Can you tell us a little about your company?
Pyxis Technologies is specialized in software development. Driven by Agility for over 15 years now, Pyxis services its clients with a complete customized offer:
- studio and its team of architects, designers, and developers
- consulting, coaching, and project management services
- campus with its Agile training.
We carefully nurture the development of individuals to their full potential. We practice our craft and share our expertise with discipline, passion, and pleasure. We create simply brilliant software and organizational solutions that improve the lives of users and teams. We work so that our industry is exemplary and inspiring.
Our team consists of passionate and extraordinary people who contribute every day to make Pyxis a great family where everyone finds the space to flourish and create.
How is adopting an Agile approach beneficial?
Learn how to deliver increased value sooner with an incremental approach. Our Agile consultants help you achieve the real Agile benefits:
- Increase delivery flow and velocity
- Manage risks and changes during delivery
- Eliminate cumbersome documentation and control
- Stimulate team focus, discipline, and energy
- Improve implementation capacity and quality in regards to client requirements
- Improve considerably the delivery of priority value, which generates results more quickly
- Quick creation of value
- Better ROI management
- Possibility to start with a limited budget
- Greater autonomy for developers
- Better collaboration between teams
- More inspirational leadership
- Better overall risk management
- Improved responsiveness to adjust the product to market realities
- Emergence of an Agile corporate culture
Like all project management approaches, Agility has its share of difficulties. Agile approaches cause inevitable changes within an organization. Although adequate support facilitates change, some challenges will inevitably arise.
Our role is to help organizations face these challenges and succed in their Agile transformation.
What metrics are generally used to assess a Scrum Master’s performance?
It’s important to define a way to measure success and follow the Scrum Master’s development but it is more qualitative process than a quantitative one. Here are some examples of questions that can help define and mesure success:
- Does the Scrum team have a shared vision?
- Does the Scrum team have clear goals for its sprints?
- Is the Scrum team happy to work on the project?
- Did the Scrum team deliver the increment at the end of the sprint?
- Is everybody satisfied and proud of what has been accomplished?
- Did the Scrum team improve the way it works (delivered more value than previously)?
- Is there a dashboard to communicate the status of the product?
- Are the user stories of high quality?
- Would the Scrum team want to work with the Scrum Master again?
How important is mapping out my value stream?
Let’s advance the simple hypothesis that what’s important when managing a project is the value concretely delivered. In a context of complexity and uncertainty, we try to continuously optimize the design of the solution (the plan) in accordance with this value.
But the plan can change. We validate the tangible benefits delivered along the way, even if we need to modify the solution according to the learnings. If changing the budget is a problem, keep it fixed and optimize the value. If the ratio value over budget declines, stop the project; but the idea is mainly to optimize the solution. It’s actually a state of mind. You have to put the teams in learning and innovation mode so they work toward solutions that generate the Maximum Instantaneous Discharge of value (MID), all along the execution.
The MID is an acronym used in hydrometry to represent the maximum instantaneous discharge of a river. If your organization, your operations, or your projects are value streams, what’s their maximum flow? What is the MID of your project, of your department? You know your budgets, the allocated person-days, but are you aiming at a MID? In fact, do you have a measurable target of the final value to be delivered? Would it be beneficial to measure the value flow by month or iteration and discuss it with your clients and between yourselves?
Adaptive valued-based management allows us to ask ourselves WHY we do things, what is the business purpose, the concrete value. A MID indicator, through an Agile Sunset graph, releases us from a determinist traditional management that assumes too strongly the hypothesis that a plan well thought of necessarily delivers its promises. This postulate is only applicable on simple and familiar grounds. When the situation is turbulent and complex, you need to react, reinterpret the constraints and opportunities, make adjustments and stick to the possible MID.
If a team is running well with no obstacles, does the Scrum Master run out of things to do?
When a team takes ownership of the Scrum process, you might think that the task of the Scrum Master is completed, but it never really is. He can then turn to organizational barriers. After all, his role is both to contribute to the team’s success and that of the company as a whole.