1. / 2. G&C Certification... 3. ScrumMasterWorld in Agile 4. mestreVerdens i agility 5. mestreVerdens i agility 6. mestreVerdens i agility 7. Verdensmestre i agility 8. Verdensmestre i agility 9. Verdensmestre i agility 10. Agility Training Tools 11. The Arguments For Certification It makes money for those certified and for those certifying Certification supports good practice Certification drives improvement 12. The arguments against Testing is a poor indicator of future performance Who certifies the certifiers? Testing itself does not elicit Kaizen mind Test failure should lead to trainer Kaizen not trainee Kaizen 13. G&C Project Management Certification Does not Predict Performance A number of surveys over the years, including Attributes of a High Performance PM - 2007, by the Corporate Executive Board: http://www.executiveboard.com have found very little correlation between project management certification and project management effectiveness, or the number of years a person has been in project management roles and project management effectiveness. Patrick Weaver, http://network.projectmanagers.net/ 14. Even proper tests tell us little about aptitude or skill Test scores and grades are not indices of merit in their own right; they are thought to provide a shorthand indication of a students competencies in the world outside testing... Recent research on the nature of talent indicates, however, that ... is false ... for the upper part of the range... More reliable answers ... by assessing what the subject does in a sample of the treatment situation itself... [The test] will tell you about the persons response tendencies in situations that resemble the test rather than in situations that resemble the criterion. Tests Tell Us Little About Talent, Michael A. Wallach, American Scientist 64(1), January-February 1976 15. Do CSTs know Scrum? 1.A Sprint is a fixed amount of time set aside for a team to run tests and fix any outstanding bugs right before the product ships. 2.A team works as many hours as necessary to finish a Sprint. 3.Project Managers are defined in Scrum 4.The Product Owner assigns tasks to the team during the Sprint 5.The purpose of the Daily Scrum is to report to the Product Owner 6.Product Owners pre-assign PBIs to team specialists 7.ScrumMasters blame individuals responsible for PBIs not Done 8.The Retrospective finds who is responsible for the Sprints failure 9.Product Owners can add items to the Sprint Backlog during a Sprint. 10.The ScrumMaster is manager of the Scrum Team It is reasonable to believe that you can believe all of the following and still become a certified ScrumMaster: Presented for comparison only. Answers are from a reasonable CSM exam facsimile. The current exam allows 10 incorrect answers out of 35 before disallowing certification 16. Bloom Cognitive Taxonomy Knowledge Remembering previous material Comprehension What does the material mean? Application Use material in new, concrete settings Analysis Understand organizational structure Synthesis Create a new whole from the parts 17. Bloom Cognitive Taxonomy Knowledge Remembering previous material Comprehension What does the material mean? Application Use material in new, concrete settings Analysis Understand organizational structure Synthesis Create a new whole from the parts 18. Bloom Affective Taxonomy Receiving Phenomena Willingness to Listen and Listening Responding Engagement and active involvement Valuing Feeling a sense of worth Organization Creating a value system Internalizing Values drive behavior 19. Training Receiving Phenomena Willingness to Listen and Listening Responding Engagement and active involvement Valuing Feeling a sense of worth Organization Creating a value system Internalizing Values drive behavior Knowledge Remembering previous material Comprehension What does the material mean? Application Use material in new, concrete settings Analysis Understand organizational structure Synthesis Create a new whole from the parts 20. G&C Is Scrum agile? The answers to six of the questions have changed since the sample exam (and there is no recertification process) The answers to three of the questions are wrong in the first place 21. G&C Does Certification drive improvement? The Dunning-Kruger Effect Ignorance leads to overconfidence, inability to recognize skill, and inability to assess ones own level Individuals may recognize and acknowledge previous lack of skill, if exposed to training Certification doesnt avoid ScrumButt and may amplify it 0 25 50 75 100 125 Know Nothing Expert Confidence Experience 22. G&C But there is a positive outcome in Japan! Self-enhancing and self-improving motivations were investigated across cultures. Replicating past research, North Americans who failed on a task persisted less on a follow-up task than those who succeeded. In contrast, Japanese who failed persisted more than those who succeeded. The Japanese pattern is evidence for a self-improving orientation: Failures highlight where corrective efforts are needed. Japanese who failed also enhanced the importance and the diagnosticity of the task compared with those who succeeded, whereas North Americans did the opposite. Divergent consequences of success and failure in Japan and North America: An investigation of self-improving motivations and malleable selves. Journal of Personality and Social Psychology 81(4), Heine et al., October 2001. 23. G&C 100 150 200 250 300 350 400 450 500 550 600 Success Failure Persistence(sec.) USA - Same Task USA - Different Which is Kaizen mind? 24. Instruction, nature, or nurture? In the nature vs. nurture debate, researchers have declared nurture the winner. People who excel are the ones who work the hardest; it takes ten+ years of deliberate practice to become an expert. Deliberate practice is not about putting in hours, its about working to improve performance. It does not mean doing what you are good at; it means challenging yourself under the guidance of a teacher. Mary Poppendieck Nature is not an impediment 25. G&C Autonomy, Mastery, and Purpose Dan Pink, author of Drive: what motivates us? Autonomy Mastery Purpose Great motivation is intrinsic, not extrinsic, to teams and individuals 26. Who certifies the certifiers & trainers? Certification tests a body of knowledge, but there is hardly an agile body of knowledge There is no process of recognizing the authority of the authors of certification, and much evidence that this authority was weak The current certification is largely from the new crowd No ethics guards on conflict of interest No evidence of strong background in curriculum development and a lot of evidence against it None of these criteria are backed with certifiable credentials! 27. G&C Certifying Trainers My pursuit of the CST designation has simultaneously been one of the best experiences of my professional live and also the most insulting, degrading ones. The co-training experiences have been wonderful, and the professional colleagues I have developed will continue to enrich me, but the TAC experience is disgraceful. The issue is that the TAC sees as its mandate to make sure a candidate can handle a hostile classroom. So they act like a bunch of hostile children trying to upset their teacher. My reaction to this situation would be the same as Mike Cohns or Kens remove those students from the class! But that was not an option in the TAC exam process and the TAC would not/did not consider the ample evidence in my portfolio that I have handled many very difficult professional environments, so they failed me on the basis that I did not handle the artificially TAC-simulated difficult classroom to their satisfaction. The applicant before me came out of the `simulated CSM course literally shaking so hard I thought he might collapse. A CST Applicant (who is currently working as one of the worlds best CSTs) 28. G&C A deeper issue Scrum Certification and, to some degree, Scrum itself, are American-centric The Scrum Alliance recognizes this to the extent it is rooted in language We have to get beyond changing the America of work There is no culturally insensitive core worth certifying 29. G&C The Central Thesis Learning is a change in behavior not just knowledge Certification tests mainly knowledge and comprehension, and not application, analysis, or synthesis The core of Scrum is Kaizen mind Therefore, we need ongoing, continuous, re-certification It must be done at the team level It must be done in the team context, with team autonomy, for the teams sense of purpose 30. What do these companies have in common? Toyota 3M General Electric Proctor & Gamble 31. Its about Kaizen mind, not certification Kaizen at the group level No Kaizen without hansei in the sense of Japanese focusing on improving failure This is the heart of Scrum: People, and Kaizen Worrisome trends in Japanese management towards valuing certification 32. Scrum... Is about opennness, honesty and transparency ... except anything related to certification 33. G&C Part II: Scrum Knowsy A partnership between ScrumTide, Ltd., and Innovation Games One of the current top 2 initiatives of Scrum Foundation Available at: http://playknowsy.com/a/scrumtide See http://www.scrumknowsy.com 34. G&C 35. G&C 36. G&C 37. G&C 38. G&C We didnt know we agree We know we agree This is a mess We know we disagree High internal alignment Low external alignment High external alignment Low internal alignment 39. G&C Ongoing self- assessment... Honors Autonomy Causes Mastery ever to grow Leads to a Transcendent Sense of Purpose Recognizes Nurture over Nature or instruction Challenging yourself under a Sensei 40. G&C Conclusion Certification does not predict future performance, so is not part of an empirical Scrum framework Certification provides no evidence that what Scrum trainers are training is Scrum, or even that it is good Certification does not implement approaches that incent learning, especially in North American culture What one learns for certification is a small fraction of what underlies a successful Scrum 41. G&C Conclusion Intentional practice, group introspection, hansei and Kaizen are the Scrum way Good agile belongs more in the hands of the team than of the trainer Learning from failure, rather than one-time testing, is the Japanese way We can certify Kata; Scrum is fundamentally about kata yaburi. To certify it is to destroy it Japanese managers who insist on Scrum certification betray Japanese culture 42. G&C 43. G&C 44. G&C Following slides are backup slides. They do not need to be translated (but you can if you think people would enjoy having the citations). 45. G&C The American Occupational Therapy Association's certification instruments, the Certification Examination for Occupational Therapists Registered and the Field Work Performance Report, were examined in terms of their ability to predict future job performance and satisfaction of occupational therapists. A job satisfaction questionnaire was administered to 208 occupational therapists, and their supervisors rated them on a job performance instrument. The resulting correlations between these work adjustment variables and the previously administered certification instruments failed to reveal any predictive ability. Some plausible reasons for these negative results and possible directions for further research into this professional screening process were explored. 46. Does certification predict performance? As has been demonstrated time and time again, there is no evidence that teacher credentialing increases student achievement. What the evidence suggests is that teacher-certification requirements actually drive potentially good teachers, especially individuals with advanced subject-matter knowledge, out of the teaching market. Tim Keller, Institute for Justice, Tempe, AZ, The Wall Street Journal, 13 December 2012, p A16 47. G&C Other Nationalities 0 22.5 45 67.5 90 112.5 Yugoslavia California Australia Estonia Germany Finland Sweden UK Redmond