CSP-SM Assignments

There are 5 assignments, all concluding with presentation to your cohort. These are:

  1. Coaching Agreement Assignment
  2. Team Development Assignment
  3. Organisational Intervention Assignment
  4. Team Culture Change Assignment
  5. Large-scale Meeting Assignment

1. Coaching Agreement Assignment

Covers Learning Objective:

  • 3.9: create a coaching agreement with the Development Team.

Step 1: Learn about coaching agreements.

It is preferred that this be about your relationship with a team to engage with them in a coaching capacity. See “Coaching Agreement” in the CSP-SM workbook.

A secondary option is to create a Designed Team Alliance. See the “Designed Team Alliance” page in the CSP-SM workbook. Note that with this option it is expected that you demonstrate a basic understanding of systems coaching.

Both forms should address what coaching is and is not, expectations, how to engage in and stop the coaching, how to engage in healthy conflict. As with all of these assignments, you are expected to be resourceful.

It is recommended that you review the relevant videos in the pre-work and material in the “Path to Coaching” eLearning series from Scrum Alliance Labs. For example the module titled:

Module 2 – Systems Coaching Competencies – Chapter 1: Entering the System. See: https://scrumalliance.learnupon.com/store/511174-module-2-systems-coaching-competencies-scrum-alliance-path-to-coaching

Step 2: Create a coaching agreement with a Development Team.

This could be a team that you have worked with for some time or a new team that you are beginning to work with (even in a part-time capacity).

Step 3: Present about the creation of the Coaching Agreement at a cohort call.

Your presentation should include:

  1. The context,
  2. The process that you went through,
  3. The outcome, and
  4. What you learned from this experience.

You have a time-box of 10 minutes followed by 5 minutes of Q&A.

Whilst showing the actual Coaching Agreement artefact is desirable when possible, please ensure that any sensitive information is redacted or not included.

2. Team Development Assignment

Covers Learning Objectives:

  •  3.1: apply at least two different models for team development and appraise their effectiveness in supporting team growth.
  • 3.2: apply at least five techniques for improving team effectiveness.
  • 3.10: demonstrate at least two techniques for raising team accountability.

Step 1: Apply team effectiveness techniques

Apply at least five techniques for improving team effectiveness with one or more teams

Aspects of team effectiveness that you could choose to work on include:

  1. commitment to working agreements,
  2. clarification of team decision making protocols and when they are used,
  3. trust building through physical games,
  4. encouragement of healthy conflict,
  5. fostering mutual accountability,
  6. team building exercises,
  7. trust-building conversation models, and
  8. fostering psychological safety.

Examples of resources that you can draw on for this include the following.

Step 2: Prepare and present to your cohort group

Your presentation should include:

  • the story of the development of one or more teams by referring to at least two different models for team development.
  • how you identified opportunities for team development activities
  • description of how the techniques for improving team effectiveness were applied along with anecdotes or feedback from participants,
  • description of how at least one technique for raising team accountability was applied, and
  • description of what you learned from applying the team effectiveness and accountability techniques.

You will have 10 minutes for your presentation plus 5 minutes of Q&A.

3. Organisational Intervention Assignment

Covers Learning Objective:

  • 5.5: describe your approach to a complex intervention that addresses the root cause(s) of an organisational dysfunction and analyse the long-term impact.

Note that this assignment can be done in retrospect for an impediment that you worked on in the past or during the period of your CSP-SM coursework.

Step 1: Identify and analyse an organisational impediment

Use an Organisational Intervention A3 or Organisational Impediment Form (as studied during your A-CSM) to identify an actionable intervention for an organisational impediment. This should include:

  • the surface problem,
  • your analysis of it (potentially in collaboration with colleagues), and
  • the intervention action as originally proposed.

Step 2: Pursue impediment intervention

Work with the appropriate parties toward initiation of an intervention. Time-permitting, follow this through to a conclusion including an assessment as to how successful the intervention was.

Step 3: Present the intervention

Tell the story of designing and pursuing the intervention within 10 minutes during a CSP cohort call. Your presentation should include:

  • Organizational Impediment Analysis,
  • The story of pursuing this intervention,
  • Your analysis of the impact of the intervention including your analysis of the long term impact (if in the past) or your thinking about the various ways that it may play out (if in progress), and
  • What you have learned from the experience.

You will have 10 minutes for your presentation plus 5 minutes of Q&A.

4. Team Culture Change Assignment

Covers Learning Objectives:

  • 5.6: demonstrate at least two tangible examples of how you developed and changed the culture of your team (or organisation) from a command-and-control to an Agile mindset.
  • 5.7: identify at least three ways the cultural change from a command-and-control to an Agile mindset added value to the Development Team, Product Owner, and eventual product.

Have you seen tangible evidence of a culture change from command-and-control to an Agile mindset amongst a team that you have worked with? In this context, consider “culture” to be a persistent pattern of behaviour.

Examples include:

  • A change from an individual “rounding up” team members for Daily Scrum to team members consistently joining the Daily Scrum of their own volition.
  • Team members taking initiative to start work on tasks or to update their Sprint Backlog themselves having previously not done this without prompts from their ScrumMaster.
  • Changing the decision-making model from a single individual making certain decisions with little or no consultation to a more participatory decision making process. Resources for this include the 7 levels of team decision making described at On the Agile Path and Delegation Poker

Step 1: Pursue team culture change

If you have not seen tangible evidence of such a culture change, what is achievable in this regard during this program? If not, the first part of your assignment is the creation of the conditions for such a culture change to occur.

Step 2: Present an experience report

The second part is to prepare and deliver a short presentation on the culture change that occurred. Your presentation should include:

  • At least two tangible examples (e.g. specific events, behaviours, quotes or paraphrasing of what peoples said) of how the culture changed
  • Identification of at least three ways that this added value to the Development Team, Product Owner and eventual product.
  • Description of the role that you played in this.
  • What you learned from this experience.

You will have 10 minutes for your presentation plus 5 minutes of Q&A.

5. Large-scale Meeting Assignment

Covers Learning Objectives:

  • 5.12: organize and facilitate at least one large-scale, participatory meeting format to scale Scrum events.
  • 5.10: describe at least five techniques to improve inter-team collaboration and experiment with at least two of them.

Step 1: Facilitate

Facilitate a large-scale participatory meeting to scale a Scrum event.

Format options include:

If you are not working in a multi-team product development effort, consider opportunities for a large-scale retrospective and continuous improvement event across multiple teams in a department or even across departments in your organisation.

Step 2: Tell the story

Tell the story of organising and facilitating the meeting within 10 minutes during a CSP cohort call. Your presentation should include:

  1. Your facilitation plan,
  2. If possible, images or videos of artefacts that you were involved with as a facilitator e.g. room layout, agenda poster/board, signalling and timekeeping devices, and
  3. Learnings from this facilitation experience and what you plan to adjust the next time that you facilitate a similar event.

You will have 10 minutes for your presentation plus 5 minutes of Q&A

If you have any questions, please don’t hesitate to contact your trainer: Rowan Bunning