Continuous improvement means I can always help my team and improve myself.When I started my career in software quality assurance, my teams were challenged by the predictable anti-patterns that result from a value delivery process with one foot in Waterfall and the other foot in Scrum. It was stressful, and difficult to be proud of the product updates I meticulously tried to keep to a high standard of quality for our customers. Despite continuously improving how I (and my fellow testers) ensured quality updates, our value delivery process seemed to frequently stagnate, if not deteriorate.Eventually, the compound interest of our technical debts came to a head and we had to make big changes to our products (and consequently our value delivery process). Having learned about Scrum at Jon M. Huntsman School of Business, I raised my hand and said “If we give Scrum a genuine try, I bet we can fix most of our problems.” My empowering supervisor at the time replied, “Great! Let’s see you do it.”At that point I became a Scrum Master for my teams and I had two goals: First, continuously improve the value delivery process so that my team could work at a sustainable rate; and second, through a continuously improving value delivery process, continuously improve our products for our customers.Long story short: through an agile transformation, my teams changed from a necessity to a preferred partner in the eyes of our stakeholders. Our transformation was so successful that when it came time for the company to scale back operations, I was let go; the company trusted that the process didn’t need so many individuals to continue being successful.My following experiences as a Scrum Master reinforced my outlook on continuous improvement. The quality of life and value output both depend on the team being empowered to continuously improve how they deliver a continuously improving product.I’ve been a Scrum Master for over four years, and I want to continue making value delivery more pleasant and more effective for my Scrum teams.
Listed skills include Scrum, Instructional Design, Process Flow Documentation, Document Drafting, and 22 others.