TGG BOOK REVIEW – SCRUM

Over the past year, TGG consultant Josh Bathon has provided book reviews for The Project Management Institute of Portland. Throughout the coming months we will periodically share some of the reviews that previously appeared in the PMI-PDX newsletter.  

Book: Scrum by Jeff Sutherland

Agile project management is not a fad. Over the past 20 years it has become the dominant organizational system for software development, and has also started to flourish in other industries as well. You have most likely come across either an agile tool or an agile team, such as Scrum, Kanban, or SAFe. You might even have an agile certification; PMI offers the PMI-ACP (Agile Certified Practitioner) and agile theory is included in the PMP and CAPM.

Regarding agile, there are thousands of books and tens of thousands of articles online. Everyone has an opinion. So if you want to learn more, where should you start? Why not learn from the founder of Scrum, the most popular agile methodology out there?

In his book, Scrum, The Art of Doing Twice the Work in Half the Time, Jeff Sutherland is a master teacher. He slowly unravels the various parts of Scrum, illustrating with examples from his clients over the years. The goal of his book is to make Scrum usable for people who don’t work in software. And he succeeds. 

Transitioning to agile can seem like a paradigm shift for many people but Sutherland demonstrates how this change doesn’t have to be dramatic. Throughout the book, he works through various aspects of Scrum, breaking them down into digestible chunks that could be used by anyone, anywhere, anytime.

Take for example a venture capital company which decided to embrace Scrum in their daily operations. Investors, management, researchers, and administrative staff all started to use Scrum to organize their work. Sprint planning, daily standups and team retrospectives resulted in transparency: everyone could see what was currently being worked on, major blockers were identified early and the team regularly reviewed the way they worked. These small changes had large benefits: the average work week at the company dropped from over 60 hours to less than 40, and the team started completing almost twice as much work.

A key problem with agile project management is the army of purists that help implement it. They advocate for strict adoption and rigorous adherence to an entire system. But this dramatic, one-size-fits-all approach fails because businesses come in all shapes and sizes. This book is different. Sutherland provides practical advice for adopting agile, using real world examples of success. 

This is a must-read for project managers, even for seasoned agile professionals. I have 2 scrum certifications and have worked in several agile environments, and I still found Sutherland’s book to be a valuable exploration of how and why to use agile. In my experience, it’s hard to do agile without understanding why it works. Level-up your skills with this quick read, straight from the founder of Scrum himself.

EXECUTION PRACTICE Q&A WITH TRISHA BENNETT

At The Gunter Group we categorize our work into four practice areas: Technology, Execution, People, and Strategy, with client engagements often stretching across multiple service categories.

Our work within our Execution Practice supports clients as they pursue large transformation programs and change initiatives, in order to achieve complex and impactful objectives.

In this Q&A we explore our Execution Practice in greater detail with Trisha Bennett, Principal Consultant and Execution Practice Service Leader.

Tell us a little bit about the nature of work TGG focuses on within the Execution Practice:

Our Execution Practice is the intersection of all our practice areas and brings ideas to life for our clients. It’s about implementing strategies and using technology to align and serve people. These types of engagements usually take the shape of larger transformation programs or change initiatives. Our clients may think of these types of programs as focused efforts that just need to be executed, but we make sure that our team is bringing a perspective for how to realize strategic objectives through changes to the people, process, and technology ecosystem of a business.  

Tell us about a recent engagement supporting a client initiative:

We have partnered with a national insurance provider that is undergoing an effort to move from their 20-year old legacy on-premise ERP to a more flexible cloud based solution using Workday Financials. Our consultants supported the organization’s business transformation by leading the program management, technical project management, business analysis, process design, and training strategy and delivery. This engagement was a great example of how our consultants in the Execution Practice used their skills in analysis and project management to make sense of a complex organizational, process, and system environment in a way that was collaborative but with a relentless focus on outcomes.  

What do you anticipate impacting organizations over the next 3-5 years in the Execution category?

Organizations will do more projects in the digital space and these projects are going to require companies to show up differently for their customers and their employees. To make these changes happen, organizations can’t work in the same way that they were working. Internally these changes impact organization structures, internal communications, HR/hiring, and work has to be managed and measured differently. 

Tell us about one of your favorite projects your team has worked on:

Working with executives in translating their visions of the digital space into executable work for the teams that make it happen. These range from creating a new customer experience for a health insurance company to standing up apps for retail sales.

More about Trisha Bennett:
For nearly 15 years Trisha Bennett has partnered with business leaders to advise and lead strategic initiatives in the healthcare, insurance, retail, education, and veterinary services industries. Her career has focused on delivering best-in-class portfolio strategy, program management, project management, and analysis. As a Practice Leader, Account Leader and Manager, Trisha leads teams of consultants to support clients, solving complex business problems. She has a proven dedication to deliver and a reputation for building highly effective project teams by seeking clarity and understanding, even in the most ambiguous environments. Trisha’s management style is focused on collaboration, transparency, and meaningful communication. Trisha holds a BA in Supply Chain Logistics and Business Management from Portland State University; she is also certified as a Project Management Professional, Change Manager, and SAFe Agilist.

TECHNOLOGY PRACTICE Q&A WITH MATT JAMISON

At The Gunter Group we categorize our work into four practice areas: Technology, Execution, People, and Strategy, with client engagements often stretching across multiple service categories.

Our Technology Practice focuses on understanding clients’ technology needs and challenges, and crafting pragmatic action plans.

In this Q&A we explore our Technology Practice in greater detail with Matt Jamison, Principal Consultant and Technology Practice Service Leader.

Tell us a little bit about the nature of work TGG focuses on within the Technology Practice:

Our Technology service line stands out in that it’s an extension of our management and business consulting work. We’re always engaging with our clients from a business lens, utilizing processes and people, and adding a technical depth and expertise to our client partnerships.

What is the most rewarding aspect of supporting clients in TGG’s Technology Practice?

Meeting our clients where they are, understanding their needs and challenges, and crafting a pragmatic action plan. This means evaluating their tech stack, teams, and asking, “What can we do in the next 6 weeks and 6 months?” With this approach we can start helping and start delivering value right away and not just toward a project’s end.

Tell us about a recent engagement supporting a client initiative:

A national education services provider planned and started a digital transformation initiative. We helped them step back and assess their readiness to execute their digital transformation strategy. Additionally, our team made a series of digital program structure and agile product delivery recommendations that we are helping drive forward.  

What are recent trends you see impacting organizations in the Technology space?

COVID has substantially increased consumer expectation for a robust digital experience for many companies. People are much more willing to engage in a digital experience now because it became a reality during the pandemic. And this aligns perfectly with our Technology Service offering. Consumers are demanding a great digital experience and we’re able to help because that transformation is built from everything TGG does.

What do you anticipate impacting businesses over the next 3-5 years in this area?

Expectations of digital experiences are going to be high. Whoever is doing this experience well right now, will likely be doing it well in 3-5 years. Ones that aren’t doing this well or didn’t do it in the past, might not be here in 3-5 years and expanding and creating a digital experience is expensive. Instead of buying property for storefronts, you’re investing in technology costs and data centers — and this will be just as true in the future as it is now.

Tell us about one of your favorite projects your team has worked on:

A global athletic wear company started their digital transformation back in the mid-2000s mostly focused on North America. Now we’re helping expand their global footprint because they sell so many products outside of the United States. This leads to interesting questions to answer, involving how to make technology scalable and reliable. It’s even more interesting because we can use prior learnings to inform new strategic ideas.

More about Matt Jamison:
Matt is an experienced solutions architect with a results-oriented understanding of the intersection between reality and architectural theory. He has the ability to plan, develop, and implement large-scale projects while maintaining impeccable attention to detail. With 20 years of functional information technology experience, Matt has end-to-end IT knowledge from layer 1 networking to application API interaction. An expert in mapping technology solutions to business needs, Matt is also able to conform to required regulations while maintaining IT best practices. Matt’s experience spans multiple industries, including healthcare, telecommunications, and security and software. He is an AWS Certified Solutions Architect and a Certified SAFe 5 Agilist. Outside of work, Matt enjoys the outdoors and all things bike-related.

PEOPLE PRACTICE Q&A WITH
KARA O’CONNOR

At The Gunter Group we categorize our work into four practice areas: Technology, Execution, People, and Strategy, with client engagements often stretching across multiple service categories.

In our People Practice work we empower companies across all industries to align their people and strategic objectives in order to maximize results.

In this Q&A we explore our People Practice in greater detail — as we visit with Kara O’Connor, Service Delivery Manager – People Practice.

Tell us a little bit about the nature of work TGG focuses on within the People Practice:

What separates our People Practice is the unique and focused way that we ensure people and culture are cared for and prioritized in any big change. We frequently assist organizations with large complex change initiatives that balance technical proficiency (project management, business analysis, etc.) and people proficiency (change management, employee engagement, etc.). Our team focuses on being well-rounded so we can thoughtfully bring both perspectives to the table.

What is the most rewarding aspect of supporting clients in TGG’s People Practice?

If we do our jobs well, people feel like we’ve helped them prepare for and overcome something challenging. We’re helping avoid burnout, helping find clarity, and helping design a future with people at the forefront. This truly makes a difference for people’s lives, when their human emotions and reactions are respectfully accounted for. When we’re able to support change like this, it’s very meaningful and very rewarding.

What are recent trends you see impacting businesses in the People Practice space?

I’ve really loved seeing more conversations about integrating change management into agile projects. You’ve typically seen change management presented in very traditional, waterfall methods and these methods are not the only way! 

What do you anticipate impacting organizations over the next 3-5 years in this area?

I think People Practice issues are becoming more mainstream. A few years ago, change management was really on the periphery, not many people were prioritizing it in their projects. Now, we’re seeing more acknowledgement that without addressing the human component in the workplace, you’re missing half of the picture. 

Tell us about one of your favorite projects your team has worked on:

Right now we have someone working on a social and emotional wellness program for a large public school system. At a time when school staffs are being stretched thin, it is great to know we have someone to help organizations strategically plan for and build programs that support the mental wellbeing of their staff. This ultimately has a huge impact on our community as a whole in light of school staff connecting with parents and students.

More about Kara O’Connor:
Kara owns a diverse background in organizational change, team leadership, project management, communications, and marketing analytics. She is passionate about keeping “people” at the center of change management and large-scale initiatives and has enjoyed bringing strategic, people focused solutions to her clients for over 10 years. Kara is very skilled at considering issues with a fresh perspective, which results in her suggesting and implementing viable solutions that may not have been previously considered by an organization. She has worked in a wide range of industries for many nationally-recognized brands, in technology, healthcare, sportswear, and education. Kara holds a B.S in Business Administration and Marketing from Central Washington University. She is also a Certified Scrum Master and PROSCI Certified Change Practitioner. In her free time, Kara enjoys spending time in the great outdoors with her family of four.

STRATEGY PRACTICE Q&A WITH STEPHEN BACON

At The Gunter Group we categorize our work into four practice areas: Technology, Execution, People, and Strategy, with client engagements often stretching across multiple service categories.

Our strategy work capitalizes on existing organizational strengths, as we lead executives and their teams to develop and implement plans that allow them to reach their strategic objectives.

In this Q&A we talk with Stephen Bacon, Service Delivery Manager for our Strategy Practice, and explore our strategy work in greater detail.

Tell us a little bit about the nature of work TGG focuses on within the Strategy Practice:

Strategy for us is about working to articulate our clients’ goals and then helping to articulate and organize a plan for them to get there. Sometimes clients might not know their goals, and sometimes they do. We help them discover the path and make recommendations.

Tell us about a recent engagement supporting a client initiative?

We helped a senior leader in a financial services organization articulate their long-term strategy for a product line. We helped them discover a different way to go to market and recognize the challenges of the industry. And by using their strengths to overcome those challenges and execute, they delivered a record financial year.

What are recent trends you see impacting businesses in the Strategy space?

There are unique economic factors at play right now. Since capital is abundant and interest rates are low, businesses can undertake a wide variety of initiatives. Deciding where to go and how to use their capital in the best way, for their organizations and shareholders, is going to be the main goal. 

Tell us about one of your favorite projects your team has worked on:

We worked with a healthcare organization to learn about and recognize the impacts of an engaged workforce. The results of an engaged workforce result in a multitude of benefits like a sense of collegiality, more effective leadership of teams, and decision making processes that are inclusive and engage the whole workforce. 

More about Stephen Bacon:
Stephen is passionate about understanding the overarching strategic goals of an organization and leading the changes that are so often necessary to implement those strategies. His expertise is guiding strategy and change efforts across a variety of organizations. Stephen has spent twenty years leading initiatives at Fortune 500 companies, academic institutions and not-for-profits in the education services, technology, financial services, consumer products, and healthcare industries, including extensive international experience. Stephen is a PROSCI Certified Change Practitioner, Certified Associate in Project Management (CAPM), holds a green belt in Six Sigma, and is accredited in various psychometric assessments (MBTI, ESCI, NBI). He holds a B.S. in Finance and Marketing from Boston College and an M.A. in Organizational Psychology from Columbia University. In addition to his service on not-for-profit boards, Stephen has three young children and a chocolate lab. He lives and works in Portland, Oregon.

TGG BOOK REVIEW – UPSTREAM

Over the past year, TGG consultant Josh Bathon has provided book reviews for The Project Management Institute of Portland. Throughout the summer and fall we will periodically share some of the reviews that previously appeared in the PMI-PDX newsletter.  

Book: Upstream by Dan Heath

Much of what we do is planned out, driven by templates and schedules. We’re project managers: careful planners, skilled organizers, disciplined doers. However, no amount of planning can solve for everything–problems creep into our projects no matter what we do. Good examples include chronic last-minute change requests, hectic go-lives, scheduling conflicts, unforeseen emergencies and unexpected long-term stabilization escalations. Even the best-planned projects will experience pain points.

That is where Dan Heath’s book Upstream comes in. The book asks a key question: how many of our problems could we solve before they even happen? Reacting to issues is necessary, but preventing them by upstream intervention is even more valuable. Upstream provides a number of questions, barriers, approaches, and case studies that encourage us to think about problems differently. Here are a few of my favorite concepts and applications from the book:

Barrier – Tunneling – The problem arises, escalations occur and everyone scrambles to fix it. But once the fire is out, it is rare for the team to stick around and ask, “How do we prevent this from happening again?” Instead, we simply move from problem to problem with tunnel vision, never addressing root causes in the system. Moving beyond this barrier is key to upstream thinking. 

Approach – Unite the Right People – The ones reacting to a problem aren’t necessarily the right people to change the system. Take the example of a scrum team that experiences a periodic loss of velocity. Once a quarter, a request from the executive team forces 3 of your developers to stop their work and spend time updating reports. This extra work causes a delay in feature releases. You can’t solve the issue of your developers’ productivity by asking the developers to make a change–solving this problem requires the involvement of the leaders who are making the request. By bringing the right people to the table, you can understand the reasons for the last minute requests and try to plan ahead.

Approach – Use the Right Measures – Any single metric can be abused. At a previous company I worked for, the corporate office decided they needed better visibility into our project spending. They required that any proposal above $5M be routed to Corporate for several months additional review. Within a year, every strategic initiative in my region had been broken up into several smaller projects with budgets under $5M, resulting in an enormous overall loss of efficiency. Upstream suggests a simple fix: pair multiple measures together, to prevent people from gaming your metrics and demonstrating a false indication of success.

Project managers spend a lot of their time scrambling to solve problems. Excellent project managers know how to solve problems before they materialize. Upstream is a solid read for the project manager looking to improve their approach.

CELEBRATING 10 YEARS
OF CLIENT SERVICE

The Gunter Group is kicking off our 10 Year Anniversary celebration, and will commemorate a decade of serving clients throughout the summer of 2021. As part of the celebration we will share videos, and historical photos and moments, as well as content that highlights the meaningful work and insights for which we have become known over the past 10 years.  

Since our inception, The Gunter Group has taken great pride in providing consulting services to a broad range of organizations spanning Fortune 100 companies to locally-based businesses. We look forward to commemorating the past decade of relationships and service with our clients and consultants.

Founded in 2011, in Portland, OR, The Gunter Group features an experienced team of consultants serving clients across a variety of industries in the Pacific Northwest and Western regions. The Gunter Group currently employs a team of 55 consultants with office hubs in Portland, OR and Reno, NV. The firm has been named one of the “best companies to work for” in Oregon by Oregon Business Magazine for seven consecutive years and named one of the “best small firms to work for” by Consulting Magazine two years in a row. 

TGG RECEIVES PORTLAND BUSINESS JOURNAL AWARDS

We’re excited to share that The Gunter Group received recognition as one of the Largest Women-Owned Businesses in Oregon & SW Washington by the Portland Business Journal.

Managing Partner, Ashleigh Gunter, remarked that “it is an honor” to have been recognized and expressed that “we are proud to be a company where strong female leadership is valued and respected.” 

“We have built a firm where all of our employees feel engaged and that is one of my proudest achievements”, reflected Ashleigh. 

In addition, The Gunter Group, which represents one of the Largest Consulting Firms in the Portland Metropolitan area, was also the recipient of a Corporate Philanthropy Award by Portland Business Journal for contributions to Oregon & SW Washington nonprofits.

The award candidates’ philanthropic impact was evaluated based on the cash and in-kind donations made in 2019, as well as employee volunteer or pro bono hours contributed to support local non-profit organizations. 

“Supporting nonprofits is something very close to the heart of Ashleigh Gunter [Managing Partner] and we will continue to make it a top priority for our team” explains Mike Gunter, Founding Partner of The Gunter Group.

The Gunter Group is a management consulting firm headquartered in Oregon, serving the west coast with offices in Portland and Bend, Oregon, and Reno, Nevada. Learn more about us and the services we offer here.

TGG RANKED AS #5 BEST SMALL FIRM TO WORK FOR IN THE NATION BY CONSULTING MAGAZINE

We are excited to announce that The Gunter Group was recognized as Consulting Magazine’s #5 “Best Small Firm to Work For” in the nation. 

The rankings were based on an annual survey of over 12,000 consultants, representing approximately 300 firms nationwide, ultimately selecting only 20 small firms to be recognized. Award candidates were evaluated across six different categories of employee satisfaction including, client engagement, firm culture, firm leadership, career development, work/life balance, along with compensation and benefits.

Senior Consultant, Jim Calko, acknowledges that “it’s great to be recognized, but in many ways, our team (and clients) have known that this is a pretty special company.” He goes on to say that “from leadership on down, we have genuinely good people who care about each other, care about our clients, and care about doing the right thing.” According to Jim, “this is what drives everything from our culture through delivery.”

As a new member of The Gunter Group (TGG), Yoonjung Lee remarks that the Consulting Magazine award “makes it just that much more exciting to be a part of the company.” She shared that she “has already heard so many great things from team members who say they really enjoy working here, and the external recognition certainly lends credence to their reviews!” 

“This recognition from Consulting Magazine is well deserved for reasons too many to number”, admires Nate Ferguson, a TGG consultant. Nate attributes the firm’s “thoughtfulness and deliberate decision making as key characteristics that directly impact increased client engagement, sustained employee satisfaction, and a thriving culture.” It was these distinctions, he explains, that drew him initially to join the firm earlier this year, and those which he is pleased to see “lived out on a daily basis” at The Gunter Group.

Despite the significant challenges of the COVID-19 pandemic, Nate observes, “Mike [Gunter], Ashleigh [Gunter], and the leadership team’s proactive, pragmatic, and vulnerable approach” has inspired a “positive outlook on the things to come for TGG.”

Learn more about TGG’s ranking in Consulting Magazine.

The Gunter Group is a management consulting firm headquartered in Oregon, serving the west coast with offices in Portland and Bend, Oregon, and Reno, Nevada. Learn more about us and the services we offer here.