Role and responsibility II

I think it’s a very right decision to clarify my role and responsibility with the team.I realised I must be open and transparent. I must share with them my aim which is to establish a continuous improvement environment for the team(not me), so that they can in someday play as a core gear that is able to trigger all the other gears.


To do process with people but not machines, the difficulty increases hundredfold. Because people is a blackbox. You can not control how an input is produced into an output from a human. To be more difficult, my challenge is to deal with several groups of humans who have different expectations. To my happiness, through the workshop, I got more or less the stakeholders’ expectations which means at least I have got some orientations.


Nevertheless, after clarifying my role and responsibility with the team, I feel totally relived. For me, it’s not only a declaration to the team, but also to myself. From now on, I want to dedicate myself on building up the CI environment and I also hope I could get fully support from all my stakeholders:)



Role and responsibility I

From the retrospective on myself, I realised that, to make myself focus and do right thing, first I have to clarify clearly my role and responsibility to my stakeholders(team, PO, managers) – we should align with my scope/border before I move further.

Date back to last December, when my contract was extended, I clearly told my boss that I have no interests in programming. If the company could offer me a platform to develop my agile career, then I would stay, otherwise I would leave. I appreciated a lot my boss’s support. We created an agile role together which was not exist at all in the company. After that I’ve touched many areas, project management, backup product owner, backup Scrum Master, backup line manager… I myself lost the orientation. As an agile coach, what should I do? After self-reflection and thinking in lean, I’ve discovered something.

My main focus should be process. But what to do and how to do? The voices appear again in the mind. What voices I finally expect to hear?

Voice of “customers”: you are a professional team! I want to be your long term partner!

Voice of management: you are an accountable team! I fully trust you doing new business!

Voice of team: I am happy working in the team! It’s an empower-able platform! 

As the photo shows, I could, through process, establish such a continuous improvement environment to achieve these voices/expectations step by step.

Agile CI

However I could hardly achieve the goal without recognition from my stakeholders. Therefore I will do a small workshop with them to hear their voices. Let’s see what will happen.






DoD discussion

DoD brainstorming

Joey's Fangzi

Today during dinner, Lily mentioned her concerns of a workshop tomorrow to explain and execute the DoD in the team. Then we came to a discussion on what should be the best way to show the team and motivates the team to really execute DoD.


To understand the problem better which could leads to a more efficient solution, we came to the idea of drawing a mind graph:



  • Use shopping as example of DoD explanation
  • Follow a clear skeleton of:
    • What
    • Why
    • How

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Lean thinking – Retrospective on myself

In the transit period from Scrum Master to Agile coach, I feel I am lost. Frankly speaking, I don’t know how to coach people. It’s really different than I thought it would be.

Suddenly, I feel so blur about my role and responsibilities in the organization.

A friend who is expert at project management suggests me to read “Lean thinking” which might be helpful.

What’s more, I shouldn’t have interfered too much into people management which is not my responsibility scope. When I am pushing the process, I should speak as the representative from the voice of business, voice of customers, voice of management.

The last but not the least, number and data are more than powerful to show the effect of the changes.

All in all, the right thing for me is to think about the voices and numbers.

Lean thinking


Certified Scrum Product Owner Training


Date: 10th Mar – 11th Mar 2016

Place: Berlin

Trainer: Andrea Tomasini


I gained a lot from the training, it enlightened me the understanding of the Product Owner role. The main focus of Product Owner should be “Find out what is the problem in order to deliver value“.

Before the training, I simply thought PO is the one who writes a user story and manages the backlog, meanwhile maintains a project release plan. However in Agile methodology, Product Owner should always keep in mind how to deliver valuable product in the first place. And product vision is the lighthouse to guide and define what is valuable.

In my impression, most of POs transited from technical leaders, which is the case in most organizations, are keen to give solutions instead of asking “what problems or values the product wants to deliver”. This mindset is not healthy for a Agile team to grow up into a self-organized team. Because once the solution is given, it will close all the other options that the team could figure out which are normally more efficient solutions as the team are working closer to the source code. Therefore Product Owner should spend most of the efforts defining the lighthouse(vision) and the boundaries so as to leave the freedom to the team to swim towards each goal(the trainer painted it in the photo below).

Driven by problem solving and value delivering is also a guidance to manage backlog and user stories. Even though there is a long way to go to implement this mindset into practices, let’s just try and learn.

Product vision



Learning Games

A collection of Agile games.

Agile Tools

What’s up with the cupcakes? So there was this wacky little session at Agile Roots 2009 that I really enjoyed that was put on by Chris Sims. It was called “Agile Learning Games”. It was one of those sessions where everyone gets to try out the games as a participant and get a feel for the kind of learning that takes place. I loved the games that he chose to demonstrate, and he was kind enough to provide some references for places that you could look for more learning games – one of which was called, “”.

I think these learning games are very useful because they allow teams/groups to experience or play with an idea rather than having it preached to them by some sort of expert. I find that I learn things much better when I can participate in a hands on fashion. So as a facilitator…

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My understanding of DevOps

Recently I’ve heard of DevOps a lot, therefore I did some reading about it.

So far my understanding is: DevOps is still following Agile methodology, eliminating waste,  establishing a  learning system with quick and positive feedback. Perhaps the reason behind the heating is that, after agile mindset is well followed up in development sector, people realize operation sector becomes the bottleneck, therefore the focus is moved forward to make the whole workflow – from development to deployment in the customer site – more efficient, in order to keep the learning feedback loop shorter and quicker.

Specially, DevOps emphasizes the collaboration between development and operation; recommends CI(Continuous Integration) and CD(Continuous Delivery) throughout the workflow from development to customer deployment, with the help of various scripts and tools.

From my point of view, comparing with Agile, DevOps is easier to understand and follow up since it has a concrete focus – CI and CD, additionally there are lots of existing, mature tools and methods in the market which makes it more executable.

In conclusion, Agile and DevOps, none of them are sliver bullet, just feel free to take the merits away;)