Ego Management – Challenges to manage Project Deliverables and Goals / Objectives

Ego, as defined in psychological terms, represents an individual’s sense of self-importance and self-worth. In project management, ego manifests as a personal need for recognition, power, and control. While a certain level of self-confidence is essential for effective leadership, an unchecked ego can lead to conflicts, communication breakdowns, and hinder project progress.

While having a healthy level of confidence and self-assuredness is generally beneficial, an excessively inflated ego can be challenging to handle and can have a significant impact on our work life.

In the realm of project management, achieving success requires more than just technical expertise and organizational skills. The human factor plays a pivotal role, and one aspect that can significantly impact project outcomes is ego management. Ego, often associated with self-importance and pride, can become a stumbling block or a catalyst for collaboration and success in project management. Today in this blog / article, we shall explore the concept of ego management and its critical role in project management, highlighting strategies to nurture collaboration and enhance project outcomes.

The Role of Ego Management in Project Success: Effective ego management fosters an environment where individuals can collaborate, share ideas, and work together towards a common goal. By minimizing egotistical behaviors, project managers can create a culture of trust, open communication, and innovation. Ego management is particularly crucial in project teams that comprise diverse individuals with unique perspectives, experiences, and expertise. When ego is managed effectively, it paves the way for improved decision-making, conflict resolution, and overall project success.

Based on past experiences of managing and participating projects, I have observed others, my bosses, leadership, Project managers on how they managed Ego to ensure their project success … I am listing based on my bets memory recall a few of those approaches:

Strategies for Ego Management in Project Management

1. Establish Clear Roles and Responsibilities: Clearly defining roles, responsibilities, and expectations helps minimize power struggles and conflicts arising from ego-related issues. When everyone understands their contributions and how they fit into the project’s overall objectives, it reduces the chances of ego-driven conflicts.

2. Foster a Positive Team Culture: Encouraging a positive team culture characterized by trust, mutual respect, and recognition of achievements helps diminish ego-related challenges. Recognize and appreciate individual contributions while reinforcing the importance of teamwork.

3. Implement Conflict Resolution Mechanisms: Despite efforts to manage egos, conflicts may arise. Implementing effective conflict resolution mechanisms, such as mediation or facilitated discussions, can address, and resolve conflicts before they escalate and impact project progress. In one of my earlier engagement, the Scrum Master implemented the concept of Team Agreement and Conflict resolution approach, She split the team into two and then asked the team to develop Team agreement (with one group) and Conflict resolution (with the other), Once it was done, then the teams were exchanged and asked to review and suggest chances to the data as written by the other team and finally come to an agreement – which then became the BIBLE for the team to behave and manage relationships internally

4. Promote Collective Ownership: Emphasizing shared responsibility and recognizing the team’s collective achievements helps to mitigate individual ego-driven tendencies. Celebrating team accomplishments rather than individual achievements creates a sense of unity and encourages collaboration. – This has been one of the major elements of implementation with one of my earlier managers – Approach was simple – celebrate the smallest of achievement – Even if that was a successful code review or a major bug fix found, or a Sprint Goal achieved.

5. Cultivate a Collaborative Environment: Project managers should prioritize building a culture of collaboration by encouraging open dialogue, active listening, and valuing diverse perspectives. By creating an atmosphere where team members feel heard and respected, ego-driven conflicts can be minimized. For instance in one of my previous organization, there was a process, where the Project manager would have at least 2 one on one with the team members daily and one meeting (called – “All Hand Meet”) – during this meeting – no project discussion, but more of personal touch, life discussions, general elements were discussed, this helped all the team members to know each other and value the skills and talent that others bought to the table.

Though we have a few interesting ideas for managing Ego, we also need to understand the reasons and challenges from the other side of the fence. Observations and better understanding after 3 decades of working gave me the following elements on Ego:

1. Intrinsic Nature: Ego is an inherent part of human psychology. It stems from our need for self-identity, self-worth, and recognition. It can manifest in various forms, such as the desire for power, control, or validation. Since ego is deeply rooted in individuals, managing it requires self-awareness and conscious effort. At times this can also happen due to our local environment at home or office
2. Lack of Self-Awareness: Ego management requires self-awareness, which can be lacking in individuals who are not introspective or reflective. Without recognizing and understanding their own ego-driven behaviors, individuals may inadvertently perpetuate conflicts, hinder collaboration, and impede project progress. Sometimes what a person does, may not realize that their actions are counter-productive, but they fail to understand & appreciate this
3. Resistance to Change: Ego often resists change, as it challenges our sense of self and disrupts established patterns of behavior. When confronted with alternative viewpoints, suggestions, or feedback, individuals with strong egos may feel threatened and resist adopting new ideas or approaches. This resistance can hinder collaboration and innovation in project management – This is a basic human nature to resist, we form opinions about things and do not want to change and this itself could be a showstopper in our life.
4. Fear of Vulnerability: Ego can serve as a defense mechanism to shield individuals from vulnerability. Admitting mistakes, seeking help, or acknowledging limitations can be seen as a blow to one’s ego. This fear of vulnerability can make it difficult to foster open communication and address issues proactively, leading to strained relationships and project challenges. This is the most dangerous part of the human character and nature.
5. Competition and Comparison: Ego often thrives in environments where competition and comparison prevail. When individuals feel the need to outperform others or maintain a superior image, collaboration and teamwork can be compromised. Project environments driven by ego-focused competition can undermine trust and hinder collective progress. At times this can be hugely negative element for the project and its team members – but at times it could be a savior in some manner.
6. Power Dynamics: Hierarchical power structures can exacerbate ego-related challenges. In environments where authority is concentrated and decisions are made unilaterally, individuals may feel the need to assert their own importance or protect their ego. This can lead to power struggles, lack of transparency, and diminished collaboration within project team.
7. Emotional Investment: Ego is closely linked to emotions and personal identity. When individuals become emotionally invested in their ideas, decisions, or positions, it becomes harder to objectively evaluate alternatives or consider differing perspectives. Emotional attachment to one’s ego can hinder rational decision-making and impede effective collaboration.

Last few words of wisdom:

Overcoming the challenges associated with ego requires a combination of self-reflection, open communication, empathy, and creating a supportive project environment. By promoting a culture of humility, self-awareness, and collaboration, project managers can address ego-related challenges effectively and foster an atmosphere conducive to project success.

To foster a healthier work environment, it is important for individuals to develop self-awareness and emotional intelligence, which can help them manage their ego and cultivate more constructive behaviors. Organizations can also promote a culture of collaboration, open communication, and continuous feedback, which can mitigate the negative impact of ego-driven behavior and promote a more productive and harmonious work environment.

Ego management plays a vital role in project management. By effectively managing ego-driven behaviors, project managers can create an environment conducive to collaboration, open communication, and innovation. Nurturing a culture of humility, respect, and shared ownership cultivates a high-performing project team that maximizes its potential for success. Embracing ego management strategies empowers project managers to navigate the complexities of human dynamics, ultimately enhancing project outcomes and achieving organizational goals.

It will always be the ownership of leadership to have the right environment and culture in the organization, This should also be reflected in our hiring practices, can we devise some approaches where these symptoms of Ego can be tracked and traced, this would help the organization and project at large in a long way post hiring of the candidate; but to have these ideas and thoughts implemented (at least on a pilot basis), it requires courage, forward thinking, ability to navigate thru a maze of negative and not so proactive thoughts and actions of people and finance (tools are not free)

Leadership / Management should see the writing on the wall before it is too late and the we miss the bus ….

See you later in some other thought provoking article ….

If you have ideas what you want to see me write – Pls let me know.

Work Life Balance – Is it a Myth or a HR Jargon or Practiced in reality?

Work-life balance in the IT world / industry can be a complex and a difficult issue, as the nature of the work often involves long hours, tight deadlines, and high-pressure situations. While achieving work-life balance in the IT industry can be challenging, it is not impossible, work-life balance is an essential concept, it can sometimes be challenging to implement effectively in real-life organizational setting, but many organizations within the industry are actively working to create a more balanced environment.

I remember during the pandemic, when the entire (I would say about 98% of us) were working from home, It was very worrying for me, if someone called me and I was not in front of my laptop (could be a washroom break, or gone to answer the doorbell), it was assumed that I am not working, Where as when you are in office and people see you once and then you are not on the seat / or your place, it is acceptable – I can spend a whole 1 hr. chatting with someone in cafeteria and that would be considered just fine. My issues are a little different as people behave differently as the policies and the leadership approaches are erratic.

Why do we have challenges in maintaining the Work-Life Balances at our workplace, with my decent experiences of working across the globe and for different types of organizations, I have got some interesting thoughts here – which may resonate with you, Do check them:

Inadequate Project Management and Planning: Poor project management and planning can play a significant role in work-life balance. Unclear communication, unrealistic deadlines, and no proper resource allocation – all these aid to excessive workloads and the need for constant overtime. Prioritization and efficient time management are crucial in maintaining a healthy work-life balance. The 1^st principle for good work and time management – here goes for a toss.

Lack of Boundaries: In some work environments, there is a blurring of boundaries between work and personal life. With advancements in technology, employees may find it difficult to disconnect from work, as they are constantly connected to their devices and expected to be available outside of regular working hours. This lack of boundaries can erode work-life balance and lead to a sense of being “always available.”

Limited Support Systems: Despite having work-life balance policies in many companies, organizations may not provide the necessary support systems to help employees achieve balance. For example, inadequate childcare support or limited access to wellness programs can make it challenging for employees to effectively manage their personal commitments alongside their work responsibilities.

Cultural Expectations and Peer Pressure: In certain workplace cultures, there can be unwritten expectations that employees need to constantly be available and put work above everything else. Peer pressure and cultural norms within the organization may discourage employees from prioritizing their personal lives or taking time off, even when work-life balance policies are theoretically are existing. It is just a hoax to have such policies in the 1^st place – Not sure how employee (including me) falls in such trap.

Long Working Hours Culture: A variant of the above mentioned point, many industries and organizations have a prevalent culture of long working hours, where employees are expected to work well beyond their designated hours. This culture often undermines work-life balance, leading to increased stress, burnout, and a lack of time for personal commitments or leisure activities. Organizational culture and expectations can make it difficult for employees to truly achieve balance as needed in life.

Demand for 24/7 Operations: The IT industry often operates in a 24/7 environment, particularly in areas such as software development, cybersecurity, and IT support (this is the nature of business). As we go global, the customer wants solutions and resolutions to their challenges and problems during their day-time – which could be off-hours for people working in different time zone.  This can lead to employees being on call or working irregular hours, which can impact work-life balance. However, organizations can implement measures such as shift rotations, adequate staffing, and clear expectations around availability to help mitigate the negative effects. (I would state a few organizations have performed Shift approaches, extra cash, transport facilities and others to help their employees work effectively)

Final Approach:

It is important to note that while these elements as stated exist, there are also organizations that prioritize work-life balance and successfully implement policies and practices that support their employees’ well-being. However, the challenges mentioned above highlight the need for organizations to go beyond policies and actively create a culture and environment that values work-life balance, promotes flexibility, and supports employees in achieving harmony between their personal and professional lives.

While work-life balance in the IT industry may present unique challenges, organizations are increasingly recognizing its importance and taking steps to address it. By implementing policies and practices that support flexibility, well-being, and effective project management, the industry can create an environment that enables employees to achieve a healthier work-life balance. However, it is important to note that the extent to which work-life balance is achievable can vary between organizations within the industry, and it may require individual efforts as well.

Business Analyst to Product Owner – A journey to unfold or it is a mismatch of roles and responsibilities.

In today’s rapidly evolving business landscape with many disruptions, new technology changes, digitization’s, certifications, Customers becoming more demanding and , agility has become paramount for organizations seeking success.

As Agile frameworks continue to gain momentum, the role of a Business Analyst (BA) is also transforming. Many Business Analyst aspire to take on more strategic responsibilities and broaden their impact within the organization, many of them would like to be associated with Agile teams, but business analyst is not even a role as recognized by Agile world.

One such transition that often comes to mind is moving from a Business Analyst to a Product Owner (it seems a natural movement). Is it so simple to migrate to the new role in new ways of working?, If you are as confused as I was a few days ago, then continue to read and explore the thoughts that I have jotted down here.

In this blog, we will explore how a Business Analyst can upgrade / migrate to become a Product Owner in an Agile environment.

Before we delve into the transition process, it is essential to understand the key distinctions between a Business Analyst and a Product Owner. While both roles involve collaborating with stakeholders, their focus and scope vary.

A Business Analyst primarily acts as a bridge between business stakeholders and development teams. They gather and analyze requirements, identify business needs, and ensure alignment between stakeholders and the project team. BAs are skilled in eliciting, documenting, and managing requirements throughout the project lifecycle.

On the other hand, a Product Owner is a critical role within Agile frameworks such as Scrum. They represent the voice of the customer and are responsible for maximizing the value delivered by the team. Product Owners prioritize the backlog, work with the team and the stakeholders (including but not limited to End users) to define user stories, and ensure the team understands the product vision.

To transition from a Business Analyst to a Product Owner, it’s important to identify and address the skill gaps. While BAs possess valuable skills, they need to acquire additional competencies related to product management and Agile ways of working.

1. Product Management: Business Analyst should develop a deep understanding of product strategy, market analysis, user research, and product lifecycle management. They need to think strategically, define product vision, and make informed decisions to maximize product value. You need to master more tricks in the game to learn how to negotiate, prioritize and formulate the product backlog.
2. Agile Frameworks: BAs should familiarize themselves with Agile principles and frameworks such as Scrum, Kanban, and others. They must understand the iterative nature of Agile, embrace adaptive planning, and learn to collaborate effectively within cross-functional teams and not worry about ever evolving requirements, but learn how to manage the stakeholders, keep expectation management in scope and manage the risk of not meeting the commitments.
3. Stakeholder Management: As a Product Owner, relationship management becomes vital. Developing skills in stakeholder engagement, negotiation, and conflict resolution will enable smooth communication and alignment with stakeholders throughout the product development journey. Product owner needs to be decision maker. Understand the different stances of the product owner and know when to en-act which stand with stakeholders at the different durations and time intervals with the stakeholders / customers.

To upgrade to a Product Owner, Business Analysts should actively seek opportunities to acquire the knowledge and skills necessary for the role. Here are a few practical steps to consider:

1. Self-Study: Read books, articles, and blogs on Agile frameworks, product management, and the role of a Product Owner. Online platforms and communities offer a wealth of resources, webinars, and podcasts that can aid in self-learning, Participate in webinars, meetups, conferences, online sessions, review and listen to podcast – there is tons of data and information available in the industry – know the right source and the right place to acquire the available information. Again, a word of caution – do not read everything – follow some known Guru’s and experts from the market to get the right guidance.
2. Collaboration and Mentorship: Engage with experienced Product Owners, Agile practitioners, and industry professionals. Seek opportunities to shadow and collaborate with them, learning from their experiences and gaining practical insights. Try and seek a 1:1 session, exchange your queries and doubts, create situations and scenarios to gain insights into the thinking pattern of these experts – a lot of data to consume, filter the information for the right reasons.
3. On-the-Job Experience: Look for opportunities to take on Product Owner responsibilities within your current organization or in side projects. Start by actively participating in backlog refinement sessions, sprint planning, and user story development, at times participate (with permission) to only observe and see the whole flow getting worked out. – You may not be associated with the project, but by participating, observing one would gain tremendous thought process, which again should be harnessed by self-study and mentoring approaches
4. Training and Certification: Consider attending workshops, seminars, and certification programs that focus on Agile frameworks and product management. Certifications such as Certified Scrum Product Owner (CSPO) or Professional Scrum Product Owner (PSPO) can help validate your knowledge and enhance your marketability. Test your skills and knowledge via external validations, which can be easily done with different certifications from the industry, when you choose a training or workshop, evaluate the trainer, seek past feedback and references, do not evaluate over the cost.

Final element of this game should be to practice what we have gained, learnt or mastered, Transitioning to a Product Owner role requires effectively showcasing the skills and experiences gained as a Business Analyst. Highlighting these transferable skills will help demonstrate your readiness for the new role:

1. Requirement Analysis: As a BA, you have honed your ability to understand complex business processes and translate them into functional requirements. This analytical and problem-solving skill set is highly valuable for prioritizing features and defining user stories, Learn techniques such as Cost of Delay (CoD), MoSCoW, Force Field Analysis, Buy a Feature approach – these techniques would enable better management of the product backlog and meeting the needs and requirements of your customer.
2. Domain Knowledge: BAs often gain industry-specific knowledge through their projects. This domain expertise can be invaluable in understanding user needs, identifying market trends, and making informed product decisions. Understand the working of the industry, if the industry as you are associated with, is regulated, then learn about the issues, impact of decisions by the statutorily bodies on your product and services and how the requirements would evolve in the given situation and context.
3. Stakeholder Collaboration: BAs frequently interact with stakeholders, ensuring their needs are met throughout the project lifecycle. This experience in gathering and managing requirements and facilitating communication can be leveraged in the Product Owner role, this is no different for the Product Owner role, but learn to play the different stances of the product owner at different time to create the necessary impact on the product, its evolution.
4. Communication and Documentation: Business Analysts excel at clear and concise communication, as well as documenting requirements and user stories. These skills translate seamlessly into effective communication with development teams, stakeholders, and user groups as a Product Owner, Learn to communicate with minimum documentation, embrace the Agile manifesto and its principles – Interact with teams and stakeholders, have informal coffee chats. Get engaged with the people whom you work with or people who work with you.

Before you take the final call, be aware of these Anti Patterns when you move from Business Analyst role to a Product Owner one

1. Difficulty in prioritization: BAs often deal with multiple projects and requirements simultaneously, which can lead to difficulties in prioritizing features effectively. As a Product Owner, having a clear understanding of the product vision & strategy and the ability to prioritize based on user value, business impact, and market needs is crucial. Failure to prioritize effectively may result in a product that lacks focus or fails to deliver the most important features first. Remember Product Owner is a decision making role.
2. Lack of ownership and accountability: BAs typically operate within a structured framework and may not be accustomed to taking full ownership and accountability for the product’s success. As a PO, it is essential to take responsibility for the product, make tough decisions, and drive its overall direction. Without a strong sense of ownership, the product may suffer from indecisiveness or lack of direction. Remember in Nutshell PO = CEO of the product
3. Insufficient collaboration with development teams: BAs are accustomed to working as intermediaries between stakeholders and development teams. However, as a PO, close collaboration with the development team is crucial. Failing to actively engage and communicate with the team can lead to misunderstandings, delays, and suboptimal outcomes. The PO should work closely with the team, provide clarifications, prioritize features, and ensure the team’s understanding of the product vision. Note that the Agile teams work in clear autonomy approach, give them the product needs and requirements and allow them to function in a manner where in their creativity can emerge and provide the right value for the customer.
4. Requirement-driven approach: BAs often have a strong background in gathering and documenting requirements. However, it is essential for a PO to adopt a more holistic and strategic mindset, considering the overall product vision, market dynamics, user needs, and business goals. Look beyond the obvious and there is a wealth of information on needs and wants of the customer there to be address and resolved.
5. Lack of user-centricity: BAs sometimes prioritize the needs and wants of stakeholders over those of end-users. This can result in a product that doesn’t effectively address user pain points or deliver value to the target audience. A successful PO should place a strong emphasis on understanding user needs, conducting user research, and ensuring the product meets user expectations, use approaches such as “Gemba” or “HMW – How Might We”. Use thoughts and elements from Liberating Structures.
6. Resistance to change and agility: BAs typically operate within defined processes and methodologies. However, a successful PO needs to be adaptable, open to change, and embrace an agile mindset. Resistance to change can hinder the ability to respond quickly to market shifts, adapt to feedback, and make necessary adjustments to the product strategy. At times the product as developed could be required to be changed once the requirements are developed, this is an iterative approach, we work and act as we learn more about the users, their issues, pain points, technology capabilities and so on. Agility is all about responding to change.

It’s important to recognize these anti-patterns and address them proactively. By understanding the challenges that may arise, BAs transitioning into the role of a PO can develop the necessary skills, mindset, and behaviors to be effective in their new position. Continuous learning, collaboration, and a focus on user value are key to overcoming these anti-patterns and succeeding as a Product Owner

Last few words of Wisdom:

Transitioning from a Business Analyst to a Product Owner is an exciting journey for professionals seeking to expand their impact in an Agile environment. By identifying skill gaps, acquiring relevant knowledge, and showcasing transferable skills, BAs can successfully upgrade their role. Embracing continuous learning, collaborating with experienced practitioners, and gaining practical experience will empower Business Analysts to become effective Product Owners who drive value and contribute to the success of Agile team. Remember one key element – Product Owner is the Value Maximizer in the game.

Project Manager Cum Scrum Master? OR Scrum Master Cum Project Manager – Choose the Bigger or the lesser evil?

The demand for Scrum Masters to also have project management skills can be attributed to several factors and trends in the industry. While it is not a universal requirement, some organizations may prefer or require their Scrum Masters to possess project management capabilities. Here are a few reasons as per me to why this demand is existing in the market?

1. Overlapping responsibilities: Scrum Masters and project managers share certain responsibilities, such as facilitating communication, removing obstacles, and ensuring the smooth progress of product development or execution of the projects. By combining both roles, organizations can streamline their processes and avoid duplication of efforts.
2. Hybrid approaches: Many organizations adopt a hybrid approach to project management, combining agile methodologies like Scrum with traditional project management practices. In such cases, having a Scrum Master who is also familiar with project management can be advantageous, as they can bridge the gap between the two approaches and facilitate effective collaboration (question: Are the organizations getting the monies worth by doing this approach – would love to see a few case studies and experience sharing from others)
3. Project coordination: In larger organizations or complex projects involving multiple teams, a Scrum Master with project management skills can help coordinate and align the efforts of different teams or departments. They can ensure that the work being done by various Scrum teams is in sync and aligned with the overall project objectives (but is this not the pure role of a Scrum Master – Have we ever given a thought and management / leadership understand the pure meaning of the role called – Scrum Master)
4. Stakeholder management: Project managers often deal with various stakeholders, including clients, executives, and team members. Having a Scrum Master with project management skills can enhance their ability to manage stakeholders effectively, ensuring clear communication, managing expectations, and resolving conflicts (but again here we had Product Owner to deal with the stakeholders and manage their expectations, for resolving conflicts within the team – Scrum Master can handle the job)
5. Career progression: For individuals working in agile environments, gaining project management skills can offer opportunities for career advancement. By acquiring a broader skill set, Scrum Masters can expand their roles and take on project management responsibilities, leading to increased career prospects within the organization (but when the world is moving towards Agile and Agile adoption is increasing by the day – Not sure if any Scrum Master would care to become a career project manager – any takers?)

It is worth noting that while the demand exists to have a combo offer of Scrum Master Cum Project Manager, not all organizations require Scrum Masters to be project managers. The specific requirements may vary depending on the organization’s structure, size, and project management approach. Agile methodologies like Scrum prioritize flexibility and adaptability, so organizations may choose to have separate roles for Scrum Masters and project managers, depending on their specific needs and preferences.

Have we ever heard that Organizations are looking for Project Manager Cum Scrum Master? You would say Yes ….if you notice industry is looking for Scrum Master Cum Project Manager – Mind you there is a see change of difference between the two demands that the market is looking out for.

When such demands are placed, It gives me a lot more food for thought … in terms if the organization really wants to adopt Agile and do the implementation or it is just a new card that the leadership wants to use in the organization.

Has the management thought on these lines:

1. Conflicting priorities: Scrum Masters and Project Managers often have different priorities and approaches. Scrum Masters focus on facilitating the agile process, promoting self-organization, and removing impediments for the development team. Project Managers, on the other hand, may prioritize adherence to schedules, budgets, and overall project objectives. Balancing these potentially conflicting priorities can be challenging – It is like Chalk and Cheese, we mixing two elements together – Are we aware of the reactions and impact it would have on the moral of the person and the approach of agile adoption.
2. Time management: Both roles require significant time and effort to fulfill their responsibilities effectively. Juggling the tasks of a Scrum Master, such as organizing and facilitating ceremonies, coaching the team, and ensuring adherence to agile principles, along with the project management responsibilities like planning, tracking progress, and managing stakeholders, can be demanding and time-consuming (when a SM acts like a PM then the whole concept of Self-Organizing, Self-Managed goes out of the window, there is no concept of team autonomy – Time management for me would be a secondary thought)
3. Role clarity and expectations: Combining the roles of a Scrum Master and a Project Manager can lead to ambiguity in responsibilities and expectations. Team members may become uncertain about whom to approach for specific issues, and there could be confusion about the boundaries of each role. It is crucial to establish clear expectations and communicate them effectively to avoid role confusion. More than the team, I believe it would utter confusion for the person to play dual role – This is also an indication that Leadership of the organization does not even understand the concept of Agile and have little or no clue on how the work of a Scrum Master is performed. For them we all are just resources available to get some job done.
4. Skill set requirements: Being an effective Scrum Master and also a Project Manager requires a diverse skill set. Scrum Masters need expertise in agile methodologies, facilitation, coaching, and team dynamics. Project Managers require skills in project planning, risk management, budgeting, and stakeholder management. Finding individuals who excel in both areas can be challenging, as the skill sets required for each role may not overlap entirely. This is an interesting problem to have … if this logic can be applied for Scrum Master and Project Managers … then the same logic should be applied for all roles in the organization, like COO and CFO could be same or COO and CIO could be the same individuals and similar more. I hope the management wakes up and smells the coffee.
5. Potential burnout: Taking on the responsibilities of both a Scrum Master and a Project Manager can lead to increased workload and potential burnout. Both roles can be demanding individually and combining them may intensify the pressure. It is important to manage workload effectively, delegate tasks when possible, and prioritize self-care to prevent burnout. – Now the important question that I would have is where the HR policies of “Work Life Balance”, are these concept confined to the policies and to be used when recruiting people, later they have little or no meaning
6. Conflict of interest: Scrum Masters are advocates for the team, ensuring that they have the autonomy and support needed to deliver value. Project Managers, on the other hand, may have obligations to meet specific project objectives, timelines, and stakeholder expectations. Balancing these sometimes conflicting interests can be challenging and may require careful negotiation and communication. Meeting the timelines should be everyone’s job in the project or organization, At times we do not right resources (meaning skills), tools are missing, dependencies do not respond, client behaves abnormally, team members at times are moved across projects, no proper or adequate KT is done for the new joiners to the team – and with all these challenges, one expects ON TIME Delivery !!!

With my hand folded, I request leadership and decision makers across the globe to carefully consider these challenges and assess whether combining the roles of a Scrum Master and a Project Manager aligns with their specific needs and context. It is important to ensure that individuals in these dual roles receive the necessary support, training, and resources to succeed in fulfilling their responsibilities effectively. In a better world – one would not combine these two roles.

A small query – How many of us on a daily basis would combine / mix our tea and coffee together and enjoy the same – Any takers – On a daily basis (not experiment)?

Scrum Master Effectiveness – Improve your People Management Skills and work the Magic

This article is based and drawn on my Scrum Master, Product Owner, and Agile Coach experiences over a period of many years across different domains and industries and not to forget the geographies that I have worked in.

Beyond my fundamental training on Scrum and Agile, I had the privilege of working with and learning from highly competent, ethical professionals who had provided me ample opportunities to learn, make mistakes, and re-apply my learnings. People with whom I have been associated have practiced “Fail Fast” and showed me directions on how to prepare for the future. They have guided me to deal with stakeholders who need to be managed at a different level (as each of them was a different personality – No One size that fits all)

Everyone wants to succeed, but regardless of many forms of success, one must also be successful in dealing with others.

While there are many attributes that contribute to the growth and behavior of an individual, I have listed down what worked for me and helped me in my agile coaching journey.

Positive personal effectiveness is achieved when we can ethically win confidence, respect, and cooperation in our dealings with others (they could be your Seniors or Juniors).

Scrum Master’s job is to work with others; they cannot delegate this nor can they avoid the required interaction. For Scrum Masters to be successful, they should practice the below mentioned nine people skills for ‘Self-Improvement and Effectiveness’.

1. Personal Ethics
2. Adaptability
3. Tact
4. Creditability
5. Intercommunication
6. Persuasiveness
7. Objectivity
8. Initiative
9. Self-Discipline

From the above one would spot over-lapping approaches across many skills like Intercommunication and Persuasiveness vs. Tact.

Personal Ethics

It is thefirst people related skill that any individual should develop, and it applies to a Scrum Master also. It is basic to establish and maintain a high standard of excellence in the practice, life and behavior. Good character, stemming from good ethics, is a quality of leadership and it distinguishes any leader from others. It inspires well-founded and reciprocal confidence and trust of others in you.

I learnt in my career that the best and most successful people at the top (like Ratan Tata) were those who displayed and practiced personal ethics and took personal responsibilities toward their own people, project, organizations, employees, and society at large.

Consistent reliance on personal ethics should be our guiding principle in our personal encounters, which would inspire others to follow the same pattern and principles.

This should be the default element of any Scrum Master and bare minimum traits to have. There cannot be any compromise on this front.

Adaptability

Not everything would always go as per plan. It is important for us to be adaptable, especially in our project environment, where requirements can change, scope gets impacted, estimates go for a toss, – and the delivery of the MVP is at risk. This is the place where adaptability as a people skill would help us bring harmony to our attitudes and actions in our dealings with the situation and economic environment.

The required degree of adaptability varies with the situation, at times it would be temporary or minor in nature and at others, it would cause a major impact in our dealings and thought processes.

Experience has taught me that however crucial the circumstances may be, adaptability with a cool and collected mindset helps in managing the situation better.

The product owner could be putting pressure on the team, teams may have internal conflicts and challenges to deal with, or the market situation may not be as per our needs or plans. To deal with all these situations, adaptability is required. There is no substitute for the same.

Every project would demand a certain amount of adaptability, as its needs and goals would be different than your prior experiences. As a scrum master one would play multiple roles in a day-to-day affair of the product development. Depending on the need, one would act as a wise counselor or demonstrate as an inspiring mentor or display compassion. Scrum Master should know that change is inevitable and would have an overarching impact. A Scrum Master who can adapt to   these changing situations would be able to survive and thrive in the business.

Tact

Scrum Master needs to master the art of tact in dealing with the team, PO and stakeholders including the leadership and show genuine concern for their situation and feelings. Tact as an approach cannot work alone, it has to be used with other personal effectiveness traits and people skills.

Lacking tact can be a costly impediment to personal effectiveness. How can we avoid conflict with someone who takes a totally arbitrary posture of disagreement? Now look at these 2 statements –

“Please tell me a little more about how you came to this conclusion.”

“I don’t agree with you.”

The first one might prevent antagonism, but the latter  one would more likely cause it.

This is what we call tact – an important parameter in our approach to dealing with people. Self-control under pressure is a powerful tool of discretion. Lacking tact as a skill could be a costly impediment to personal effectiveness. A practical guide to improving your handling of situations with “tact” should consider these three elements:

• Perception
• Discretion
• Empathy

Tact is more about mutual respect for other parties involved in the situation or discussions.

Credibility

Credibility is an essential attribute that is built upon elements of Trust, Integrity, Reliability, and Commitments. Credibility lends its power to personal effectiveness as it helps you earn the genuine respect, trust, and confidence of others.

Imagine a Scrum Master with credibility issues. Will they be able to lead the team, or will the team respect such a person?

Commitment and promises are a necessity in every part and type of job that we do. Breach of these would have issues on credibility of the person, whether it is in the society, organization, project, or family. A person’s past performance creates a track record which builds up credibility.

Intercommunications

Intercommunication is a synthesizer to all the other elements as discussed in this article. Intercommunication capabilities create the power to use all the skills more effectively. A good communicator conveys messages, ideas, thoughts, suggestions, and intentions clearly and concisely, while displaying the reciprocal interactions – listening, hearing, and evaluating the comments and feelings of others. This is a common element of Scrum Master’s daily job.

The effectiveness of Scrum Master’s communication is always reflected in the responses they receive, whether in action or attitude or words. These responses are an excellent ongoing opportunity for evaluating the style of our communication. If the Scrum team’s performance matters, it needs to have excellent communication from Scrum Master. Scrum is a high-intensity team sport. Good communication is one of the essential elements to build a robust Scrum team. Lack of communication or poor communication will invariably cause your Scrum team to fall apart.

Signs of poor communication

Here are the most common indicators of improper communication that you as a Scrum Master should be careful about:

1. Using a monologue over a dialogue
2. Disregarding the feelings of others
3. Being subjective/vague
4. Resisting feedback
5. Lack of shared language of communication

Persuasiveness

It is an art of gaining approval, acceptance or agreement when presenting your thoughts, ideas, plans, suggestions, and opinions to others.

It is one of the most valuable skills for the scrum master to have, as it leads to gaining cooperation, and a greater success in our dealing with the situations and people.

Quite often, traditional managers can be very autocratic when they delegate their authority. Scrum supports empowerment. Self-analyzing and self-organizing teams decide the best course of action. At times, it becomes necessary to advise the team to follow the Scrum process or carry out a particular activity. Generally, the teams respond positively by listening to the scrum master and engaging with the task. However, if the team fails to respond in time, or fails to respond positively, it may be required to engage with the team so it can comply. This is where the attitude comes in – the Scrum Master can either instruct the team or discuss the issue and persuade the team to respond positively.

An autocratic attitude is frowned upon by the team, and at an individual level, it may become difficult to avail the team member’s cooperation. The servant-leader role suggests that a scrum master should refrain from delegating his or her authority. Instead, the person should persuade the team member to cooperate.

Persuasiveness forms an integral part of well-defined communication. It is derived from competence, convictions, and ethically driven behavior.

Objectivity

Being objective helps to evaluate the situation, data, information which would be un-influenced by emotions, beliefs, or any personal preference. For a Scrum Master maintaining objectivity – an unbiased perspective when dealing with others and doing so fairly – is vital to achieving personal effectiveness. Objectivity is closely linked to credibility.

For objectivity to survive, an open mind is required, or should I say, it is the bare minimum requirement. An open mind would allow the Scrum Master to have the freedom to evaluate possible choices. A closed mind would rob us of these advantages.

Scrum Masters should be careful about objectivity as per social science research. This is difficult and arises out of the adverse influences of the following:

• Personal prejudices and bias
• Value judgement
• Ethical dilemma  
• Complexity of social phenomena

A clear objective of Scrum Master should be to focus on the development and dissemination of knowledge and skills which are required to exploit the potential of the latest technologies and have collaborative design and working environment.

Initiative

This is an approach or a skill, where the Scrum Master converts an idea into action. The focus is to find if the idea would work, and whether we should pivot or throw away the thought.

A good product is well-crafted when engineering practices are in place with good effect.  Scrum Master should arrange workshops on coding guidelines, designs, tools, and different engineering practices. Arrange a workshop for the team members where you can discuss or try a new tool, current architecture, latest technology, build-process, and do much more. This can be implemented by reserving time for the workshop and organizing an arbitrator who can be from the team.

Never have a laid-back attitude with your team or product, or when dealing with the stakeholders. Play on your front foot and move forward.

Self-Discipline

It is the ability to control one’s impulses, emotions, desires, and behavior. Agile transformation is all about self-disciplined team members. When we find discipline is missing, we do not get the value flow from the team to the end users. Self-discipline is important because it gives the Scrum Master the opportunity to excel in their professional life. It helps establish a set work routine and holds one accountable for the goals by pushing them to pursue advanced job opportunities.

Self-control is discipline in the face of pressure from an immediate urge, desire, or compulsion. It relates to delaying immediate gratification of the senses. Its struggle is the conflict between intellectual knowing and emotional desiring. It is the choice between physical and psychological satisfaction now vs. the hope or expectation of something better later.

A Scrum Master is required and expected that they would maintain a high degree of self-control and discipline.

Because self-discipline is a learned behavior, Scrum Master should make the choice to develop it. It’s important to set clear goals and have a solid plan for how they’ll achieve them. Knowing where we’re headed makes it easier to stay focused and avoid distractions. Here are a few steps you can follow to become self-disciplined:

• Know your current situation
• Define your expectations and set goals for yourself
• Push yourself to meet your goals
• Measure your progress
• Learn from the situation
• Reward yourself when you accomplish it
• Identify your areas of improvement
• Repeat the cycle – have a defined frequency

Remember there is no magic – it is all about you, your behavior and ability to handle complex, difficult situations, when the career and aspirations of people are involved. It is a delicate balance and Scrum Master needs to walk the tight rope.

Always inspect and adapt.  Be the servant leader that Agile expects you to be.