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June 17, 2019
WHY CUSTOMER EXPERIENCE DESIGN IS COMPLEX? Developing the best customer experience is one of the top agendas of all most all organisations. Realizing how digital disruption is shaking them up, most organisations have left with no other option. It is kind of either do it or just shut down the business. Even new roles like Chief Customer Experience Officer (CXO) have been formed, and millions of dollars have been allocated for developing the customer experience. However, has it worked? Well, I am just judging this only based on my experience. ------------------------- Last week I rang my bank as I needed to apply for a loan. I was on hold for nearly 7 minutes (not that bad), and I was talking to the call centre guy for about 6 minutes, and then I was put on hold again for another 11 minutes to connect to the right advisor. Then I was talking to Gaby (fictitious name) – a specialist on the matter I wanted to settle. I explained everything, and after about another 10 minutes, I was told to visit the bank. She offered to book an appointment at the nearest branch. I gave my consent, and she confirmed that an appointment is booked at the branch and she gave me the address. I was happy, and I hung up. By then, I have spent nearly 39 minutes end to end. Following day, I went to the branch during my lunch hour and approached the reception and explained everything and Gaby’s confirmation of my appointment. The guy at the reception told me he is the one whom to assist in those matters, but he has not got an appointment and asked me to come back next week. I went to an explanation. However, he spends time explaining the process and requirement of having an appointment. I turned and came back, but on the way, I realise this is not what they advertise on TV. Customer experience is one of their big marketing campaigns, but it does not seem practical, at least with my case. I went back to the branch while dialing the call centre again, and I asked for Gaby, which I got on hold after another eight more minutes. I explained the situation and asked her to fix the issue, and I handed over the phone to the guy whom I talked previously to discuss and settle it. Banker closed the door behind me, and I heard the heated conversation they had. After ten more minutes guy handed over the phone back to me. Gaby ton the phone explained to me that unfortunately the appointment she set on the previous day has not reached the banker hence she asked me to come back next week. I declined on the spot. I explained to her I have now spent more than one-hour end to end, and now if I have to wait till next day, I better cross the street and go the other bank and never to return this bank. Well, the guy, then took the phone back from me, talked to Gaby and took me to consultation. I got my job finished within the next thirty minutes. He explained that the call centre system had not sent an email or a system notification to them; hence, even though she has set the appointment, it has not reached the banker at the branch. ------------------------- WHOM TO BLAME? The system who did not send the notifications or the banker or the call centre or the bank who did not understand how to implement customer experience? ------------------------- HOW TO IMPLEMENT CUSTOMER EXPERIENCE Developing customer-centric experience undoubtedly is one of the main strategic objectives of all organisations. However, one of the most prominent mistake organisations doing while implementing that is focusing only on the customer touch points. That means most of the organisations are spending millions of dollars only to improve where customers are interacting. As an example, in the above example, they may be spending money to build new software or customer space modernization at the call center or the branch. However, what is happening at the backend is call-center does not have a real-time interaction or integration with the branch office bankers’ systems. If there were such a system, Gaby should be able to see Bankers calendar, and match that with the customer’s availability and book the appointment which banker as well as the customer is notified with the appointment via emails, text on the phone. Moreover, the customer will be called fifteen minutes before the appointment to remind, and probably it will display the map on the shortest route to get to the branch based on where the customer is located at that moment. Such solutions are touching the customer as well as the employees of theorganisations.
THAT IS NOTHING BUT SYSTEMS THINKING. Such customer experience is enabled using customer experience design, digital-omni channel, cloud-based technologies, big data and organisational change management. Any of these in isolation will end up in bad customer experiences that I went through and bad employee experience that banker and Gaby went through. Customer experience design, hence, is not a simple tick box. It is a severe transformation which every business division must undergo.Leave a comment
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June 9, 2019June 9, 2019 CUSTOMER EXPERIENCE STRATEGY AND INBOUND IMMIGRATIONAT LONDON-HEATHROW
I used to travel to London every two and a half months consecutively for two years. Total travel time was nearly 31 hours, including home to the airport, transit, wait time in the airports and airport to thehotel.
During those travels, I experienced the most horrible customer experience at London-Heathrow inbound immigration. For over two years, it did not change. I do recall a very significant incident veryclearly.
------------------------- I vaguely remember her face. She was a young mother, must be in her early thirties or late twenties. She had a toddler with her, a son, who must have been less than two years old. That little one was hyper. Let us call her Anna as I do not know her real name. Anna and myself were in the same cabin in the Qatar Airways flight from Melbourne to London via Doha Qatar. The flight took off around 10.30 in the night into its first lag of 15 hours. I settled down to read a book as I usually cannot sleep while travelling or watch movies (that is a disease I believe). After the dinner, people settle down to watch a movie or sleep, and the cabin lights went dim. Everyone else was sleeping except me, Anna and her little boy. I noticed Anna because she passed my seat repeatedly a few times without making any noise like a ghost. Had I not been awake, I would not have noticed her. For a while, I was wondering what the hell she was doing in a dimmed cabin. It took me a while to realize what was happening. Her little one was walking around in the cabin, and Anna was following her everywhere he went. The little one was so small that I did not even notice him in the dark. Anna was just behind him. He just went on and on through the entire cabin, Anna was walking behind him and prepared to catch him if he fell. Initially, it was fun to watch. However, soon, I got bored and went back to my reading. After another hour, Anna and the little one was still going through circles in the dark cabin. I tried counting how many times they passed me, and I lost the count. In between they stopped, to change the nappies. Boy did not sleep or slow down, and neither did Anna. That incident helped me to create a whole different perspective on motherhood. I did not know how Anna managed that. For fifteen hours, she could not take her eyes off from the hyper-energized kid. She could not go to the loo. She could not sit, she could not sleep, or she could not watch a movie like others in that cabin. On top of that, she made a conscious effort not to make any noise especially because others were sleeping or resting. How she got that energy, I did notknow.
Finally, after fifteen long hours, I got off from Doha to board the next flight to London after two hours. And there she was. I met them again in the same cabin. And the story began. Anna was following the little one who was running through the isles, and this time, it was more intense as it was the daytime. Everyone else in the cabin minded their own business as they were so bored of seeing the son and the mother running behind each other. After seven and half hours we all off-board the flight in Heathrow and I saw Anna ahead of me, with huge two cabin bags and the little one at her back. Finally, we arrived at the inbound immigration after a long walk just to be shocked to see a long, long, very long queue at the immigration clearance. There was a zigzag line ahead of us, and more than seven hundred people were lined up and waiting impatiently for their turn. Me too joined the queue. After more than 24 hours in the air, I was restless, exhausted and with zero energy. Luckily, I did have only the backpack. But Anna, she had her son at the back, two big luggage and then the toddler started crying. She started consoling him and, in the attempt, she slowdown in the queue and people overtook her. Toddler probably exhausted started screaming. Anna tried her best to control him but failed. She was still in the queue like everyone else, no special treatment. I looked at the officers who were standing near the queues wearing, London-Heathrow staff badge and the purple uniforms, most of them were females. They supposed to assist and control the traffic in those queues. They saw Anna and the screaming toddler, and then they moved away to the front and did not do a damn thing. They were making jokes to each other and having a fun time, and the only thing they did at the font of the line was yelling ‘next’ informing the next person in the queue to the next counter. Seriously …? I was thinking to myself and lost my patience. I called one of the officers and explained to her ‘that lady with the screaming toddler is coming from Melbourne, which is for more than 24 hours now. Can you please take her to the front of the queue? Can’t you see that child is screaming?’. She then gave a pitying look at Anna and said, ‘let me see what I can do’, and she went to the front of the queue. I saw she was muttering something to her colleague, showing Anna and but they did not do a damn thing. After more than one hour in the queue, I saw Anna was clearing at another counter parallel to me. That is why London-Heathrow inbound immigration should seriously think about ‘Customer Experience Strategy’. ------------------------- CUSTOMER EXPERIENCE STRATEGY Customer Experience Stagey is serious business transformation. It is just not a label or a fancy word which CEOs or Leaders should talk in the board room. I am personally fed up of leaders talking about customer experience. They give big talks on customer experience, why that is the big thing, and why they are implementing it. However, when they hit the ground, it is still the old processes. Customer is not the priority. (customer is the end user or the employee). CUSTOMER EXPERIENCE STRATEGY WILL CHANGE EVERYTHING ABOUT YOURBUSINESS
Designing a customer-oriented business model is a strategic decision and of cause is a long process. Such strategic decision-making needs a skill set from highest to the lowest ground. However, some small steps can be taken every day. These are the culture hacks. > Culture is the biggest enemy of any customer experience driven > strategy. Unless the culture is changed, no results are > materialized. According to research conducted in Canada by Gartner, > 42% of CIOs noted culture as the most significant barrier to > implementing such strategy successfully. That figure could not be different from other countries. That is why changing the culture should be one of the top priorities of any customer experience strategy. How to pin down such cultural change to each employee, defines the success of the strategy. According to research conducted by Acxiom, London-Heathrow has 200800 daily visitors (Anna is just one of them, but there must be many such people) hence customer experience strategy should be seriously considered. London-Heathrow has taken many transformation programs, but inbound immigration waits time issue and employees attitude towards those passengers clearly shows that those programs have not reached to every function and every employee. If those programs have reached the in-bound immigration, passengers may not have to wait in such a long queue after long haul flights. Exhausted parents like Anna, may have different priority lines with seating areas. Employees would be quickly recognizing such passengers who need special care, and they will take care of them by taking extra steps. They may not be acting blind if such programs have been successful. That simply showcase a few things. * Transformation programs to bring customer experience is more complicated, big and complex than we imagine * Without changing the culture, these programs are a mere failure CULTURE IS EVERYTHING According to a report by Mckinsey, adopting a customer-centric mindset can be a struggle. As ‘they require employees to change their mindsets and behaviours, and an organization to make cultural changes and rewire itself across functions, with the customer’s needs and wants—rather than traditional organizational boundaries—in mind. ( Ewan Duncan , KevinNeher , and Sarah
Tucker-Ray
Mckinsey, 2017).
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June 2, 2019June 2, 2019 FUTURE WORKFORCE AND DIGITAL DISRUPTION Today I read the news that 200 job cuts are planned at the Australian telecom provider OPTUS. OPTUS is two of the main telecom players in the Australian Telecommunications industry who touches consumers ontheir daily lives.
When summaries, the main reasons behind the initiative is digital transformation. “We are making changes to roles, reshaping teams and centralising functions to ensure we continue to be aligned with customers. We are continuing to remove duplication and streamlining processes to create even greater efficiencies and maintain a sustainable cost base. We are also further reducing management layers to speed up decision making and empower our people.” CEO Allen Lew has explained in an email to employees. Further, in the note, he has said: “We will introduce the Agile way of working to priority areas in our FY20 Plan that will benefit from a high degree of cross-functional collaboration to deliver exceptional experience to customers,”( Rohan Pearce,
Computerworld, 2019). -------------------------WHAT DOES THAT MEAN
Undoubtedly digital disruptions have forced companies to think differently on their value stream. Customer focus, the value-driven economy is the mainstream. I should clarify the ‘Customer’ inthis context.
Most of the cases customer means the person who buys the product/service from the company. However, one of the main components of this value stream is the employee. For corporate functions like human resources, operations, Information Technology or shared services, employees are their main customers. Hence organisations should be focusing on their employees in the same interest and passion they showcase to consumers.SPEED MATTERS
When we want to provide faster service to our customers, where the delay occurs on the value stream matters. Most of the time these delays are occurred due to * Communication Gaps * Siloed work culture * Segregation of work based on functions * Information leakage from strategy to operations* Hierarchies
* Unnecessary processes Hence the agile way of working has tremendous success by removingthese impediments.
AGILE WAY OF WORKING Some organisations like ING bank, Netflix, Spotify have pioneered and mastered it while some organizations are late in this game. However, Optus case here is convincing us that new way of working is mandatory to be successful and face digital disruption (although I am not convinced about the job cuts due to the agile way of working. I do believe if an enterprise level transformation is planned, then jobs also can be transformed with proper programs). As of right now, the agile way of working has been proven to be bringing success in digital disruption. Agile way of working includes cross-functional small teams with autonomy is working together in a collaborative workplace. It does not have hierarchies. All team members are exposed to the same set of information. The team defines processes. The team decides what works for them and keep continuing. They critically judge what is not working for them and change it. They have a purpose, and they do everything to achieve that purpose, and they go beyond their regular job description to fulfil that purpose. SKILLS TRANSFORMATION In another few years times, our current jobs functions will be completely transformed. You, as a reader, may have already seen this. As an example, there is no ‘receptionist’ at the front desk of most of the organisations these days. Instead, what they have is either a face recognition device enabled via motion sensors or an iPad asking the visitors to enter the details of the purpose of the visit and whom they visit which then notify the person to walk to the front desk, meet and greet the visitor. Some hotels in Tokyo are fully automated, and the entire check-in and checkout process is done without any human involvement. Room service is done using walkingrobots.
For most of the people, this is daunting. Are they going to be jobless in the future? However, at the same time, this gives the responsibility to the leaders as well as individuals to think about how to transform the existing workforce to the new era. That is the workforce transformation. WORKFORCE TRANSFORMATION Digital transformation should not be limited only to the digital space. It should and is touching upon every aspect of the value stream. Various job functions like recruiters may not exist in the future. Artificial Intelligence (AI) can scan profiles available in the cloud and provide a recommendation to the hiring manager on whom to recruit. That can be sometimes more accurate as AI will use data available on the web to make that decision. That leaves the question on what will happen to the recruiters today. That is a problem to solve by all leaders and employees. It is leaders job to find out how to transform the current job functions to fit the future needs, how they will upskill the employees to fit the future. It is also the employee’s responsibility to understand how their job is going to be transformed in the future. What skills they need to learn to be successful and not negatively impacted by the disruption so that those new skills are acquired today. That responsibility cannot be passed to anyone else. As an example, a doctor in a rural clinic should take the responsibility to learn how to use technology as in the future he may be diagnosing a patient at home 2000 kilometres away via virtualreality.
Technology does not leave anyone. Hence it is everyone’s responsibility to embrace it.REFERENCES
Rohan Pearce
,
Computerworld, 2019, Retrieved from https://www.computerworld.com.au/article/662284/optus-cuts-200-roles-expands-agile-program/?fp=16&fpid=1Leave a comment
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May 26, 2019
DELIVERY BY DRONE
Four years ago, when I was working with IBM Interactive Experience (IBM IX), we had a workshop to build a business and digital transformation capabilities. In that workshop, we formed a few groups and were challenged on developing future business models. Groups consisted of senior leaders as well as fresh graduates who allowed having an ‘advanced collective brain’. One of the groups presented their business model of a ‘Future Pizzahut model’.
A tired executive living in a Singapore ordered the pizza by pressing a button in his mobile app, and within 20 minutes, pizza is delivered to an apartment located in a high rise building at Singapore’s Changi Business Park. There were no delivery men. Delivery was by air- ‘by drones’. Drones did not emit carbon; it reduces the motor traffic (because no delivery vehicles involved) and delivers the pizza just within twenty minutes, they explained the social benefits. Four years ago, in that workshop, we created new business models using ideation and business modelling techniques just within two hours. We were amazed by the business models developed in the workshop using those techniques. All of us who attended and learnt those techniques were convinced that future business models are going to be different. ------------------------- Today, four years later, I am sitting at my couch and reading the news of what is happening in Canberra, Australia, a few hundred miles from my home. ‘Google’s drone delivery service launches in Canberra after being given the green light to take to the skies’ reported, ABC news (Evans, J, 2019). According to the news, Wing-one of the Google branches has been researching and piloting the delivery of goods like burritos, coffee and medication in the suburbs of Canberra. As of now (May 2019), more than a thousand deliveries have been completed without any incidents. In Another continent, in Africa, Ghana’s drawn service has launched 24×7 hours of emergency medical supplies delivery to remote locations. According to New Tafo Hospital, one of the hospital taking part in the pilot runs says, ‘services are much faster than deliveries made by road especially because road network in Ghana ispoor ‘ ( Knott ,
S.,2019). This is mind-blowing and promising, and I am sure you wouldagree.
------------------------- Simple google research on ‘Delivery by drones’ result in thousands of search results. Test projects of deliveries by drones have started not that long ago. Companies like Amazon prime air, Alibaba, Google, Flirty, JD.Com, DHL, UPS have started tests in different countries. However, out of all these trials, Boeing cargo delivery was the onewhich blew my mind.
Boeing has been experimenting developing drones for cargo deliveries. For the first time, it sounds wired as cargo are heavyweights, generally several tons. Boeing HorizonX’s cargo drone could lift and deliver 500 pounds (LEARY, K,2018). What fascinated me the most was the drone, from paper sketch to delivery has taken only three months to its final product, which explains that with the right level of focus, team and urgency, things can be expedited. Speed to marketmatters.
Drones, which are powered by technology, logistics are challenging the existing business models. Deliveries by road, and probably by sea will be replaced. People who used to do those jobs will be replaced. The entertainment industry has begun shooting by drones. The ambulance services have started using drones. Agriculture has started using drones. Forest conversations have started using drones. A new journeyhas begun.
We are entering a new era where autonomous drones will be part of our daily lives without even noticing it. Yes, it will replace many jobs, but it will generate a lot more.REFERENCES
References
Evans, J, 2019, Google’s drone delivery service launches in Canberra after being given the green light to take to the skies, ABC News,Retrieved from
https://www.abc.net.au/news/2019-04-09/google-drone-delivery-in-canberra-given-green-light/10983684 Knott , S.,2019 , Drones Deliver Medical Supplies in Ghana, Vocie of Africa News, retrievedfrom
https://www.voanews.com/a/drones-deliver-medical-supplies-in-ghana-/4931593.htmlBRODIE , C.,2017,
These drones are revolutionising forest conservation, digitalempowers.com, retired from https://digitalempowers.com/drones-revolutionising-way-forests-managed/ Leary, K,2018, Boeing’s New Prototype Cargo Drone Can Carry up to 500 Pounds, retrieved from https://futurism.com/boeings-new-prototype-cargo-drone-carry-500-poundsLeave a comment
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May 19, 2019May 19, 2019 LEADER’S JOB IN DIGITAL DISRUPTION Facebook was a prohibited word in the organization I worked a few years ago. Not only Facebook, but all the other social media were also blocked. Marketing team desperately wanted to use social media to reach new customers and advertise new products, but the company kept blocking it. Marketing, one of the important business units was hindered by the company policies and of cause they were frustrated. The highest cost of that organization at that time was telecommunications. Employees got a bill at the end of the month on their telecommunications costs. Noticing higher costs, employees suggested moving to voice over internet (VOIP). They suggested Skype, as they knew Skype is a low-cost alternative as they were using it every day at home. Their families were in different countries, and they used Skype to call them regularly, so they were aware of the low-cost model. However, the organization was adamant, and they blocked VOIP and absorbed the massive communications costs. Net profits reduced after paying huge operational costs. However, another company I worked recently have the travel costs as an overhead. Travelling for business was required, and the company has to absorb the travel costs, which did result in having massive operational costs. However, the company quickly decided to take advantage of the digital disruption happening in front of their eyes. They changed the travel policies to accept UBER. Internal systems and policies changed within a few months. Employees were given more options. They could use standard taxis or UBER. Most of the employees selected UBER. Employees were happy as they already used to use UBER, and now, they can extend the same for business travel. Organization reduced travel costs hence increase the profit margins. At the same time they increase the employee satisfaction. ------------------------- These are the two instances to showcase how two companies responded to technological innovation. It is not that hard to understand that organizations need to think differently. While I travel on taxies, I always talk to taxi drivers and start the conversation on ‘how UBER is changing their daily or weekly quota’. One driver nicely explained that once. According to him, “customer gets a better price using UBER because it analyses the cost based on the travel distance, competition etc. whereas standard taxies do not have such an algorithm hence the price is fixed. Customers also do not get visibility on how much they would be paying in advance; hence they prefer UBER”. He was frustrated. “My taxi company is stupid. Why cannot they implement something similar so that we can compete with UBER and still be sustainable? I am worried, we will be out of business if they do not do anything sooner”. He explained with concerns. He was not the only taxi driver who had the same concern and worry. Almost all taxi drivers I talked had the same concerns. ------------------------- This is a simple example that organizations should be more open and think of how digital disruption is impacting them. To be frank, if they are open-minded, they can reduce their operational costs significantly and still provide a better service while increasingprofit margins.
As an example, ‘TransferWise’, a money transfer service provider, who use the capabilities and low-cost structure provided by Airbnb to have offsite, team building events. Airbnb has a vast array of products, including adventure activities, to team building activities. I would prefer the same. It would be fun to have my full team at a beach house and do strategic planning. That would be impossible at a luxury hotel, in my opinion. Technology is creating new business models. It brings us opportunities. As leaders, we should be looking into how to harness the capabilities developed by these new models. Saying ‘No’ or pretending that we will be intact is not an option anymore.Leave a comment
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May 2, 2019May 3, 2019 ARE TOP LEVEL LEADERS AGILE AND NIMBLE? ARE TOP LEVEL LEADERS AGILE AND NIMBLE? A few years ago, I led an enterprise IT Service Management (ServiceNow cloud migration) project for an organization. Development and implementation of the system have been outsourced to a consultancy company. Total project cost was nearly one million, and project supposed to be completed in 12 months. When I undertook to project in its ninth month, both technical lead, project manager and senior business analyst have resigned, and in three months they supposed togo live.
I was sick to death seeing the waterfall project plan and status update reports which displayed green for all the critical deliverable. However, after nine months into the project they did not have a test system for the product owner and users to test the system. Efforts of nine months and money have gone somewhere but not to the development of the right solution. I undertook the project with the condition that I am allowed to convert the project in to agile, consultants to relocate and co-locate with the real users (project team) and we are given a war-room until the project finishes its warranty period. Chief Technology Officer agreed to my conditions, and I did implement the changes immediately from the next day on wards. Full backlog with remaining work, cadence, stand ups, Kanban wall was set up inside the war-room. Consultants and users worked together inside the war-room. If there was anyone who could not collaborate, we discussed the reasons. Some were released from the project, but others were explained the reasons, coaching was given, and all went well. Project was back on track within few weeks. Within a month time, the project became green, and team (consultants and users) did an amazing work. It is worth mentioning that no body worked beyond 6.00 pm. Given the critical of the project, every week we had a searing committee meeting with PMO, CTO, COO, CEO, Product owner, IT service manager, Enterprise architect and myself. Since I was leading the project, I had to give updates on where we are in terms of budget, schedule and change management efforts. PMO was insisting that we must create a slide deck for every meeting. I agreed. Not a big deal Ithought.
However, during the meeting, the CEO started commenting on the color theme which was used in the presentation. It is not the right purple which is aligned with corporate branding. Next time PMO corrected the branding. However, then fonts were not right. Nearly fifteen minutes were spent on commenting on the fonts, creating the right branding for the organization. WAS IT A BIG DEAL? PROBABLY YES. WAS IT A BIG DEAL AT THAT TIME?PROBABLY NOT.
The project was about to go live in two months’ time. Decisions were to be made which should be implemented within the next remaining days. Final testing and deployments were remaining to be done, and everyone in the project team including CTO, product owner, IT service manager had decision’s to made and that was the purpose of the steering committee. However, the CEO’s only worry was the fonts used in the presentation and the color themes. We had a clash.CLEAR PATTERN
Within the last decade of my career, I have seen this pattern repeatedly. What is bothering me is that leaders do brag about how agile, nimble they are, but the truth is, most of the leaders are not agile and nimble at all. Instead, they should be enablers to the teams who are helping the organization to be agile and nimble. ------------------------- IS THERE A GENERATION GAP? According to a study done by Sage group, majority of the middle managers are Gen X while senior managers or policymakers are babyboomers. Sage Group
reported that Gen Xers “dominate the playing field” concerning founding startups in the United States and Canada, launching the majority (55%) of all newbusinesses in 2015.
Gen X and Millennial are driven on values, principles, autonomy, a collaboration which is in line with Agile principles. However, baby boomers need command and control, security, authority. Agile is ‘just in time planning’, but baby boomers expect long, upfront planning. For agilists, the minimal viable product is enough but for baby boomers everything as said is required. Clashes are possible between top level and middle-level leaders as most of the top-level managers are not servant leaders. This is what I have experienced not only in the ServiceNow project I lead but other agile transformations I lead at the enterprise level. Top level leaders asked the organization to be Agile. However, they remained in the same control, authoritative cocoon. Some top-level leaders wanted to implement startup culture in the organization, but they keep the control. Fundamental clashes are inevitable. Hence, we need to focus on being agile at the top leadership level. Some organizations are leading on this channel, but the percentage is negligible. However, if we want to be successful, we must find a solution on how to be agile at the topmost layer of the organization.REFERENCES
Greenleaf, Robert K. “The Servant as Leader”.
Greenleaf.org.
The
state of the startup, Sage. 2015.Leave a comment
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April 27, 2019April 27, 2019 POWER OF SOCIAL MEDIA AND CRISIS MANAGEMENT On Easter Sunday, I logged in to my Facebook account just as a random visit while waiting for a tram to go to the city. I clicked on the only notice I have got and read the message ‘Manuka has marked himself safe from Explosions in Colombo’, which made me curious (btw, Manuka is one of my ex-colleagues who used to be my companion on our daily shuttle). I clicked the linked which directed me to thebelow post.
I turned and went back home, and changed my plans as I do have my friends whom I knew would be in Churches on that Easter morning. Within the next hour, thanks to Whatsapp I managed to call almost all my friends and knew they were safe. Then I logged in to Youtube and found live streams from most of the TV channels in Sri Lanka. I spent my Easter Sunday on watching the live streams, as that was the only thing I could do while stuck in Australia, 8351 kilometers away from Colombo. Although I was wondering what is happening in Sri Lanka, as Sri Lanka did not have any such threats like bomb blasts for the past ten years and the country was in steady growth with booming tourism, this post is not about my thoughts about that. This post if about Crisis management and its link to Social Media.WHAT IS CRISIS?
According to the Oxford dictionary, > ‘crisis’ is ‘a time of intense difficulty or danger’ > (Oxforddictionariescom, 2019). In such difficult situation, people do all sort of things including sane and insane activities. Chaos is the default, but then we tend to gain control on the chaos. What is worth noticing is how social media has come into the picture in this kind of a crisis. As an example, I was completely glued to Facebook (I tried going to my friend’s profiles and send them messenger texts when I could not get them on hold on the phone) . Then I was watching CNN, BBC and Sri Lankan TV channels live streaming onYoutube.
Then I noticed one of the foreign TV channels (forgot the name) were doing live streaming just by reading out the messages from Twitter, Viber and Facebook. This show continued which made me mesmerised on how they mobilised this team to get all tweets from all Sri Lankans.WHAT RESEARCH SAYS?
According to research conducted by Freshfields (Freshfields Bruckhaus Deringe, 2013) 69% crisis news spreads internationally within 24 hours. What I have experienced sitting on my couch on Easter Sunday was that (in fact it is much faster than that I had seen, it had reached almost all major NEWS channels within four hours of the incident). This social media impact has pros and cons. On a positive note, it helps people to quickly organize, like support and humanitarian efforts. All possible channels in such a moment can be instrumental in knowing people are safe and to offer help. However, on a negative side, this can slow down the crisis management process. What should be reported and what should not be reported are not censored in a crisis. Moreover, it should be. As an example, in mobile footage uploaded to Youtube, showed that one person was peeping into dead bodies (probably trying to recognize people) and then stepping over the dead bodies and passing to the next one, which was disturbing to watch). Rumours with negative impacts which is not based on the truth can start speculating as no one has no control over what is distributed to social channels. This can slow down crisismanagement efforts.
Hence any organization should know how to manage social media in a crisis. Not preparing is not an excuse. As an example, The Sri Lankan government blocked all Social Media, Facebook, Viber, WhatsApp within four hours into the crisis, as an attempt to controlling the rumours. What I wanted to point out in this post is that how to use/control social media should be part of any organization’s crisis management strategy because we are living in a digital age where bits and bytes are faster than the words coming out of the mouth.Leave a comment
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March 27, 2018March 27, 2018 IS HR FAST ENOUGH TO SUPPORT BUSINESS? There was a time that IT was accused that it is slow, not understanding the business and not supporting the business strategies. Traditional development methodologies like waterfall contributed a lot to that accusation. Software development methodologies like waterfall aimed to make a perfect solution which makes the entire process slow and when the system was delivered after some time (typically months and years), it is outdated as business requirements have changed. There was a disconnection of the solution from the customer’s needs which had changed while the solution was in the development mode. However, thanks to Agile and a bit of design thinking this accusation has lightened and IT organizations managed to provide solutions incrementally, faster and better. Design thinking has helped to crack the real root cause of the problem hence the perfect solution can be developed and the solution is delivered incrementally where the customer gets to use the product or solution within just a few weeks. This has given the opportunity to the customer to use the product and if there is something which does not fit, it can be then requested to change as it is the real-time validations of the solution. Due to the short iterations, real-time feedback can be taken and can be changed in the next iteration. Cost of change has greatly reduced. This way of working was achieved by reducing the waste In the process of software development. It cut down unnecessary processes, documentation and instead focused on what customer wants by real-time customer collaboration and face to face communication and employees self-organization. Ken Schwaber, Jeff
Sutherland
book Software in 30 Days explained this in detail although one sizewould not fit all.
That means there are many examples where a working software is produced at frequent intervals, by delivering value to the customer (internal or external) faster and better. However when we consider the full value stream, just speeding at one section of the value stream does not add value to the enterprise. As an example, software development team can produce a working tested solution within 30 days but the HR cannot recruit a candidate for the software team within two months. When ask HR would say, ‘it is the process’. This just reminds me a personal experience of that I had to go through 5 rounds of interviews with one of the companies and none of the interviewers was aware of my background when I talk to them each time. So I repeated my same story five times and they asked me the same old questions five times. The only difference was that interviewers (although they were from the same department ) did not know that their colleague did ask the same questions from me in the previous interview. It took five months for me to join that organization from the time of the first interview. One my colleague joked, ‘we can develop and release a mobile app in 30 days but to recruit a developer we have to wait three months’. Having said that recruitments need to be right. There is an old saying ‘fire fast but hire slow’. What does this simply means is that IF WE WANT TO OPERATE THE BUSINESS AND DELIVER VALUE TO THE CUSTOMER THERE IS NO POINT OF JUST MAKING ONE FUNCTION FAST. It needs to be across the entire value stream, we say end to end. WE NEED TO IDENTIFY WHERE THE WASTE, MOST OF THE WAIT TIMES, AND DEVELOP PLANS TO CUT IT SHORT AND ADD VALUE. There are many such functions like HR, Finance and Administration which has most lengthily processing times. It may be the right time those functions need to think of being agile and really follow the agile principles. How awesome it would be if HR can hire a candidate in 5 days? > Agile is not only for IT, it is for the entire business.Leave a comment
Quora , UncategorizedNovember 22,
2017
SHOULD SCRUM MASTER BE STRONG ? Read the answer in Quora : Should Scrum Master be Strong –Leave a comment
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November 20, 2017November 22, 2017 AGILE WITH NO JARGON… A few years ago, I was asked by one of my customers, whether I could conduct a training on agile. Why not? It was always my default answer when it comes to agile training. We set up a time to discuss the details and after a couple of days we met again and sat down while sipping a coffee at a local coffee shop downstairs at my client side. We discussed the format of the training. Not more than 10 minutes into the discussion I was asked what tools we are going to include. Is it Jira, Trello, Rally or anything else? Also, I was asked to include scrum, Kanban and also if possible SAFe. I had to stop my friend right there. I should say that is the point where we got it all wrong. Not only my friend but most of us. For most of the people agile is either Jira, Trello or Rally. Not to forget new children of the family VersionOne, Asana etc. For others agile is scrum, Kanban, SAFe, LeSS or XP. But what we have to get right is, Yes, agile is all of those BUT, it is much more than that. > Agile is nothing but a mindset change. Adopting an Agile mindset, we > change the way we work and what we work on. That involves changing > people behaviours which can be quite tricky and difficult unless it > is started in the right way. Agile focuses on delivering value. What is really matter to the customer? But, everybody does that right? hmmm, maybe, but in adifferent way.
For some, it is the process, right documentation (in the corporate branding template, with the correct file name, and the list goes on). For some it is the approvals, signatures, clearly written contracts with milestones and penalties if the contracts are breached …. What that means is that we produced a lot of crap and spend our time on producing waste in the process of delivering value to the customer. By the time product has reached the customer (after doing all those ), his/her requirements have changed and our product is least applicable. And this is true to services as well. This is commonly known as ‘big upfront design ‘approach. When we focus on how to deliver value to the customer we realize that we need to be fast.The only way to get it fast ( cut short the processes ? naahhh ) is to focus on reducing waste in the process of producing the product. And how can we do that? It is a simple list : * Stop big upfront designs * Collaborate with the customer to identify his problem * Some customers jump into solution. Not only customers, even solution providers, consultants jump into solution very quickly. This is the biggest challenge as it could lead to a short-term solution for a problem seen on the surface. Actual problem can be quite different * Use cross-functional skill set to develop a solution and validate the solution with the customer * Develop in increments, short durations which is enough to develop and not too long to expire the requirements * Stop, take a pause. Look back and evaluate critically what hasbeen happening
* Identify waste, cut it down * Identify improvements to be done, take ownership and start implementing it immediately * Most importantly, know what the team or individuals are capable of, leverage those skills even if it is not their functional job. * Take individual ownership and organize as a team. ( a boat can sail to the destination only if everybody is organized and rowing at the same direction ) * Don’t love the product but the problem and the solution * Remember to remember that the team comprises of human beings, notmachines.
* Address the issues of your team. Those are not just to talk about or avoid (when there are no flowers, don’t blame the plant, instead change the soil, fertilize it, add water and lot of love)* Have lot of fun
At the end, I did the training but none of my contents ha any mentioning of what my friend suggested. The training just included the building blocks of, concepts and behaviours in agile. They all got it through a simple game. And now all members of that are advocates ofagile.
> Agile is nothing but a mindset change. When the fundamentals and > concepts are understood and have a purpose, everything else becomes> easy.
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Productivity
June 7, 2017June 7, 2017 TEAM SIZE MATTERS … The size of an agile team clearly distinguishes agile from waterfall projects. In an agile, team size is less than 9 in numbers while waterfall projects can have more than 10 to a couple of hundreds of people in a project. In waterfall projects when it becomes rough, complicated and complex, one thing they would do is adding more people. However, In Agile, it is the opposite. Team size is kept fixed (5- 9 ) throughout the life of the project. > Jeff Bezos, CEO of Amazon, has explained this nicely by forming > ‘two pizzas’ theory. According to him, If it cannot be fed by > two pizzas, it is too big. (two pizzas theory at the begining was > specific to meeting size, and later it has evolved for team size) > This is not only economical but logical too. When we look at most of > the group sports like rugby, baseball, cricket, team size is less > than or equal to 11. When the team size exceeds 9 members, performance, productivity and team dynamics are highly impacted and damaged. One of the programs I lead had two teams, one with 6 members and other with nearly 21 members. One with 6 members bonded like a family, they were productive, on schedule and deliver the product on scheduled and they completed the project prior to planned completion. However, the team with 21 members suffered. Meetings took ages to finish, and still, there were no agreements. There was less collaboration. There was no bonding although it had 21 members. The team could not deliver on time, finger pointing started and personal agendas dominated. Leadership suffered as there were conflicts, more and more time was invested on coaching and conflict resolutions. Management frustrated as they expected more from the team as it was 21 members (They should be doing more… more people, more output and that was what theythought)
That is why agile is focusing on building small teams. More people in a team is not going to produce more output. ROI is less when we consider the negative impacts and the investments on conflict resolutions and productivity issues. However, when we do large programs, it is required to have many people and that is when scaling agile comes in the picture ( That will be the topic for the next week ). As a fundamental agile practice, if you are keen in building high performing, self- organised teams then keep the team size between 5 to 9.Leave a comment
Filed under: agile , agileteam size , Amazon
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Kanban May 29,
2017May 29, 2017
KANBAN BOARD
This is a visual board which exhibit the flow of work. It will display the basic yet main steps to follow to complete a piece of work. It also will display the list of works to be completed. Board will have the flow segregated into few columns and most of the time is it done as ‘To Do’, ‘Doing’ and ‘Done’. This is the simplest version of a Kanban board. This can be mounted on a wall or a simple form board available in stationary shops can be used. The simplest version can have the list of tasks but a more complex Kanban board can include features, user stories etc. To make to more specific and informative, user stories or tasks can include the names of the person who is doing the task and/or estimates of either story points or simply number of days ). Most of the times post-it notes are used to specify the user stories and/or tasks. Below is a simple version of a Kanban board. Pls, refer the picture attached. When it is Kanban there is another information we want to communicate to the team as well as the external parties who refer the board for information That is WIP. A number of items allowed to be in Work In Progress. This concept is coming from lean as if many items in progress queue length is increasing. Hence, in order to avoid longer queue lengths, it limits work in progress.Leave a comment
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February 25, 2017May 29, 2017 SCRUM BOARD. DIGITAL OR PHYSICAL? Agile, undoubtedly has changed the way we work. Whether it is technical or business, the way products are built and projects are executed have a major shift once Agile has been chosen as the methodology. Whether it is activity based agile or true agile, it helps to reduce communication gaps, misunderstandings and boosts productivity by delivering to the customer. When selecting agile as a methodology it is essential to understand the true essence of why Agile need to be selected as some organizations like to try out it without really understanding whatcomes with agile.
True agile will create a new culture, new leadership and help the business to deliver business value early, or fail fast if it is not delivering value to the customer. This is can be easily understood by having a look at agile manifesto. _Individuals and interactions_ OVER processes and tools _Working software_ OVER comprehensive documentation _Customer collaboration_ OVER contract negotiation _Responding to change_ OVER following a plan The essence of true agile focuses on what helps the team to be more effective by focusing on the product development rather than tools or processes which slow it down. When I start one of the recent projects which happen to be an agile, one of the seniors in leadership roles ask the team, ok which tool, then agile coach replied ‘Trello’, we use Trello ‘. Then the next week when the project started, more than 25 people in the room gazed at a one tv screen, which showcased, Trello scrum board and one person started typing while another person at end of the room was dictating the tasks to be added. Everybody else gazed at the screen without uttering a word. Those two hours were very long. The battle of which agile tool to use, is not new. Jira, , Asana, Trello, mingle, VisionOne and much more out in the market confuses those who are new to agile and trying to figure it out which one is the best. Undoubtedly all of these are great tools. But the questions is ‘why, why tool? In the digital era we are living, tools have become inseparable things in our daily life. And nothing is wrong with that. However, issue starts when tools were given a higher priority when it is notrequired.
In agile, the small team of 3 to 9 members develop a product which can be consumed by customers. Team, work on a fixed scope which is limited for a sprint (typically from 1 to 4 weeks) and once it is delivered then they will pick the next prioritized value to be delivered. The agile environment is highly interactive, and team dynamics are key to have a highly effective, self-organized team. One of the most common things contributed to failing projects are the lack or poor communication. Silo work and ego dominating personalities equally contribute to project failure and that is one of the reason Agile promotes face to face communication, collaboration, and self-driven, organized teams when developing products. Most of the time tools take away this aspect of team behaviors. Tools promote communication via computers and apps, instead of face to face. It takes away empathy towards another fellow team members and damages it does is much more than delivering a super good product in a quicktime period.
Few experiments conducted have proven that two identical teams have produced two different results when worked under the influence of physical scrum board and digital scrum board. The team which used the digital scrum board, suffered from poor team moral, self-organization which indirectly contributed to poor product quality. On contrast, the team which used the physical scrum board delivered faster minimal viable product and failed fast when required. Team members helped each other, they had fun and it was an energetic environment which helped to overcome difficulties team was facing. Although software tools are not the only factor contributing to poor quality, its contribution is a high enough to think why it needs to have digital tools to run an agile project. Following is a comparison of both approaches PHYSICAL SCRUM BOARDDIGITAL SCRUM BOARD
PROS
CONS
PROS
CONS
Available for reference any time and works as an informationradiators
Can be messy especially when there are many user stories/tasks Available anywhere (good for distributed teams ). Availability depends on technology. Always needs to have computer/mobile to access Forces team to gather around the board which indirectly encourages face to face communication and collaboration Cannot be used with distributed teams Takes away, the social aspect of agile. Why everybody needs to gather around a computer if it can be accessed in mobile or laptop?Easy to maintain
Encourages waste of post-it notes after every sprintNo waste
Maintenance can be difficult with upgrades, patches etc.No cost
Cannot archive
Automatic notifications at user story/ task competition There is a cost to pay. (monthly license fee and maintenance) Adding or removing a task /user story is a simple job Not contributing to automated reporting (again, why reporting if ateam is trusted?)
Automation of reports Lack of ownership (who owns the digital board ?) Provides a visual tracking Adding a user story or task is easy if familiar with the software So the conclusion is that, both approaches do have pros and cons .questioning ‘why’ is a good start when deciding which way to moveforward.
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February 12, 2017
BEFORE STARTING AN AGILE PROJECT… In the software industry, incremental delivery using agile is becoming increasingly popular. Due to the success, it has showcased, other service organizations also started to adopt agile into their business processes. Agile is not only about incremental delivery. It is about cultural change as well. Organizations like Amazon, Google, Shopify, Salesforce.com and many others in the same tribe have adopted agile end to end along with the cultural changes and we have witness impact it has made in the consumer market. In agile, working software is the only measure, defining success. Team focused on getting the software working rather than spending time and effort on following unnecessary processes and documentation. Agile proves that small cross-functional teams can do magic if leaders trust them and nature them by not interrupting and crushing their ideas/passion by forcing to adopt traditional, complicated policiesand procedures.
One of the biggest mistakes leaders do is forcing agile. Although It is proven that agile deliver success, adopting agile is a gradual and incremental process especially when the organization is new to agile. It is a mindset change which involves cultural and behavioral changes from top to bottom in the organization. Adopting agile without a proper guidance, leads organizations to have bad experiences which will then labeled as ‘agile is bad’, which is absolutely not the case. Following are a few guidelines to check out before starting the firstagile project:
SELECT THE RIGHT PROJECT If the organization is new to agile or agile maturity is closer to zero, it is not advised to select any project to convert to agile. Projects with requirements unknown, high complex and aggressive deadlines and need quick deliveries are perfect matches for agile delivery. Research and design/development, product development are also good matches. Agile will help to refine the product more frequently and release to market, feature by feature. Piloting one of the above projects before converting all projects to agile is a wise thing to do if it is the first agile project in the organization. This will give the capacity to understand transformationprocess.
ALLOCATE DEDICATED RESOURCES When we analyze why agile projects fail, not having dedicated team members come as one of the top 5 reasons. Especially in corporate environments, team members with BAU responsibilities are allocated regardless it is waterfall or agile. Agile project teams move fast and make decisions quickly through face to face discussions, unavailability of the members those who attend BAU slow down the process and impact the team dynamics. In agile projects, team members are full time and dedicated, focusing only on the current project. That helps to have laser focus hence productivity loss is minimal due to context changes. In that way projects are completed faster hence costs associated with the project is minimal compared to the ones with shared resources.ARRANGE CO-LOCATION
Communication is the hardest, complicated and time sucking activity in any project. Distance will always add complexity to communications management although digital tools like chats, video conferencing arereducing the gaps.
Apart from reducing communication gaps, co-location helps to improve team dynamics and culture which is an important asset to a self-organized team. PROVIDE AGILE TRAINING Agile is a framework. Every project is customized hence even if your team has done some agile project, they may have done it in their style. Training will help to refresh what they have practiced and get them aligned with what they are going to practice. It also gives them the opportunity to clarify and doubts. If the team has never practiced agile then it is essential to arrange training so everybody is on the same page APPOINT AN EXPERIENCED SCRUM MASTER The scrum master is the owner of the process and is a servant leader. Apart from the process, scrum master also the facilitator of all agile events and coach product owner and team. To coach, scrum master should have some hands-on experience. Conflict resolution, removing blockers need some leadership skills hence experience and maturity of the scrum master is an essential factor to have a successful agile project. If an experienced scrum master is not available in the organization then is not a bad idea of hiring a consultant and building the practice in the organization. APPOINT A DEDICATED PRODUCT OWNER The product owner is accountable for defining the product in terms of identifying the needs of the users, experimenting and designing the product. Developing the product involves cost-benefit mapping, benefits realization, and product visioning. An agile team will look into product owner for details on the product and if the product owner is not available to clarify the questions or to brainstorm then the team will be indecisive on how to move forward especially at the beginning of the project. One of the top most reasons for agile project failure is the unavailability of product owner; hence when an agile team is defined and resources are identified it is essential to find a product owner who can dedicate time to the mission. Read the upcoming post for more tips ….Leave a comment
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January 5, 2017May 29, 2017 WORKING SOFTWARE OVER COMPREHENSIVE DOCUMENTATION. It is hard to believe how much of time organizations spend on documentation, templates by making perfect, attractive bunch of papersin projects.
One of the organizations I worked with, in every project steering committee meeting at least 15 minutes was spent to criticize the template, color coding, alignment or the theme of the project dashboard. First it should have matched with the organizations branding, then specific font, then there should be a header and footer, red should be very specific and green should be a specific and list went on. Then only 45 minutes were left to discuss the real meaty things and again the last 5 minutes was spend to make sure that project team understand how much the template is important. Although there was a PMO, there was no any project admin staff to support such extreme documentations and as a result of that project managers spend days and days just to prepare dashboard, templates,themes etc…
Unfortunately most of the waterfall projects are not different to above. And it is like we are building a perfect set of documentation as the deliverable of the project. That is why agile framework is built on the value, working software over comprehensive documentation. In agile projects starting from sprint zero, team along with the product owner and scrum master focus on building working software and delivering that to business / customer so that early business value can be reaped. It focuses on actual work rather than bunch of perfect presentations or word documents. Then those people who used to write user requirements specifications or functional specification of several hundreds of pages for a mid size project would ask ‘how agile projects documentsrequirements?’
Of cause agile records user requirements but it is in a very minimalist format and only the most important information is recorded as user stories. It would record who is the user, what is the activity/ or functionality and then what value that it will gain. There are many real examples that a medium sized product is developed and delivered to the market within 3 to 6 months time, incrementally. That is possible only because it is focused on right things. Similar to above, mandatory documentations like regulatory requirements are still produced in agile teams but only the essential.Leave a comment
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December 30, 2016December 30, 2016EFFECTIVE STAND UPS
Stand up is the collaborative way to update each team member. More than the update it is the way we get to know how we progress on thecommitted sprint.
We ask 3 questions in stand ups. What did I do yesterday ? What will I do today ? Whether I have any blockers for completing the task I pick ? When everyone is answering these 3 questions , and actively listening , as a team we get an understanding how are we progressing. with a matured scrum team , it is very rare, that scrum master or product owner has to help the members who have blockers. Team members will volunteer to help out the rest of the members who are struggling tocomplete the tasks.
When the scrum team is new , they would struggle how to frame their answers to match the 3 questions. That is when scrum master can help them to cut down the details sections and ask to take it offline if it is required to be shared. But when the team get matured they will be mastering the art of framing the updates to stand up format . Instead of the scrum master, it will be a team members who would say ‘ok take it off-line ‘. Below are few tips to make your stand up effective : * Time box it . 15 minutes . and be discipline about it. * Remind them that they have to answer 3 questions * When the answers are too descriptive , ask politely to take it off-line ( there will be different personalities , make sure feelings are not hurt when saying so. specially when the team is new ) * Ask them to move the tasks , user stories along with the updates. so the visual board is updated at the same time. * When tasks are moved to done column, celebrate it. Give them a cheer and they will be motivated. * When the team is new, I have seen team members look at scrum master when updates are given. Remind them , updates are for the entire team . not for the scrum master. * Do not skip stand ups . Make it a practice and be disciplinedabout it.
* But emergencies happen, some meetings which are unavoidable will be scheduled at the same time as stand up time. In such moments, remind the team members to send the update at least via a text/email, if they knew they could not attend. I have seen team members send updates to other team members and he / she reads out the update on behalf of the absentee. * In addition to the standard 3 questions, you also can add two more questions to the list as * I have capacity today if any of you need a hand * Can some body help me as I need help in < area one needs helpwith>
* As the scrum master , your job is to make the process run smoothly and help them to remove blockers. There is no point team is asked to update blockers if those are not attended. If the blocker is resolved outside the team capacity , then you need to reach out the relevant parties and get the blocker resolved .Leave a comment
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