A story of my 9 year Journey when asked to become a Scrum Master however the way i think,acted,reacted & dealt with situations was not appropriate to ScrumValues until I decided that I HAD TO LET IT GO which really started from reading this book called ‘How I raised myself from failure to success”

working with multiple clients i have found that Facilitation is one of teh most mis understood skill of a scrum Master or even for leaders and looked as a tertiary skill however as a Coach and experienced Scrum Master i have come to value this skill the most over the years so in this workshop the concept is to Learn Facilitation techniques available and help how to effectively use them in different Scrum Events

A story of my 9 year Journey when asked to become a Scrum Master however the way i think,acted,reacted & dealt with situations was not appropriate to ScrumValues until I decided that I HAD TO LET IT GO which really started from reading this book called ‘How I raised myself from failure to success”

Want to discuss and share the Manifesto which a group of coaches including myself have written.

Please refer to www.vendormanagementmanifesto.org for details

1.1 The Governance
The delivery team is governed by contracts. There are 2 types of contract we will be considering
•The Master Contract : This is a contract signed between the Customer and Supplier Management teams and governs the entire set of Scrum projects being executed.
•The individual work order level contracts: This is a contract which will govern the detailed work to be done by teams.

This manifesto will take into account both the type of contract

1.2 The Roles
The roles covered under this Manifesto are as follows
The Customer Management This is the management team of the customer
The Vendor Management Team Vendor Management team will work on behalf of the Customer Management team in preparing the contract and negotiating the same with the Supplier’s management
The Team The team will consist of multiple Scrum teams working on the projects governed under the Master Contract. They will end up working under the individual Work Orders signed up with the customer.
The Supplier Management The Supplier Management team will negotiate the terms and conditions of the Master Contract of the contract along with the The Customer Management team (and the Vendor Management team).

1.3 The Objective of this Manifesto

The Objective of this Manifesto is to define guiding principles around the Customer-Supplier working environment with regards to working on Scrum projects. The assumptions made are
•The environment is customer-supplier (i.e. an outsourced environment)
•The environment is distributed and may not be co-located
•The environment involves multiple vendors

The Customers and Suppliers are integrated elements of a working environment in a project. The Customers and Suppliers will work together with a common goal and that is “Producing Value for the End Customer”. This manifesto supports the Agile Manifesto Value “Customer Collaboration over Contract Negotiation”.

There are 12 principles which will support the Agile Value and are presented below in a format of Left over Right. The items on the left are valued more than the ones on the right.

It is very unfortunate that we are becoming Hi-Tech every single day at the cost of Being Hi-Touch.

Recently i took a photograph of my family sitting in a room and not talking to each other but busy with their gadgets,This Paper is to help propagate the Agile Manifesto value "Individuals & Interactions over Process & Tools"

to provide techniques and Help Leaders, Coaches, Change Agents, Team members to understand people better in their teams and work with them more effectively. This talk is based on the DISC human behaviour model.

As a saying is It's not what you say It's what they listen and understand Matters.

Want to discuss and share the Manifesto which a group of coaches including myself have written.

Please refer to www.vendormanagementmanifesto.org for details

1.1 The Governance
The delivery team is governed by contracts. There are 2 types of contract we will be considering
•The Master Contract : This is a contract signed between the Customer and Supplier Management teams and governs the entire set of Scrum projects being executed.
•The individual work order level contracts: This is a contract which will govern the detailed work to be done by teams.

This manifesto will take into account both the type of contract

1.2 The Roles
The roles covered under this Manifesto are as follows
The Customer Management This is the management team of the customer
The Vendor Management Team Vendor Management team will work on behalf of the Customer Management team in preparing the contract and negotiating the same with the Supplier’s management
The Team The team will consist of multiple Scrum teams working on the projects governed under the Master Contract. They will end up working under the individual Work Orders signed up with the customer.
The Supplier Management The Supplier Management team will negotiate the terms and conditions of the Master Contract of the contract along with the The Customer Management team (and the Vendor Management team). 

1.3 The Objective of this Manifesto

The Objective of this Manifesto is to define guiding principles around the Customer-Supplier working environment with regards to working on Scrum projects. The assumptions made are
•The environment is customer-supplier (i.e. an outsourced environment)
•The environment is distributed and may not be co-located
•The environment involves multiple vendors

The Customers and Suppliers are integrated elements of a working environment in a project. The Customers and Suppliers will work together with a common goal and that is “Producing Value for the End Customer”. This manifesto supports the Agile Manifesto Value “Customer Collaboration over Contract Negotiation”.

There are 12 principles which will support the Agile Value and are presented below in a format of Left over Right. The items on the left are valued more than the ones on the right.

I often believe that Organizations who are looking to transform & Adopt Agile primarily do not give enough thought as to WHY they need to transform into AGILE and then start looking into HOW to achieve the goal.

So i would like to take this subject and talk about how to help Organizations to first realize how to figure out 'WHY'.

Plan, Produce, Inspect, Adapt & transparency is the Mantra of SCRUM & Agility

Are you struggling to bring Transparency in your Organization?

Here is an Activity to Promote Such behaviour. Also Depicts Importance of All SCRUM Ceremonies & Roles.

ABCD of Agile Transformation :Transformation of a company to agile is broadly a  4 step process

A - Analyze 

B - Believe

C - Commit  

D - Deliver

I often believe that Organizations who are looking to transform & Adopt Agile primarily do not give enough thought as to WHY they need to transform into AGILE and then start looking into HOW to achieve the goal.

So i would like to take this subject and talk about how to help Organizations to first realize how to figure out 'WHY'.

Plan,Produce, Inspect, Adapt & transparency is the Mantra of SCRUM but often I have seen that most teams do not provide enough Importance on having Transparency across the Process.

This Activity is in a form of a Game Named VILLAGER MAFIA which helps Showcase the importance of Transparency, Team Dynamics while  doing SCRUM.