Scrum: The Necessary Conditions

[Originally published on ThePeoplesForum 8/5/13]

The previous post Scrum: a 5-step guide for managers was (quite rightly) criticized for not describing Scrum. It was never intended to. In the text I describe the five steps as being for “managers and executives for starting a new Scrum process”. The title was intended to challenge, to have people ask, so what is Scrum?

Scrum, clearly, is the thing defined in The Scrum Guide, a lightweight document, laying out the process, roles and artifacts of Scrum, and describing the value it offers. It is—happily—very low on prescription, beyond prescribing the basic Scrum framework. There is little in there to take issue with, and actually little that has changed from original Scrum. The problem is, with this and most of the books on the subject, sparse attention is paid to the environment in which we try to implement Scrum. To me this is key to success.

I recently witnessed a team implement at least the first four of the five steps I recommend. They were not “doing Scrum” and yet were closer to the values we seek with Scrum than many teams I have witnessed struggling to make the process meaningful with members in different locations, no clear product vision, team members working on different projects, being driven (and driven crazy!) by the electronic tracking tool of (someone else’s) choice, with all its rules and limitations. Scrum can sometimes create more pain that it relieves.

Teams that are not supported—environmentally, humanely, systemically—to do Scrum, will do Scrum very poorly. Teams that are so supported may not actually end up doing Scrum at all, but will likely have better results. This is my experience from the past nine years.

So my “5 steps” are intended to have managers and executives understand the necessary conditions for inspiring an effective, engaging process, whether that’s Scrum or something else. With such conditions met, I would usually recommend something that looks very much like Scrum, with perhaps a more continuous flow model á la Kanban. As always, context will determine the detail.

And if anyone doubts my own definition of Scrum, or feels it is out of line with The Scrum Guide. Please read Simple Scrum, an essay written in 2009, which still accurately reflects my understanding of Scrum.

Original comments can be seen here

Scrum: a 5-step guide for managers

[Originally published on ThePeoplesForum 7/31/13]

Scrum is really very simple. Here’s a 5-step guide for managers and executives for starting a new Scrum process.

  1. Start with a clear product vision—and a visionary guide (PO).
  2. Establish a co-located, cross functional team whose members between them have all the skills necessary to build the product. [1]
  3. Create a space for the team to work in, with plenty of wall space, whiteboards, index cards, tape and sticky notes. 
  4. Introduce the team to their stakeholders and users.
  5. Get out of the way.

Even without any Scrum training, you’ll find that your team is 75% of the way to having a highly effective process. The continuous improvement part will emerge, because people working in an autonomous way, with clear purpose, want to be the best they can be.

Starting Scrum is really is as simple as this. Why do we make it so complicated. Why is each of these steps so hard—especially step 5? 

[1] Start with the smallest possible team. Let the team determine who/what skills they need to add as they progress

Original comments can be seen here

See also Scrum: the necessary conditions

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Does this shift indicate a business-cultural revolution? Is this the start, or are we deeply within it? And what is good and bad about what we see today, and what Russell saw 80 years ago? Just some food for thought—okay, snacks :)

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