Pritesh Jagani

Arpit Shah’s post reminds me of an earlier discussion on Scrum and Agile practices. Sharing both for a broader perspective! In my earlier post, I highlighted how adopting Scrum without a solid foundation can lead teams into the build trap—focusing more on delivering features than achieving business outcomes. Remember, Scrum isn’t a project management method but an Agile framework. Link: https://lnkd.in/gFf2W2Tx Arpit’s great article simplifies the roles of Scrum Master vs. Technical Program Manager, breaking down key differences in scope, role definition, and focus areas. Definitely worth checking out! #Scrum #Agile #Leadership #ProjectManagement #Teamwork

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🚫 **Scrum Anti-Pattern Alert!** 🚫 🔄 When a ScrumMaster starts acting as a Project Manager, it undermines the principles of Scrum. Instead of fostering a self-organizing team, they end up micromanaging tasks and making decisions for the team. 🚫👩‍💼👨‍💼 🤝 The true role of a ScrumMaster is to serve the team, remove impediments, and facilitate collaboration. Let's empower our teams to self-manage and thrive! 🌟💪 📢 Remember: The strength of Scrum lies in its ability to create empowered, autonomous teams. Let’s stay true to the framework and avoid this common pitfall! 🚀 #ScrumMaster #Agile #Scrum #Leadership

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Do you know you can learn practical PM skills in just 2 months? I did it with Product Space, PM Fellowship cohort! If you wish to grab yourself some real experience at product management and are looking to transition in to PM roles, I'd urge you to check out Product Space 𝗣𝗲𝗿𝘀𝗼𝗻𝗮𝗹𝗹𝘆, 𝗺𝘆 𝗲𝘅𝗽𝗲𝗿𝗶𝗲𝗻𝗰𝗲 𝘄𝗶𝘁𝗵 𝗣𝗿𝗼𝗱𝘂𝗰𝘁 𝗦𝗽𝗮𝗰𝗲 𝗮𝘀 𝗮 𝗺𝗲𝗺𝗯𝗲𝗿 𝗼𝗳 𝗰𝗼𝗵𝗼𝗿𝘁 𝟭𝟭 𝗵𝗮𝘀 𝗯𝗲𝗲𝗻 𝗮𝗻 𝗶𝗻𝗰𝗿𝗲𝗱𝗶𝗯𝗹𝘆 𝗿𝗲𝘄𝗮𝗿𝗱𝗶𝗻𝗴 𝗼𝗻𝗲. Here's why I'd recommend it : 1.𝐎𝐧𝐞 𝐭𝐨 𝐎𝐧𝐞 𝐒𝐮𝐩𝐩𝐨𝐫𝐭: I have always been able to connect with the mentors personally. For me, that's a big deal since I like go beyond what's taught in sessions and there hasn't been a day I have not been able to reach out to a mentor for clarification on my doubts. 2. 𝐋𝐢𝐯𝐞 𝐏𝐫𝐨𝐣𝐞𝐜𝐭𝐬: I have worked on numerous assignments that helped me understand how exactly it'd be to become a PM. 3. 𝐂𝐨𝐡𝐨𝐫𝐭 𝐄𝐧𝐠𝐚𝐠𝐞𝐦𝐞𝐧𝐭: I have connected with some of the best and like-minded individuals who have experience working in different sectors, shared their experience and have learnt and grown together. 4. 𝐈𝐧𝐭𝐞𝐫𝐯𝐢𝐞𝐰 𝐏𝐫𝐞𝐩: Placement support is crucial. What's also crucial is that your can discuss your career aspirations with mentors who help you out in any way possible. Whether you're a complete beginner or an existing PM looking to refine your skills, I would say do check out their PM Fellowship program.   It's an amazing way to gain the knowledge, experience, and network you need to succeed in product management. 𝗡𝗲𝘅𝘁 𝗰𝗼𝗵𝗼𝗿𝘁 𝘀𝘁𝗮𝗿𝘁𝘀 𝗼𝗻 𝟯𝗿𝗱 𝗔𝘂𝗴𝘂𝘀𝘁! 𝗜𝗳 𝘆𝗼𝘂'𝗿𝗲 𝗶𝗻𝘁𝗲𝗿𝗲𝘀𝘁𝗲𝗱, 𝘂𝘀𝗲 𝗺𝘆 𝗿𝗲𝗳𝗲𝗿𝗿𝗮𝗹 - 𝗹𝗶𝗻𝗸 𝗶𝗻 𝘁𝗵𝗲 𝗳𝗶𝗿𝘀𝘁 𝗰𝗼𝗺𝗺𝗲𝗻𝘁 𝘁𝗼 𝗴𝗲𝘁 𝗮𝗻 𝗮𝗱𝗱𝗶𝘁𝗶𝗼𝗻𝗮𝗹 𝟭𝟬% 𝗼𝗳𝗳 I had an incredible journey! Happy to connect to share my experience. #ProductManagement #PMFellowship #CareerTransition #Learning #Networking #ProductSpace

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Title: Debunking Misconceptions of the 5 Scrum Events Scrum, with its iterative approach and emphasis on collaboration, is a powerful framework for Agile development. However, like any methodology, it can be prone to misunderstandings. In this article, we'll debunk some common misconceptions surrounding the five key Scrum events: Sprint Planning, Daily Scrum, Sprint Review, Sprint Retrospective, and the Sprint itself. 1. Sprint Planning: Misconception: Sprint Planning is just a meeting to assign tasks to team members. Reality: While task assignment is a part of Sprint Planning, its primary purpose is to set the direction for the upcoming Sprint. It involves collaborative discussions to define the Sprint Goal, select the Product Backlog items to be worked on, and create a plan for delivering them. 2. Daily Scrum: Misconception: Daily Scrum is a status update meeting for the Scrum Master. Reality: Daily Scrum is a time-boxed event where the Development Team synchronizes their work towards the Sprint Goal. It's not a status report to the Scrum Master but rather a platform for team members to share progress, identify impediments, and plan their next steps collaboratively. 3. Sprint Review: Misconception: Sprint Review is a demo of completed work to stakeholders. Reality: While the Sprint Review may include a demo of the Increment, its primary focus is on gathering feedback from stakeholders and inspecting the Increment to determine if it meets the Definition of Done. It's an opportunity for transparency and collaboration, enabling stakeholders to provide input for future iterations. 4. Sprint Retrospective: Misconception: Sprint Retrospective is a blame game to point fingers at team members. Reality: Sprint Retrospective is a dedicated time for the Scrum Team to reflect on their process and identify areas for improvement. It fosters a culture of continuous improvement by encouraging open and honest communication, focusing on what went well, what didn't, and how the team can adjust their practices to enhance effectiveness. 5. Sprint: Misconception: A Sprint is just a fixed duration for completing tasks. Reality: A Sprint is a time-boxed iteration during which a potentially releasable Increment is created. It provides a framework for the team to focus on delivering a specific set of Product Backlog items, fostering collaboration, adaptability, and a sense of urgency to achieve the Sprint Goal. Conclusion: Understanding the true essence of the five Scrum events is essential for harnessing the full potential of the framework. By debunking common misconceptions, teams can ensure they are leveraging these events effectively to drive collaboration, transparency, and continuous improvement in their Agile journey. #AgileMindset#AgileMotivation #successquotes #ScrumMasterLife#kennyagoro #AgileCoachJourney#AgileLeadership #AgileCoaching #ScrumCommunity #ContinuousImprovement#agilecoach #agilemethodology#AgileMindset#AgileWisdom

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Love this snippet from Lenny's Newsletter: Three traits that make you a great PM to work with: 1. Raise difficult issues without being difficult to work with 2. Bring up important topics without drawing importance to yourself 3. Remember that you are in charge of getting decisions made, not making the decisions yourself Early on when I was an IC PM, I focused on blocking as many things as possible for my team, do as to be a good PM in helping the team retain focus. Over time, I realised “without being difficult to work with” is an very important skill - much more so when one needs to gain influence in an organisation. Much like how PMs are expected to have empathy for their users, PMs should also have empathy for their stakeholders in any decision. Examples: 1. If u want to block a request, is there a reasonable alternative to the other party in fulfilling their needs? Or some guidance as to when their request could ever be done? 2. If you’re removing a current feature cos of lack of significant usage, how can the existing users be served in alternate ways, or be convinced that this “extra convenience derived” is actually not that much even if taken away? Thinking this from your stakeholders’ angle will help one go a long way in “not being difficult to work with”!

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