Raj Mudhar

CSPO, CSM

What I bring to Scrum Alliance is a customer's point of view--a unique perspective on how Scrum Alliance can position itself to become increasingly relevant in the future. Below are four areas I would pursue as a board member beyond Scrum Alliance’s existing 2012 strategy. The four areas are complementary.

Very large scale applications of Scrum in complex product development. My company builds cellular access networks using technologies like LTE and W-CDMA. The challenges of implementing Scrum in these environments, where co-developed hardware and software come together as large network solutions is an area that few trainers or coaches are willing or equipped to tackle. In the large, complex product development space, Scrum is perceived as a framework that focuses on small simple development activities. This is not true of course, but the perception persists. For large value chains which involve thousands of people, Scrum Alliance can lead the way in demonstrating that Scrum can add value in even the most challenging business environments. Taking Scrum “to the next level” means making it universally applicable. And this product development space is but one area where we can make a difference.

Leadership. A necessary condition for successful business transformation is the strong and open support of leaders and managers. It is the leaders and managers that will sign the checks for training, coaching and other services. It is the leaders and managers that can enable or disable any transformation initiative. We should actively seek to engage and support senior leaders, executives and managers in their roles as Scrum advocates within their companies. Suggesting that “managers should be fired” (as some trainers and coaches openly state) closes any opportunity to influence and change traditional organizations. After all, this is where the untapped market for Scrum Alliance's services lie. 

Research and Innovation. What will Scrum Alliance look like five or ten years in the future? Will it be the thriving, relevant and trusted partner for the best in research and cutting edge practices? Or will it be remembered as where you once went to get a CSM or a CSPO? There is a tremendous opportunity to tap into, sponsor or fund research that would enrich the body of knowledge of Scrum and complementary engineering and business practices. Scrum Alliance should not be content with the status quo. It may be time to refresh and revitalize what it means to "change the world of work". It may be time to revisit the vision of Scrum Alliance to set it up for the future.

Feedback-Driven. We must create more opportunities to get feedback from our customers and use it to improve both the quality and breadth of services that Scrum Alliance provides. Customers will tell us where they want to go if we ask them. Developing a network of trusted lead customers, with whom we can collaborate closely will open doors for co-creation, new services and certification opportunities we have not even dreamed of yet.

We can write our own future. Our challenge is to move Scrum Alliance ahead of the pack. But for that, we must be courageous.