Agile Regulated Industries?

TL; DR: Agile Regulated Industries

Are there agile regulated industries, or is that an oxymoron?

Recently, I received a project alert from an organization looking for a Scrum Master with “at least two years knowledge of information systems for rail and public transport travelers.”

Now, if you go through the job description, they do not seem to look for a Scrum Master but a project manager and glorified Jira clerk. If that is the case, why don’t they say so but pretend there is such a thing as agile regulated industries?

The Scrum Master Job Ad

Let us pretend that you are looking for a Scrum Master position and not just employment. (Of course, I fully understand everyone placing a different priority in the current situation.)

1. Description:

Here is what they are looking for (I used Deepl to translate from German into English and Grammarly to fix the output). The job ad looks as follows:

• Providing services by the agreed standards and specifications of the client (framework agreement, process model, architecture and security guidelines, programming standards)
• Advice on the implementation of the Scrum rules and compliance with the Scrum process
• Advice on ensuring that the teams deliver the software in the required quality and compliance with all standards
• The external specialist takes on tasks from the regular technical exchange with the implementation team as part of their assignment. This is done in accordance with agile methods by pulling tasks resulting from user stories.
• Advice on the implementation of Scrum rules in the project team
• Advice on compliance with agreed agile processes and definitions
• Advice on the necessary discipline of the team for the execution of agile projects
• Recording all obstacles during the project in the Impediment Backlog (e.g., problems with communication, personal conflicts, external disruptions during the sprints)
• Removal of obstacles/impediments
• Moderating meetings in agile projects (e.g., sprint planning, retrospective)
• Acting as a mediator (facilitator)
• Advice on the flow of information between Product Owner and project team
• Updates Scrum artifacts (Product Backlog, Sprint Backlog, burndown charts)
• Tracks the “Definition of Done” for all work results of the Developers
• Report status on all Sprint-relevant metrics
• Determine and track team capacity and velocity for Sprint Planning
• Participation in all technical project meetings, Scrum events and workshops
• Participation in necessary technical appointments at the place of fulfillment
• Technical support for project control and capacity planning.

2. Requirements:

a) Must-Have:

• Methodological competence, modeling, process models. Experience in the knowledge of agile project approach (Kanban and “Scrum of Scrums”) more than 4 years
• 3 project references as Scrum Master in projects with several Scrum teams working in parallel (at least 3 project references within the last 7 years)
• At least 2 years knowledge of information systems for rail and public transport travelers
• 4 years of experience working with Atlassian Confluence and Jira
• Certification as Scrum Master.

b) Nice-to-Have:

• 4 years of experience in knowledge of problem-solving/work organization skills in the last 4 years
• 4 years of professional experience in the development of software and systems
• 4.5 years of experience in facilitating team meetings (Daily [Scrum], replenishment, planning, refinement) and workshops as well as Retrospectives (at least three project references in the last 4.5 years).

Agile Regulated Industries: Analysis of the Job Ad from a Scrum Master Perspective

From my perspective, these are the most problematic deviations from the ideal role of a Scrum Master, based on the provided job ad:

1. Providing Technical and Process Standards:

• Requirement: “Providing services by the agreed standards and specifications of the client (framework agreement, process model, architecture and security guidelines, programming standards).”
• Deviation: The Scrum Master’s role is to ensure that the Scrum framework is understood and enacted, not to enforce technical and architectural standards. This responsibility typically falls under developers or technical leads, not the Scrum Master.

2. Taking on Technical Tasks:

• Requirement: “The external specialist takes on tasks from the regular technical exchange with the implementation team as part of their assignment. This is done in accordance with agile methods by pulling tasks resulting from user stories.”
• Deviation: The Scrum Master should not be directly involved in the technical work or task completion. Their role is to facilitate the process and remove impediments, not to perform development tasks.

3. Ensuring Software Quality Compliance:

• Requirement: “Ensuring that the teams deliver the software in the required quality and compliance with all standards.”
• Deviation: While a Scrum Master helps the team adhere to Scrum practices, which inherently include quality practices, they are not responsible for ensuring software quality or compliance with technical standards. This responsibility lies with the Developers.

4. Directly Updating Artifacts:

• Requirement: “Updates Scrum artifacts (Product Backlog, Sprint Backlog, burndown charts).”
• Deviation: The responsibility for updating artifacts like the Product Backlog and Sprint Backlog lies with the Product Owner and the Developers, respectively. The Scrum Master facilitates and ensures these practices are followed but does not directly update these artifacts.

5. Tracking and Reporting Metrics:

• Requirement: “Report status on all Sprint-relevant metrics.”
• Deviation: The Scrum Master helps the team understand and use metrics to improve, but they do not typically report status metrics to external stakeholders. This role is more aligned with project management, not Scrum Master responsibilities.

6. Determining Team Capacity and Velocity:

• Requirement: “Determine and track team capacity and velocity for Sprint Planning.”
• Deviation: While the Scrum Master can facilitate the process of capacity and velocity tracking, it is the team’s responsibility to manage and understand their capacity and velocity.

7. Participating in Technical Meetings:

• Requirement: “Participation in all technical project meetings, Scrum events, and workshops.”
• Deviation: The Scrum Master should facilitate Scrum events and ensure they are productive. However, they should not be mandated to participate in all technical project meetings unless their presence adds value by addressing process issues.

8. Project Controlling and Capacity Planning:

• Requirement: “Technical support for project controlling in capacity planning.”
• Deviation: Project controlling and capacity planning are not typical responsibilities of a Scrum Master. They should focus on coaching the team, removing impediments, and properly implementing the Scrum framework.

These deviations suggest a misunderstanding of the Scrum Master role, conflating it with project management and technical leadership responsibilities, which can undermine Scrum teams’ self-managing and self-organizing principles.

The Rationale Behind the Job Ad in Agile Regulated Industries

What might be the rationale behind posting a job offer for a project manager disguised as a Scrum Master opening? What is the upside of this?

“Real” Scrum Masters immediately understand the context and probably restrain themselves from applying. The ones who still apply may be in dire need of a job and are likely to leave when they find a job offer that truly values Scrum. The employer will need to start over with the job search—an expensive failure.

Those who do not mind the obvious mislabeling and apply for the job are no “real” Scrum Masters anyway, do not care, or may also lack a professional background in project management.

Misunderstanding of Roles:

1. Lack of Knowledge: The hiring organization may still lack a clear understanding of the distinct roles and responsibilities of a Scrum Master versus a project manager, especially in a regulated environment where traditional project management practices are deeply ingrained.
2. Transitioning to Agile: Companies in regulated industries might be more cautious about fully adopting Agile methodologies and, therefore, might seek a hybrid role that can provide both traditional project management oversight and some elements of Scrum.

Strategic Intentions:

1. Regulatory Compliance: Regulated industries often have stringent compliance and documentation requirements. The employer might believe that a project manager’s skills in documentation and compliance management are essential alongside Agile practices.
2. Risk Management: The company might seek someone with solid risk management skills typically associated with project managers, believing this will help navigate the complexities of regulatory compliance.
3. Cost Efficiency: Combining roles might be seen as a cost-saving measure, allowing the organization to hire one person to manage regulatory requirements and Agile practices.

Upsides from the Employer’s Perspective:

1. Broader Skill Set: Candidates with both Scrum and project management skills might bring a broader skill set, helping to manage the dual demands of Agile development and regulatory compliance.
2. Balanced Approach: For organizations in regulated industries, having someone who understands both practices could provide a balanced approach that ensures compliance while still fostering Agile practices.
3. Regulatory Expertise: The organization may prioritize regulatory expertise and see the blended role as a way to maintain compliance without sacrificing the benefits of Agile practices.

Downsides:

1. Misaligned Expectations: “Real” Scrum Masters will recognize the misalignment and may avoid applying, reducing the pool of qualified candidates. In regulated industries, this misalignment could be more pronounced due to the heightened importance of compliance.
2. Retention Issues: Those who accept the job out of necessity will likely leave once they find a role that aligns better with their skills and beliefs, leading to higher turnover and associated costs. This pattern can be particularly disruptive in regulated industries where domain knowledge and compliance expertise are critical.
3. Quality of Candidates: Candidates who do not mind the mislabeling might not possess the depth of understanding or commitment to Agile principles, potentially leading to ineffective Scrum implementations and poor team performance. In regulated industries, this could also result in compliance risks and failures.

Conclusion:

The employer’s strategy in blending these roles in a regulated industry reflects a desire to balance Agile practices with stringent regulatory requirements. However, this approach can lead to misaligned expectations, ineffective practices, and ultimately higher costs due to turnover and recruitment efforts.

It is crucial for organizations in regulated industries to clearly define and understand the roles they are hiring for. This ensures that they attract the right talent while maintaining compliance and effectively supporting their Agile transformation. Mislabeling roles can be particularly problematic in industries where compliance and Agile practices must be carefully balanced.

After all, we are not paid to practice Scrum but to solve our customers’ problems within the given constraints while contributing to the organization’s sustainability.

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