as forthcoming. In comparison, if a parent enforces too much structure, their child could rebel or not be as committed. Even if it is in association with something that their child is affectionate towards, such as a sport or talent.

There is no perfect balance that is easily obtained by simply following a handbook or framework, whether it be for a parent, Scrum Master, or anyone for that matter. What is key to the main point of my epiphany is that the simple striving for balance within our ceremonies, in our interactions, and in our everyday life is where the beauty resides. The reason it is beautiful is that while nothing is perfect whether it be in our work or our daily lives, the fact that we strive for improvement by dedicating time for these occasions, despite all our obligations, shows how we value our best resources; each other.

The Fox and the Hedgehog rugby ball representing balance.

In closing, as I sat at my desk on that day that consisted of many sudden changes within my organization, I stared at a tchotchke that was given to me by my Scrum Trainer that symbolizes the balance that we all should be aiming for when advocating Scrum. The giveaway item was a rugby ball emblazoned with a fox and a hedgehog to signify the balance that is needed for us to be our most versatile while developing within the Scrum framework. You cannot swing the pendulum of change too much on one side without counterbalancing the other, this was inspired by the Greek poet Archilochus:

The fox knows many things, but the hedgehog knows one big thing.

While the sly fox may know many workarounds and the unbudging hedgehog may be great at that one thing, too much of one or the other will leave you off-kilter. Thus finding the culminating balance whether it be between the team members or how the Scrum framework is structured is what is “the game” and what makes it worth playing for. If we knew when we first set out on a new initiative that we would always succeed, or if we knew that we would inevitably fail, our hearts would not be as inspired as they perhaps could be. But if we know there is a variable unknown conclusion and if we place checks and balances along the way, our engagement and buy-in will be omnipresent. And that is the beauty of it.