SurgiShare&Care

• Over saw 5 successful consecutive release cycle, increase by 25%, decreasing bugs 30% and assuring 100% functionality with each cycle
• Implemented a monthly release schedule that increased the number of work items releases by 30%
• Led and coach Product Owner to improve story writing, feature discovery and requirements gathering process which led to an increase in customer satisfaction and a decrease in time to delivery by 20%
• Facilitate scrum ceremonies such as daily stand ups, backlog grooming, sprint planning and removed impediments or concern in an Agile scrum environment
• Coach teams on scrum practices which resulted in improving estimation by 70%

Senior Scrum master

BBK (Bank of Bahrain and Kuwait)

•Identify and resolve conflicts within the team, and ensure team members are working together in a productive and cooperative manner,
 
•Led Bank implementation and adaptation of JIRA which reduced time to create and manage tickets to 3 days.
•Enforced Kanban principles that lead to a reduction in cycle time by 25% simultaneously increasing team's throughput in less than 12 weeks.
•Utilized Agile Scrum practices to help the team increase their velocity within the first year of adoption by 40%
•Organized and improved agile practices and values which increased the productivity and overall team satisfaction by an average of 8%
•Removed 10+ impediments and managed risks to maintain high efficiency and effectiveness levels.

Agile Project Manager 

Al Hassan Engineering Company Abu Dhabi LLC

•	Worked to support over 15 software engineering teams through Scrum Agile methodologies
•	Administered all Agile/Scrum processes including sprint planning, daily scrums, sprint reviews and sprint retrospectives, coached team members and clients on Agile process
•	Maintained an in-depth understanding on risks and coached teams on compliance to minimize operational risks
•	Appropriately utilized team feedback and metrics to identify areas of opportunity and improvement
•	Coached teams to improve collaboration and organization
•	Identified impediments and appropriately worked toward solutions
•	Communicated with leaders across the organization to ensure communication regarding delivery, risks, and opportunities for improvement

Project Coordinator 

Global Business Solutions Co. Ltd. (GBS)

>Developed strategies for the team to conduct various campaign.
> Provided training to the new members.
> Monitored and prepared productivity reports for the team.
> Prepared regular project status reports, followed up with team members
on assigned task monitored progress on various projects.

Sales And Marketing Specialist

Global Poultry Farms

>Performed feasibility studies for poultry business in region.
>Mastered poultry chain of production maintaining a rotation of 3,000 birds
at a time.
> Built and maintained relationships with wholesalers and retailers in the
area.
> Maintained strict health and sanitary standards in the facility.
> Employed and oversaw a team of 6 employees.

Business Owner

A certified Agile Project Manager/Scrum Master with over 7 years of experience in the industry, I have gained experience in a Agile project environment  and SDLC, and this knowledge have offered me the necessary skills to outshine in the role and provide  facility with enhanced product deliveries within the stipulated timeframe.

Highly experienced, results-focused Agile and Scrum Coach, Trainer, and Consultant with an outstanding track record of success accelerating enterprise-wide performance and development quality. Proven ability to guide and coach diverse teams through integration of Agile methods, mindsets, and best practices. Leverage comprehensive knowledge of evolving DevOps, Agile, and Product Management tools to navigate emerging obstacles. Skilled communicator and collaborator; able to forge strong working relationships with key stakeholders and internal team members to promote cohesion and enhance capacity.

Some of my core accomplishments include –

Leading scrum sprints using core tenets of the Scrum framework, and assisted 5 teams to deliver an efficient quality product.
Leading and developing effective training materials, implementing projects and offering leadership to more than 25 application teams and scrum teams concurrently.
Facilitating communication between the scrum team and product owner and fostering a successful Agile project environment 
Earned Certified Agile Project management and Scrum master respectively .
Developed project scope and milestones employing the appropriate software.
Working alongside CIO and ensuring a successful transition, while thriving to work in a collaborative environment.
Experience to help crossover software adopt efficient Agile methodologies.

Exploring  tools such as in Agile include Jira, Trello, Asana, and Slack, which enable teams to manage their tasks, track progress, and communicate effectively. Other tools I used  include testing tools like Selenium and Cucumber, code review tools like Gerrit and Crucible, and DevOps tools like Jenkins and GitLab.

Project Manager vs. Scrum Master — Can One Person Do Both?

I once worked with someone who wore two hats on a project:
📌 Project Manager by title.
🌀 Scrum Master by necessity.

At first, it sounded impressive:
“Look at them — managing the budget, reporting to leadership, and running daily standups!”

But after a few sprints, cracks started to show…

🎯 Deadlines were met, but trust was lost.

💬 Team members stopped being open in retros.
⚙️ Tasks were delivered, but quality suffered.
📈 Reports were clean, but the team was burning out.

Why?

Because the PM and SM mindsets pull in opposite directions.

🤹‍♂️ Let’s break this down:

💼 Project Manager (PM)

Manages scope, budget, and timeline

Reports to stakeholders

Often has authority to assign work and make decisions

Focuses on predictability and control

🌀 Scrum Master (SM)

Facilitates team collaboration and Agile practices

Coaches the team and removes impediments

Has no authority over delivery decisions

Focuses on empowerment, adaptation, and team health

These roles are not just different job descriptions — they are two different worldviews.

🧠 So... Can One Person Do Both?

The honest answer?

👉 Yes — but only temporarily, and with consequences.

You can technically juggle both roles.
But here’s the problem: You’ll constantly be caught between delivering the project and protecting the team.

And eventually, one of those responsibilities will suffer.

You’ll either:

Chase deadlines at the cost of team morale, or

Protect the team and appear “soft” on delivery

In trying to be both, you risk doing neither well.

🚧 Common Pain Points When One Person Tries to Do Both:

Micromanagement disguised as facilitation
→ Teams stop self-organizing because decisions are being made for them.

Velocity becomes a performance scorecard
→ Estimations are gamed, trust erodes, learning stops.

Burnout — not just for the team, but for you.
→ You’re constantly shifting gears between people and performance.

💡 What Should Organizations Do Instead?

Respect the distinct purpose of both roles.

Give Scrum Masters the space to coach, not just report.

Let PMs focus on external alignment, not daily team management.

And if one person must do both — be honest about the tension it creates.

💬 Now I want to hear from you:

Have you ever been in a role where you had to play both PM and SM?

How did you balance delivery pressure with team empowerment?

What trade-offs did you face — and what did you learn?

👇 Drop your experience in the comments.
Let’s open this up — too many Agile teams are quietly struggling with this dual-role dilemma.

Let’s normalize the conversation.

#ScrumMaster #ProjectManager #AgileLeadership #AgileMindset #ScrumPractices #AgileTeams #LinkedInAgileCommunity #ServantLeadership #AgileCoaching #ScrumInRealLife #TeamEmpowerment #RoleClarity #AgileTransformation

Elvis  Ngassa 

A certified Agile Project Manager  / Scrum Master with over 7 years of experience in the industry, I have gained experience in a Agile project environment  and SDLC, and this knowledge have offered me the necessary skills to outshine in the role and provide  facility with enhanced product deliveries within the stipulated timeframe.

Highly experienced, results-focused Agile and Scrum Coach, Trainer, and Consultant with an outstanding track record of success accelerating enterprise-wide performance and development quality. Proven ability to guide and coach diverse teams through integration of Agile methods, mindsets, and best practices. Leverage comprehensive knowledge of evolving DevOps, Agile, and Product Management tools to navigate emerging obstacles. Skilled communicator and collaborator; able to forge strong working relationships with key stakeholders and internal team members to promote cohesion and enhance capacity.

Some of my core accomplishments include –

Leading scrum sprints using core tenets of the Scrum framework, and assisted 5 teams to deliver an efficient quality product.
Leading and developing effective training materials, implementing projects and offering leadership to more than 25 application teams and scrum teams concurrently.
Facilitating communication between the scrum team and product owner and fostering a successful Agile project environment 
Earned Certified Agile Project management and Scrum master respectively .
Developed project scope and milestones employing the appropriate software.
Working alongside CIO and ensuring a successful transition, while thriving to work in a collaborative environment.
Experience to help crossover software adopt efficient Agile methodologies.

Exploring  tools such as in Agile include Jira, Trello, Asana, and Slack, which enable teams to manage their tasks, track progress, and communicate effectively. Other tools I used  include testing tools like Selenium and Cucumber, code review tools like Gerrit and Crucible, and DevOps tools like Jenkins and GitLab.

Agile project manager || Customer centric || Project manager || Senior Scrum master || Agile trainer || Digital transformation || Enterprise Agile lead || Sales executive || Digital Marketer || Business Acumen ||

Why Most Agile Transformations Fail (And What to Do Instead)
Everyone wants an Agile transformation. But here’s the reality:
 Most fail.
Not because teams are lazy. Not because Scrum doesn’t work. Not because Agile is “just a buzzword.”
They fail because organizations treat transformation like a project —
 ➡ With fixed timelines ➡ With top-down mandates ➡ With a checklist of frameworks to “install”
But Agility isn’t something you implement. It’s something you grow.
❌ You can’t “roll out Agile” the same way you deploy software.
 ✅ You have to shift mindsets, leadership habits, and culture.
Here’s what actually works:
✔ Start small, where there’s willingness—not just where there’s pain ✔ Focus on outcomes, not frameworks ✔ Invest in psychological safety before process changes ✔ Develop leaders, not just coaches ✔ Celebrate learning over control

Agile isn’t a toolset. It’s a transformation in how we think and work.
If you’re starting or stuck in an Agile transformation— You don’t need more Jira workflows. You need clarity, coaching, and courage.
Let’s talk about what real transformation looks like.

#Agile #Transformation #AgileCoaching #Leadership #OrgChange #Scrum #BusinessAgility

Daily Scrum is for the Development Team.

If your Product Owner (or anyone else) is hijacking that time… you’ve got a problem.
Daily Scrum isn’t a status update for management. It’s a quick tactical huddle for the people doing the work.

Yes, this post might be controversial. No, I’m not apologizing.
Because when your “daily” turns into a 30-minute ramble from someone not delivering code, your team is losing precious time — and you’re doing “Agile theater,” not Agile.

We’re not actually going to slap anyone (HR relax), but the point stands: protect the dev team’s time like your delivery depends on it — because it does.

#OrthodoxAgility #AndTheRestOfTheHashtagsIveBeenUsing #Agile #Scrum #DeliveryNotTheater #ScrumMaster #AgileCoaching #SoftwareDelivery

💬 Agree or disagree? Should non-devs ever speak during Daily Scrum? Drop your take below — let’s stir the pot.

How to estimate sprint velocity for better Agile planning?

What is sprint velocity?

By looking at the amount of work your team completed in previous sprints, you should be able to estimate how much work they can do in future sprints. In Agile development, this estimate is known as sprint velocity.


How to estimate sprint velocity

Step 1: Count how many user story points are completed in each sprint

At the end of a sprint, add up how many story points the team completed.

For example, assume that in sprint one:

The team committed to completing five user stories.
Each user story had eight story points for a total of 40 story points.
The team completed three of the five user stories.
In sprint two:

The team committed to seven user stories (including the two that were not completed in sprint 1).
Each user story had eight story points for a total of 56 story points.
The team completed four of the seven user stories.

In sprint two:

The team committed to seven user stories (including the two that were not completed in sprint 1).
Each user story had eight story points for a total of 56 story points.
The team completed four of the seven user stories


Step 2: Calculate the average of completed story points

Simply add up the total of story points completed from each sprint, then divide by the number of sprints.

Sprint one: 3 user stories x 8 story points = 24
Sprint two: 4 user stories x 8 story points = 32
Sprint three: 5 user stories x 8 story points = 40
Total = 96

So, your average sprint velocity is 96 ÷ 3 = 32.

You can now base the amount of work to be done in future sprints on an average of 32 story points. If you have 160 story points remaining to be completed in the project, you can assume that your team will need another five sprints to complete the project.

Track progress with visuals

Agile has several tools, such as velocity charts, burndown charts, and Kanban boards, that you can use to track your team’s progress.

Velocity chart

This is a simple visual representation of your project’s progress. Its purpose is to help project managers estimate team performance.

Velocity burndown chart

A burndown chart is a graphical “information radiator” that shows the work that is planned to be completed in a sprint. 

Kanban board
A Kanban board lists tasks in columns in the form of sticky notes or cards to help you visualize and track work.

How to stabilize and improve velocity in Agile

Write user stories that are clear, simple to read, and easy to understand.
Keep team membership and size as consistent as possible.

Get help when needed. If your team is short on the skills needed to complete certain tasks, recruit inside or outside help.

Sprint velocity is not static, but reviewing past sprints to see what was accomplished can go a long way toward accurately predicting what your team can deliver in future sprints.


#agile #scrum #scrummaster #agilecoach #projectmanagement #productowner #management #kanban

Scrum, User Stories, and Acceptance Criteria .

Scrum is an Agile framework that helps software development teams deliver products of any complexity

With Scrum (just like with any Agile approach), we operate with such terms as “user stories” and “acceptance criteria” to ensure clear descriptions of how end-users will use an app and how a team should fulfill each task.

Defining Acceptance Criteria
So how can we make sure that user stories are completed correctly and comply with a client’s demands? This is where acceptance criteria come into play. Acceptance criteria are a formalized list of requirements that ensure that all user stories are completed and all scenarios are taken into account. Put simply, acceptance criteria specify conditions under which a user story is fulfilled. Concisely written criteria help development teams avoid ambiguity about a client’s demands and prevent miscommunication.

What are Acceptance Criteria Used For?
To define boundaries. Acceptance criteria help development teams define the boundaries of a user story. In other words, acceptance criteria help you confirm when the application functions as desired, meaning that a user story is completed.

To reach consensus. Having acceptance criteria synchronizes the development team with the client. The team knows exactly what conditions should be met, just as the client knows what to expect from the app.

To serve as a basis for tests. Last but not least, acceptance criteria are a cornerstone of positive and negative testing aimed at checking if a system works as expected.

To allow for accurate planning and estimation. Acceptance criteria scenarios allow for the correct division of user stories into tasks so user stories are correctly estimated and planned.

Who Writes Acceptance Criteria and When?

Either a client or a development team writes acceptance criteria. As a rule, criteria written by a product owner (the client) are reviewed by a member of the development team to make sure that the criteria are clearly specified and that there are no technical constraints or inconsistencies from the development perspective. Such flow is an excellent way to collaborate if a product owner has some experience in software development and is aware
 of how to write project documentation

How to Write Acceptance Criteria

There are several types of acceptance criteria. The most popular are rules-oriented (in the form of a list) and scenario-oriented (in the form of scenarios that illustrate each criterion). The scenario-oriented type is popular among Agile teams since it helps with getting across requirements, envisaging various use cases, and further using scenarios for manual and automated acceptance tests
 

Wrapping Up
As you can see, writing acceptance criteria is truly a win-win activity for both clients and development teams: not only does it help the team know exactly what they have to do, but it keeps the client abreast of development process 

#scrum

How to Handle Technical Debt in Scrum?

If you work in software development, you likely encounter technical debt all the time. It accumulates over time as we prioritise delivering new features over maintaining a healthy codebase. 

Managing technical debt, or code debt, can be a challenge. Approaching it the right way in the context of Scrum won’t just help you manage your tech debt. It can allow you to leverage it to strategically ship faster and gain a very real competitive advantage.

The Impact of Technical Debt on Scrum Teams

Ignoring technical debt can lead to higher costs, slower delivery times, and reduced productivity. Tech debt makes it harder to implement new features or updates, because it creates excessive complexity.

Product quality suffers in turn. Then maintenance costs rise. There are more customer issues, and customers become frustrated. Unmanaged technical debt has the potential to touch every part of the business

How to Track Tech Debt

Agile teams who are successful at managing their tech debt identify it early and often. 

Technical debt should be identified:

How to Track Tech Debt

Agile teams who are successful at managing their tech debt identify it early and often. 

Technical debt should be identified:
During the act of writing code. Scrum teams should feel confident accruing prudent tech debt to ship faster. That’s so long as they track that debt immediately and understand how it could be paid off

Learn about what prudent technical debt is here:
Backlog refinement. This is an opportunity to discuss and prioritise the product backlog, and have nuanced conversations about tech debt in the codebase.

Read this guide to backlog refinement:
Sprint planning. How technical debt impacts the current sprint should always be a topic of conversation during sprint planning. Allocate resource to paying back tech debt consistently.

Retrospectives. An opportunity to identify tech debt which has been accrued or which needs to be considered or prioritised.

The Importance of Good Issue Tracking in Managing Technical Debt in Scrum

Good issue tracking is the foundation of any effective technical debt management strategy. Scrum teams must be able to track technical debt issues systematically to prioritise and address them effectively.

Using the right tools can make or break a tech debt management strategy.

Modern engineering teams need issue tracking tools that:

Link issues directly to code.
Make issues visible in the code editor
Enable engineers to visualise tech debt in the codebase

Wrapping up

Managing technical debt properly needs to be a natural habit for modern Scrum teams. Doing so protects the long-term performance of the team and product.

Properly tracking technical debt is the foundation of any effective technical debt management strategy. By leveraging the right issue-tracking tools and prioritising technical debt in the right way, Scrum teams can strategically ship faster.

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