Taking a break for the holiday season

I wish everyone well and I hope you too have a chance to spend time with loved ones, rest, do some annual Kaizen (oops – I mean “new year’s resolutions”), and, if you have the means, reach out and help someone in need!

We’ll be back on Jan 1 with some pre-scheduled content including some exciting announcements that should be great reading as you start heading back in to the work of the new year.


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Comparison of the ScrumMaster, Product Owner, Project Manager and Team Lead Roles

Often in my classes, I’m asked for a clear comparison between the various traditional roles and the new roles in Scrum.  Here is a high level summary of some of the key responsibilities and activities that help highlight some important differences between these four roles:

ScrumMaster Product Owner Project Manager Team Lead
NEVER NEVER Assign Tasks YES
NO PARTICIPATES Create Schedule NO
NO YES Manage Budget NO
Remove Obstacles PARTICIPATES YES YES
NO Define Business Requirements PARTICIPATES NO
NO YES (Deliveries) Define Milestones NO
Facilitate Meetings NO YES YES
YES (process and people) YES (business) Risk Management PARTICIPATES
Organizational Change Agent NO NO NO
NO Accountable for Business Results RARELY (just costs) NO

Of course, there are many other ways we could compare these four roles.  What would you like me to add to this list?  Add a comment with a question or a suggestion and I will update the table appropriately!


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Real Agility – Self-Organizing Team Creation Event for Large-Scale Agile Enterprises

In 2005 I had the privilege to participate in the first occurrence of this fantastic technique for organizing large numbers of people into Agile teams.  It happened at Capital One in Richmond Virginia and my colleague of the time, Kara Silva, led this successful experiment.  The problem was that the “teams” that management had set up didn’t make much sense from an Agile perspective.  They were functional teams (e.g. a team of testers).  But to do Agile well, they needed cross-functional, multi-skilled teams that could work well together to deliver great results each iteration.  So Kara and a few other senior people got together all the staff in the department into a big room with a big whiteboard and facilitated a 3 hour meeting to sort out who would be on which team.  Everyone was involved – all the people who would be on the teams were in the room.  Those teams stayed together with the same membership long after that meeting.

This “team creation event” was a fantastic success for that particular department.  What made it a success?

  1. Everyone participating already had Agile training and experience.  They knew what they were getting into and why they were doing it.
  2. Everyone was encouraged to participate through the way the meeting was facilitated.  No one felt like their opinion was ignored.
  3. The meeting was long, but also time boxed.  It wasn’t an open-ended discussion that could go forever.
  4. It was in-person!!!  Everyone was physically present so that not just abstract facts, but also feelings were clearly visible to everyone else.
  5. It was honest: tough things were discussed including potential personality conflicts.  This open discussion required expert facilitation.
  6. Management was not involved in the decision-making during the meeting.
  7. The overall purpose of the exercise was clear: here’s the business we’re in, and here’s the people we have to work with – how can we organize ourselves to be most effective?
  8. A big diagram of the proposed teams and their membership was constantly being updated on a whiteboard: visual and concrete for everyone to see.
  9. Preparation: the meeting was scheduled far enough in advance that everyone could make it and management was informed about how important it was (don’t schedule over top of it!)

In the Real Agility Program, the team creation event is used to launch a Delivery Group.  The key people at the meeting include all the potential team members as well as the three Real Agility Coaches from the business, from technology, and from process/people.  Depending on the number of people involved, the team creation event can take anywhere from two hours up to a full day.  Longer is not recommended.  For larger Delivery Groups, we recommend that the team creation event be held off-site.

Facilitation of the team creation event is usually done by the process/people Real Agility Coach.  If you wanted to use this process with other enterprise Agile frameworks such as SAFe (Scaled Agile Framework) you would have the “equivalent” person such as SAFe’s Release Train Engineer as the facilitator.

The team creation event should only be done when the business is ready to get a Delivery Group started on actual product, project or program work.  If there is any significant delay between the team creation event and the launch of the Delivery Group on it’s work, then the teams can fracture and you may need to run the event again.  A few days should be the maximum delay.

One client we worked with ran the team creation event but had some significant problems afterward because they weren’t really ready.  In particular, they still had to make staffing changes (primarily letting go of some contractors, hiring some new full-time employees).  As a result, the teams created in the team creation event were not really properly stable.  This caused a great deal of disruption and even significant morale problems for some teams.  It is essential that the Leadership Team be committed to keeping the team membership stable for a significant period of time after the team creation event.  That includes any necessary means to encourage people who are thinking of leaving to reconsider.  It also includes a commitment from leadership to respect the self-organizing choices made during the team creation event unless there is an extremely urgent problem with the results.

So, to make it systematic, here are the steps required to run a team creation event:

PREPARATION

  1. Make sure that everyone who will participate has Agile training and has been on an Agile team for at least a few iterations/sprints/cycles.
  2. The Leadership Team needs to publish a notice (usually through email) explaining the upcoming team creation event and their unqualified support for the event.
  3. The people/process Real Agility Coach needs to schedule the time for the event, and if necessary, book the venue.
  4. In the weeks and days leading up to the event, some communication should be provided to all the participants about the overall business purpose of the Delivery Group.  Is it for a specific Program?  If so, what is the objective of the program from a business perspective?  It should not just be a one-time communication.  This should come from the business Real Agility Coach.
  5. The Leadership Team needs to decide which management stakeholders will attend the team creation event and make presentations.  These presentations should be about setting a vision for the Delivery Group, not about assigning people to teams.

TEAM CREATION EVENT AGENDA

  1. The team creation event starts with the people/process Real Agility Coach welcoming people and reiterating the purpose of the event.
  2. Management stakeholders make their presentations to ensure that participants have a clear vision.
  3. The business Real Agility Coach summarizes the vision presented by the management stakeholders.
  4. The people/process Real Agility Coach provides instructions about the constraints for a good Agile Delivery Team:
    • Cross-functional
    • Multi-skilled (see the Skills Matrix tool for ideas here).
    • Correct size (usually 7 +/- 2).
    • People who want to work with each other.
    • People who want to work on that particular team’s goal (if such is set).
    • Everyone must be on a team.
    • Every team must choose the people who will fill the Agile Delivery Team roles (e.g. ScrumMaster and Product owner for Scrum Delivery Teams).
  5. Everyone starts self-organizing!  Usually the three Real Agility Coaches circulate through the teams as they are working to organize themselves to offer gentle guidance, to answer questions, and to see if there are opportunities to optimize across teams.  These optimization opportunities should always be offered as suggestions rather than being directive.
  6. As the self-organization is happening, the people/process Real Agility Coach needs to clearly indicate the passage of time so that people are “finished” when the time has run out.
  7. Once the self-organizing is done, the Leadership Team (or a representative) thanks everyone for their work in creating the teams and agrees to let everyone know within a short period of time if there are any changes required (to be done before the teams start working).
  8. The people/process Real Agility Coach closes the meeting.  It is critical to record the final results of who is on which team.  It may be easiest to get the teams themselves to do this before leaving the meeting.

FOLLOW-UP

  1. The people/process Real Agility Coach makes sure that the Leadership Team receives a complete and accurate record of the results of the team creation event before the end of the day.
  2. The Leadership Team reviews the results and makes any (minor but critical) adjustments within a few days, at most, and publishes the final list to everyone.  Failure to do this in a timely manner can deeply demoralize the staff who will be in the Delivery Group.
  3. Any updates to org charts, management tools, time tracking tools, job descriptions, etc. that need to reflect the new team organization should also be made immediately and certainly before the Delivery Group starts working.
  4. A final thank you message from the Leadership team should be delivered immediately prior to the start of the Delivery Group doing its work.

Have you experienced an event like this? Did it work? What was different from what I described?


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Agile Layoffs – When Business is Bad, What Do You Do?

Agile methods and the culture behind them focus on teamwork, safe environments, motivation, technical excellence and lots of other things that are easy when business is good.  But when business is bad, and you simply can’t afford to keep everyone around, what do you do?

… UPDATE …

Interesting: this tiny post has generated a lot of traffic… but no responses.  Please feel free to offer suggestions or ideas or questions in the comments.


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Enterprise Agility – Pragmatic or Transformative – Presentation to PMI South Western Ontario Chapter

Last night I had the honour of giving a talk at the PMI-SWOC. It seemed well received and I really enjoyed the opportunity. The slides from the talk are attached to this post.

20141202 PMI SWO Chapter – The Agile Enterprise [PDF]

There were quite a few people in attendance who were new to Agile and I spent a bit of time talking about the Agile Framework before really getting into the slides of my talk.


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Product Backlog Refinement

The ultimate purpose of Product Backlog refinement is to ensure an ongoing conversation that increases transparency of the Product Backlog and therefore the Product itself – to orient everyone on the team to breaking out of their waterfall silos and focus on delivering business value, period.

On mature teams, a lot of the refinement work happens as ad hoc conversations while they are sitting around and thinking together about how to build something great because they are just motivated by that and it becomes part of their mode of operation.

The objective of the refinement work of any given Sprint (that often needs to be repeated over and over like a mantra with new, immature teams) is to ensure that the items at the top of the Backlog are transparent enough that the Development Team considers them ready to pull and get “Done” in the next Sprint.  This is where the concept of the Definition of “Ready” (DoR) comes from – the Scrum Team defines the DoR and spends up to 10% of its capacity refining enough items at the top of the Backlog so that it can provide estimates (if required) and have a reasonable degree of confidence that it can deliver the items in the next Sprint.

Refinement is NOT solutioning – I think this is the big trap that a lot of teams fall into because there is a false assumption that technical solutions need to be hashed out before estimates can be made (part of the carried-over lack of trust and communication between the business and IT) – I would almost rather throw out estimates in cases where this is not improving – The Planning Game exercise, when facilitated well, lends itself more to increasing transparency rather than solutioning.

The fact that teams are telling us that they need to solution before they can estimate is also an indication of weak Agile Engineering practices such as refactoring, test-driven development and continuous integration (XP).  The best refinement sessions are those in which the team is able to focus on the “what” – the business benefit results that the Product Owner really wants – rather than the “how” (solution).  Strong teams emerge in an environment in which they are trusted by the business and management to find the right solution as a team.  They don’t need to have it all figured out before giving an estimate because they are not afraid to give a bad estimate and fail.  Also, if the team is struggling to give estimates, this is often a sign that the Product Backlog Items are too big.  Most likely the team also needs to expand the Definition of “Done” to include testing against acceptance criteria within the Sprint so that they can estimate based on that criteria.

The “how” (solution) should be mapped out by the Development Team at a high level in the 2nd part of Sprint Planning (partly why the time box is bigger than they often think they need) and more detailed architecture, requirements and design work as part of the Sprint Backlog

But this level of maturity is very hard to do and it will take a while to get there, perhaps even years.

It also depends on your interpretation of “detail”, the word used in the Scrum Guide to describe what the team does in Product Backlog refinement. To me, it means understanding in more detail what the Product Owner really wants and needs. What does it mean to you?


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Announcement: PMI Chapter Talk – The Agile Enterprise

On Tuesday Dec. 2, Mishkin Berteig will be speaking about The Agile Enterprise and the five different approaches to implementing Agile at the enterprise level.  The talk will also include some details about two frameworks used at the enterprise level: SAFe (Scaled Agile Framework) and RAP (Real Agility Program).

This talk is hosted by the South Western Ontario chapter of the PMI.


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Tips to Start Agile in a Hostile Environment

Although Agile methods are very popular (particularly Scrum), there are still many organizations or departments which may not yet have official support for adopting Agile methods formally.  In some cases, management may even be hostile to the concepts and practices of Agile methods.  If you are interested in Agile, you don’t have to give up hope (or look to switch jobs).  Instead, here are some tips to start using Agile methods even in hostile environments.

Regular Retrospectives

Some Agilists claim that the retrospective is actually the key to being Agile.  In some ways, this is also the easiest practice to introduce into an organization.  Start with “easy” retrospectives like “Pluses and Deltas” or “Starfish“.  These are retrospectives that can be done in 15 minutes or half an hour.  Try to do them with your team weekly.  If you are are a team lead or a project manager, it will be easy to include this as part of an existing weekly status meeting.  If you are “just” a team member, you might have to get some modest amount of permission.

So why would it be good to do a retrospective?  Because it’s a high return-on-investment activity.  For a few minutes of investment, a team using retrospectives can become aware of dramatic opportunities for improvement in how they are functioning.   Here are a couple more articles about the importance of retrospectives:

What’s an Agile Retrospective and Why Would You Do It?

What is a Retrospective?

Practice-by-Practice

Although I strongly recommend starting with retrospectives, sometimes that’s not the best way to start.  Myself, my first formal Agile environment, I started with the Daily Scrum.  Another time less formal, I started with Test-Driven Development.  In both cases, starting with a single practice, done well, led to adding additional practices over a relatively short period of months.  This gradual adoption of practices led, in time, to attracting positive interest from managers and leaders.  This is the practice-by-practice approach.  Start with a simple Agile practice that you can do without asking anyone for permission.  Make sure it is a practice that makes sense for your particular environment – it must produce some benefit!  If you are technical contributor on a team, then practices such as refactoring or test-driven development can be a good place to start.  If you are more business-oriented, then maybe consider user stories or one of the Innovation Games.  If you are responsible for administrative aspects of the work, then consider a Kanban board or burndown charts.

It is important to get the chosen practice done consistently and done well, even when the team is struggling with some sort of crisis or another.  If the practice can’t be sustained through a project crisis, then you won’t be able to build on it to add additional Agile practices.

Stealth Project

Sometimes you get an unusual opportunity: a project that is funded but hidden from the bureaucracy.  This can happen for a variety of reasons, but often it is because some executive has a pet project and says (effectively): “make it so”.  This is an opportunity to do Agile.  Since there is little oversight from a process perspective, and since the overall project has a strong executive sponsor, there is often a great deal of freedom on the question of “how do we actually execute.”  There can be challenges as well: often the executive wants daily insight into progress, but that level of transparency is actually something that Agile methods can really support.  In this case, there is no need to ask anyone on what method to use, just pick one (e.g. Scrum or OpenAgile or XP or Kanban or Crystal or…) and go for it.  Don’t talk about it.

The “just do it” approach requires that you have some influence.  You don’t have to be an influencer, but you need connections and you need charisma and you need courage.  If you don’t have at least two of those three, you shouldn’t try this approach.  You have to do things and get away with things that normally would get people fired – not because they are illegal – but simply because they are so counter-cultural to how your organization normally works.  Here are a few comments on Stealth Methodology Adoption.

Co-Conspirators

There’s nothing like working with a band of rebels!  If you can find one or two other people to become co-conspirators in changing your organization, you can try many lines of action and see which ones work.  Getting together for lunch or after work frequently is the best way to develop a common vision and to make plans.  Of course, you need to actually execute some of your plans.  Having people to work with is really part of the other tips here: you can have co-conspirators to help you launch a practice-by-practice Agile transformation, for example.

But, like any rebellion, you really need to trust those you work with in these early stages.  Lacking that trust will slow everything you do possibly to the point of ineffectualness.  Trust means that you have, for some time, a formal vow of silence.  Not until you have critical mass through your mutual efforts can you reveal the plan behind your actions.

Read “Fearless Change”

I can’t recommend this one enough!  Read “Fearless Change” by Mary Lynn Manns and Linda Rising.  This is a “patterns” book.  It is a collection of techniques that can be applied to help make organizational changes, where each technique has its own unique context of use.  Lots of research and experience have gone into the creation of this book and it is a classic for anyone who wants to be an organizational change agent.  Patterns include basics such as “Do Lunch” to help build trust and agreement with your ideas for change or “Champion Skeptic” to leverage the value of having systematic, open criticism of your change idea.

Don’t Call it “Agile”

This isn’t really a “tip” in the sense of an action item.  Instead, this is a preventative measure… to prevent negative reactions to your proposals for change.  The words “Agile” or “Scrum”, while they have their supporters, also have detractors.  To avoid some of the prejudices that some people may hold, you can start by _not_ calling your effort by those names.  Use another name.  Or let your ideas go nameless.  This can be challenging, particularly if other people start to use the words “Agile” or “Scrum”.  By going nameless into the change effort, people will focus more on results and rational assessment of your ideas rather than on their emotional prejudices.

A minor variant of this is to “brand” your ideas in a way that makes them more palatable. One company that we worked with, let’s call them XYZ, called their custom Agile method “Agile @ XYZ”.  Just those extra four symbols “@ XYZ” made all the difference in changing the effort from one where managers and executives would resist the change to one where they would feel connected to the change.

Get Some Training

Okay, some blatant self-promotion here: consider our Certified Real Agility Coach training program.  It’s a 40-week program that takes about 12 hours/week of your time for coursework.  The next cohort of participants starts in June 2015 and we are taking deposits for participants.  This training is comprehensive, top-notch training for anyone wishing to become an organizational change agent focusing on Agility.


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Timeboxing, Lateness and Character

I just finished reading a great rant about being on time by Greg Savage.  It got me thinking a bit.  I’ve been involved with Scrum and other Agile methods since the mid-90′s and in that time, my perspective on time has changed considerably.

saving time clock

I used to be the guy who was always late.  And it was a completely selfish behaviour.  Meetings, outings, even weddings.  I just couldn’t believe how “uptight” people were about time.  But gradually, over a period of about 5 years as I became more and more aware of the underlying philosophy of Agile, my perspective, and more importantly my behaviour, changed: I started being on time.  For everything.  Even if it meant doubling my travel time buffer.  Even if it meant sleeping 3 hours instead of 8 hours.  Even if it meant missing a meal or a drink or a personal to-do item.

Time is the only resource that, once spent, we can never get back.

Scrum and most other Agile methods respect this implicitly in their time-boxed iterations and meetings.  But people on Agile teams often need time to adapt and change their behaviour.  In many ways, timeliness (starting and finishing meetings on time) is a critical component of the Scrum value of Respect.

Timeliness is also related to our understanding of planning.  The Horizon of Predictability is short in most work environments.  Maybe a week or two.  If you dis-respect the tkmeboxes of the Agile process, you are jeopardizing your ability to effectively use the horizon of predictability.  Even the Daily Scrum, normally time boxed to 15 minutes each day, can through abuse of time, cause long-term ramifications in product development planning.

But really, I like Greg Savage’s point better than all the practical stuff: being late is rude.  Period.


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Announcement: Certified Scaled Agile Framework Program Consultant (SPC) – Mishkin Berteig and Travis Birch

I’m happy and proud to announce that both myself and Travis Birch have passed our SAFe SPC test after our training in early October.  This means that Berteig Consulting will start offering a number of SAFe related training sessions both publicly (on World Mindware) and as in-house.  We are also experienced in large scale applications of Agile and SAFe is a great framework to have in our toolkit along with our Real Agility Program.  If you are considering using Agile at scale or if you are having trouble with making Agile at scale work effectively, I hope you will contact us.


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Rant about Commitment – One of the Scrum Values

The voting for re-introducing the five values of Scrum into the Scrum Guide is heating up with some great discussion (debate?).  One person, Charles Bradley is providing some interesting arguments about why “commitment” should not be included or even changed to a different word.  I have posted a response.  I strongly believe that the word “commitment” is the right word.  Here’s the first paragraph of my response:

Hi Charles, although I appreciate your concerns about the word commitment, there is still huge support for adding the five values back to the Scrum Guide, including using that “bad” word. I would like to present to you an argument for the use of the word commitment by telling a story.

 

A long time ago I had a really good friend….

 

Check out all the discussion on the five values of Scrum and please comment or vote (or both!)


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Spark the Change Toronto – Pre-Registration Started

This looks like a great conference – to be held on Thursday, April 23rd, 2015.  From the description:

An event for the whole organization, Spark brings together leaders from across the business to explore how they can work together to create lasting and total change. Talks and workshops offer inspiring examples and practical advice on taking action and overcoming obstacles. – See more at: http://2015.sparkthechange.ca/what-is-spark-2/#sthash.WI3bDFBA.dpuf

Sign up for pre-registration for Spark the Change Toronto


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Scrum “Inputs”

The Product Backlog is often described as the primary input to Scrum.  The Sprint starts with Sprint Planning and Sprint Planning starts with the Product Owner and the Product Backlog.  In principle, this makes perfect sense and hopefully it is enough for most teams and organizations to just start with the Product Backlog.  And if you don’t have a Product Backlog, then just start without one, get some stuff done that the team thinks is important, invite some people to the Sprint Review and most likely one of those people will end up becoming the Product Owner and gradually take on the responsbilities of that role.  I believe in just starting if you can.  I even wrote a blog post about this a while back and I stand by it.

I have served as a Scrum Master and coach for a number of teams and I have identified some patterns that I think are worth addressing.  Newly-formed teams tend to ask for (and need) a little more help than this in order to feel ready to start.  And I have learned from experience that it is usually more effective for the adoption of Scrum and team development for the team to feel ready enough to just start.

The Scrum Guide recognizes the following inputs to Sprint Planning:

  • Product Backlog
  • Latest product increment (not applicable to first Sprint)
  • Projected capacity of the Development Team during the Sprint
  • Past performance of the Development Team (not applicable to first Sprint)
  • Definition of “Done” (implicitly)

A newly-formed team often needs to address the following before the first Sprint:

  • Product Backlog
  • Projected capacity of the Development Team during the Sprint
  • Definition of “Done”

If these are not addressed before the first Sprint, then they will likely need to be addressed during Sprint Planning, which can place a lot pressure on a new team (especially in environments where it is difficult to build shared understanding of the work).

Product Backlog

Keep it simple.  It’s an ordered list of all the features, functions, enhancements and fixes that might be needed in the end product.  Get the Product Owner to blow these things out into a list.  It doesn’t need to be a complete list.  Just the most important things right now.  A good test is to give the Product Owner 5 minutes.  Whatever the Product Owner can think of in 5 minutes is important enough for the team to start working on.  There are all kinds of techniques that can be used to order the Product Backlog.  The simplest way is to just have the Product Owner eyeball it.  If people are uncomfortable with this, then introduce the other ways.  It doesn’t need to be perfect.  It will get better and become refined and adapted as you go.

Projected capacity of the Development Team during the Sprint

Multiply the number of working days in the Sprint (total days minus Sprint Planning, Sprint Review and Sprint Retrospective, rounding down) by the number of Development Team members by the average percentage team member dedication (hopefully 100%).  If you have weird things going on with team member allocation (not 100%) then you may find it helpful to refer to this blog post.  According to what the Scrum Guide says about Development Team size and Sprint duration, this number could theoretically be smaller (Sprint less than one week), but in most cases no less than 12 (3-member Development Team in a one-week Sprint) and no more than 207 (9-member Development Team in a one-month Sprint with 23 days – the maximum number of weekdays in a month).

Definition of “Done”

This is a list of all of the activities that will go into the intended Increment of the first Sprint in order for it to be done.  The team needs to know this before it can estimate the items in the Product Backlog as a team.  Estimation is not a requirement of Scrum, but is often very helpful in refining the Product Backlog, tracking velocity and making projections into the future based on historical actuals.

Planning with the Product Backlog, projected capacity and Definition of “Done”

In the first part of Sprint Planning, the team looks at the items at the top of the Product Backlog in order to determine what can be done in the Sprint and the Sprint Goal, keeping in mind that it will need to complete the items according to its Definition of “Done”.  Once the team has set a Sprint Goal, it can then create a set of tasks that represent how the work will get done.  All of the tasks should fulfill a specific attribute of the Definition of “Done” or be about the technical parts of the system that need to be built.  The team should try to create a set of tasks each of which are a one-person day effort or less.  Count the number of tasks.  If the number of tasks are close to the number of days of the team’s capacity, the team can be confident that it has a decent Sprint Backlog.  If not, then the the Sprint Backlog and likely the Sprint Goal will need to be adapted.


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Add the Scrum Values (back) into the Scrum Guide – Voting

Hi Everyone.  A Scrum Alliance colleague of mine mentioned that in a conversation with Jeff Sutherland (one of the authors of Scrum), Jeff suggested that the community could request and vote on a change to the Scrum Guide (the official description of Scrum) in order the add the values back to the guide.  The values are normally listed as focus, commitment, courage, openness and respect.  Please go and vote (and / or discuss) this on the Scrum Guides User Voice page.  Voting is super easy – you just need to sign in with Facebook.


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Foundations of Excellence

I was thinking about the concept of becoming excellent at something.  My son is a budding artist.  He and I had a conversation a few months ago about talent or aptitude.  I said to him that I felt that aptitude is only latent: you need to put effort into something in order to expose your talent.  He was concerned that he didn’t have any aptitude because he had to work so hard to become better at drawing.  I compared him to myself and my brother, Alexei: when we were growing up, we both put a lot of effort into drawing.  Quickly, I fell behind my brother in skill.  He clearly had aptitude.  But he also put in a lot of effort into exposing that talent.  I was reminded of all this because my son is struggling with math.  He has aptitude, but he hasn’t put much effort into it.  I was wondering why?

Then I realized that aside from aptitude and effort, two more things need to be in place to achieve excellence: willingness and confirmation.

Willingness is the internal drive, usually motivated by an unconscious set of factors, but sometimes also coming from a strong conscious decision.  Willingness can come from unusual combinations of circumstances.  I was extremely willing to learn mathematics in my youth.  This came from two experiences.  One, in grade 2, was when my teacher told me that I shouldn’t be learning multiplication (my dad had taught me while on a road trip).  I was upset that I shouldn’t be able to learn something.  Then, in grade 3, I had a puppet called Kazir (a gift from my babysitter who told stories about space adventures with Azir and Kazir the Baha’i astronauts).  I brought Kazir to school one day and while doing math problems, I pretended that Kazir was helping me.  Suddenly I found math easy.  These two events plus a few others contributed strongly to my desire, my willingness to learn math.

Confirmation is the set of environmental factors that helps keep us on a path of learning.  These environmental factors are sometimes mimicked in the corporate world with bonuses and gamification, but these are really distant shadows of what confirmation is really about. Confirmation is when the stars align, when everything seems to go right at just the right time, when the spirit inspires and moves you and the world to be, in some way, successful.  The trick about confirmation is that success is not usually about monetary success.  It’s usually about social, relational or even sacrificial success.  As an example, when I was in grade 7, I was chosen with a small group of people in my class to do accelerated math studies.  This was a great honour for me and was a confirmation of my interest in math.

In organizational change, and in particular in changing to an Agile enterprise, we need to be aware that excellence requires that these four factors be in place.  Aptitude is, to some degree, innate.  We can’t trick people to have aptitude.  If someone is just fundamentally bad at a certain thing, despite vigorous educational efforts, then that person likely doesn’t have the aptitude.  Effort is about both having time and resources, but also, then about willingness.  And willingness, in turn, can only be sustained with confirmation.  Too much discouragement will break a person’s willingness.  The Agile enterprise requires a great number of skills and abilities that are not normally part of a person’s work environment prior to attempting to adopt Agile.  Keeping these four things in mind can help people in an organization to reach excellence in Agility.


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