Tag Archives: Process

Formula for Building a Successful Scrum Experience

Learn more about transforming people, process and culture with the Real Agility Program

Under the right conditions Scrum can be a tremendous success story, but it often requires hard work to get there.  For new Scrum teams it means learning to fundamentally work very differently than they are used to, such as relying on a lot more collaboration, making and delivering on shared commitments and building a high degree of trust.  For existing Scrum teams it means constantly renewing the team commitment to each other, the cause, and to the Scrum framework.  This includes the rather painful practice of revisiting the fundamentals and ensuring any deviations from accepted processes or practices were for the right reasons and had the right results.

To have a chance at achieving high performance a new-to-Scrum team will not only need to just change their processes, but fundamentally change the culture and behaviour of the team and all of the supporting roles (that includes their leadership).  Meanwhile, a mature or well-established team should never assume they are high performance; they should always be checking (and rechecking) that they are still living the Agile values.

Needless to say this can become an extremely complex challenge!  To be absolutely clear, I’m not proposing there is a single formula or recipe that works, but I do believe certain criteria can dramatically improve your Scrum team’s chances of success.  To that end here are 10 tips (plus a bonus) that may help you focus your efforts towards building a successful Scrum team and experience.

 

1. Right Number of Team Members

Currently the Scrum Guide recommends that Scrum teams will work best with three to nine people (not including the Scrum Master and Product Owner).  Too few people on the team and you risk not having enough technical expertise and coverage of critical skills.  Too many people on the team and you may become challenged to truly collaborate effectively.  Remember, this is just a guideline and you may be successful with different numbers, you just need to be aware of the impacts and make sure the gaps are covered.

2. Appropriate Balance of Skills

Scrum teams really should be balanced and cross-functional.  Having all of the necessary skills on the team for delivering a complete solution (not roles, but skills) will encourage and support end-to-end thinking all the way from design to implementation.  This approach will result in a better solution and a superior customer experience, but it relies on whole team collaboration.  Note this does not mean individual team members need to be fully cross-functional, but what is important is that all the critical skills are represented on the team and each team member contributes their domain expertise towards the collective strength.

3. Propensity for Engineering Technical Ability

For increased chances of success, a Scrum team should leverage technology and engineering practices whenever possible.  Techniques, skills and tools that facilitate Agile approaches such as Continuous Integration, Automated Testing and Test Driven Development all make technical excellence, continuous improvement and truly being “Done” every Sprint a possible reality for a Scrum team.

4. High Team Member Allocation

Scrum team members should be allocated to as few different initiatives as realistically possible.  The more projects you are allocated to, the more task switching you may have to perform, the longer it will take to complete any one item, the thinner you will be spread and the less effective you will be.  In other words, people (and teams) should limit their work in progress as much as possible and focus on completing those things that truly matter most.  This is true for any framework, but it is particularly emphasized with Agile ones.  Note there is a slight but fundamental difference between being allocated to a team and being dedicated to a team – that is a topic for a future article.

5. Empowered and Knowledgeable Product Owner

Your Product Owner needs to be informed, available, business-savvy, knowledgeable, collaborative, and empowered to make decisions about what to build and what order to do it in.  They also need to be a strong negotiator and very capable at conducting business driven trade-offs.  In the end, a Product Owner needs to effectively communicate, convey and deliver on a clear vision to the Team and Stakeholders to ensure a useful solution is created.  Without empowerment, knowledge, and vision in a Product Owner the team will struggle.

6. Equitable Scrum Master

Having a good process is only part of the equation.  A good Scrum Master will champion and enforce that process, protect the team, encourage collaboration, highlight (escalate when necessary) and encourage the removal of obstacles, facilitate discussions, provide fair and constructive feedback, cultivate a culture of continuous improvement and learning, and work to help the team live the Agile values.

Remember that the Scrum Master has authority over the process but not over the team.  As the process champion the Scrum Master may sometimes even find themselves in a conflict between maintaining the Scrum rules and guiding the team as they discover the need to adapt practices to better align with their own needs and ways of working.  In that regard a Scrum Master should understand and embrace the servant leader role.  In the end, a Scrum Master needs to be the person that helps the team make decisions, but not the person that makes decisions for them.

7. Strong Executive Support

Leadership is the key to driving change and progress.  Executives and managers of Scrum teams need to nurture the environment, let go of the “how”, allow the team to learn from mistakes, and encourage and coach the growth of the collective team knowledge and overall experience.

Understanding the dramatic impact leadership has on a transitioning team is also very critical, as a single word or direction from the executive level can single-handedly affect (either positively or negatively) the team’s future behaviours and resulting successes or failures.  And without a true environment of trust built by the leadership, team members will often shy away from taking a risk to try something new or unknown.

8. Solid Partnership Commitment

There must be a consistent commitment and engagement from all parties in the organization towards adopting the Scrum framework, Agile methods, and thinking.  The initiative must be an open, collaborative experience and there must be complete understanding  and alignment by all parties in assuming the risks and rewards as well as sharing in the effort.  This includes not only business partners and their IT counterparts, but their leadership as well as all of the people and teams supporting an Agile initiative.

9. Reduced Team Dispersion

Co-located teams are more effective communicators and can sometimes experience increased productivity by up to 60% if situated together in the same room.  More simply stated, the greater the dispersion factor, the greater the challenge of collaboration.  Note that time zones are often considered the largest dispersion factor and can have a greater impact than geography.

Although it is strongly recommended that teams be co-located, it is not mandatory to success.  In fact, certain Agile practices have factors, tools and techniques inherent to them to help bridge some of the shortcomings of increased dispersion, such as a higher reliance on frequent collaboration and communication.  But to be clear, they do not replace the value of face-to-face conversation, they are merely a crutch to not having it.

10. Consistent Education and Coaching

To ensure consistency and a shared understanding, whole teams (including the business, IT, and their leadership of executives and managers) should receive a common skills development and education experience in proper Agile Thinking, the Scrum Framework, aligned practices and mindset training.  Coaching should then reinforce this new knowledge and encourage appropriate behaviours to turn these new practices into habits.  Indeed, learning should be a continuous cycle and endless journey towards excellence, and Scrum leverages this through frequent retrospection and continuous improvement.

11. The Right Attitude!

Mutual respect and caring are the cornerstone to the team’s success and it needs to be integral to their culture and beliefs.  Not just saying but living the belief there are no heroes or scapegoats.  Everyone, including the business, executives, team members and leadership must collaborate and share in celebrating the successes as well as accepting responsibility for setbacks and failures.

Everyone must have the right attitude and commit to not only DOING as needed by attending the ceremonies or following the process and practices but truly wanting to BE part of the solution by willingly changing the way they think, work and collaborate.

 

At the end of the day your goal should not be to become Agile or Scrum savvy.  Instead your real goals and outcomes should align with achieving the key benefits of Agility, and with what Scrum offers.  These should include (but are not limited to) increased customer satisfaction, faster delivery of value, improved feedback loops, adopting a continuous improvement mindset, improved employee morale and increased employee retention.  Scrum is just one of the many tools or approaches you may choose to get there, but it is certainly an important one to consider if these outcomes align with your goals.

For Scrum to be truly successful at your organization, you must dramatically transform your very culture and business approach.  To be clear, this is not easy to do but the rewards are well worth the effort.  By embracing such a transformation, the adopted change in behaviour, beliefs and practices should result in a more successful Scrum experience and a higher degree of satisfaction for both your customers and employees.

Can you think of other success factors that might help your Scrum team succeed?  There are lots, so feel free to reach out and share them below.

 

Thanks to Photographer: Chris Potter for this awesome photo.

Sourced from stockmonkeys.com | Flickr Portfolio


Please share!
Facebooktwittergoogle_plusredditpinterestlinkedinmailFacebooktwittergoogle_plusredditpinterestlinkedinmail

Example of Visualizing Process Cycle Efficiency with LEGO

Learn more about transforming people, process and culture with the Real Agility Program

In-depth article here: Using Lego[sic] to capture raw data for Cycle Time and Process Cycle Efficiency.

From the article:

The typical way to collect baseline numbers for these metrics is to conduct a value stream mapping workshop that involves most or all team members for one day or longer. The client is worried about losing too much time in the workshops when the teams could be doing value-add work. Therefore, we needed a less intrusive way to collect baseline measurements. There is also the question of how accurate the PCE data will be when it is obtained through a workshop rather than by direct observation of team activity.

I came up with the idea of using Lego bricks to collect the raw data for Cycle Time and PCE. There is some impact on team member time, but hopefully it is not too intrusive. My observation is that people enjoy manipulating Lego bricks, and they don’t mind sticking the bricks on a plate to represent their work.


Please share!
Facebooktwittergoogle_plusredditpinterestlinkedinmailFacebooktwittergoogle_plusredditpinterestlinkedinmail

Kanban in One Minute – Visualize the Workflow

Learn more about transforming people, process and culture with the Real Agility Program

Great new video about Kanban by Michael Badali.  This is the third video in a regular series:

https://youtu.be/lhRMal5zu00


Please share!
Facebooktwittergoogle_plusredditpinterestlinkedinmailFacebooktwittergoogle_plusredditpinterestlinkedinmail

New Video: Kanban in One Minute – Do It Right

Learn more about transforming people, process and culture with the Real Agility Program

Another short video for your viewing pleasure!  Kanban in One Minute – Do It Right by Michael Badali.

https://www.youtube.com/watch?v=iDYJWKsdhcs


Please share!
Facebooktwittergoogle_plusredditpinterestlinkedinmailFacebooktwittergoogle_plusredditpinterestlinkedinmail

New Video Series: Kanban in One Minute by Michael Badali

Learn more about transforming people, process and culture with the Real Agility Program

Check out our first video “Kanban Basics”.

http://youtu.be/Kzaadklsu_A

Michael Badali is a Kanban expert with years of experience in Kanban and other Agile methods including nearly 2 years working as an internal coach at HP in China and the UK.


Please share!
Facebooktwittergoogle_plusredditpinterestlinkedinmailFacebooktwittergoogle_plusredditpinterestlinkedinmail

Link: Healthcare.gov website could have shipped in 1/2 the time and saved billions

Learn more about transforming people, process and culture with the Real Agility Program

A colleague of mine, Robin Dymond, posted this great video about Scrum and healthcare.gov on Youtube.  It is a fantastic summary of Scrum and is well worth the 20 minutes to watch.


Please share!
Facebooktwittergoogle_plusredditpinterestlinkedinmailFacebooktwittergoogle_plusredditpinterestlinkedinmail

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

Learn more about transforming people, process and culture with the Real Agility Program

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.


Please share!
Facebooktwittergoogle_plusredditpinterestlinkedinmailFacebooktwittergoogle_plusredditpinterestlinkedinmail

Scrum “Inputs”

Learn more about transforming people, process and culture with the Real Agility Program

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.


Please share!
Facebooktwittergoogle_plusredditpinterestlinkedinmailFacebooktwittergoogle_plusredditpinterestlinkedinmail

The ScrumMaster is Responsible for What Artifacts?

Learn more about transforming people, process and culture with the Real Agility Program

Organizations like to have clear role definitions, clear processes outlined and clear documentation templates.  It’s just in the nature of bureaucracy to want to know every detail, to capture every dotted “i” and crossed “t”, and to use all that information to control, monitor, predict and protect.  ScrumMasters should be anti-bureaucracy.  Not anti-process, not anti-documentation, but constantly on the lookout for process and documentation creep.

To help aspiring ScrumMasters, particularly those who come from a formal Project Management background, I have here a short list of exactly which artifacts the ScrumMaster is responsible for.

REQUIRED:
– None – the ScrumMaster is a facilitator and change agent and is not directly responsible for any of the Scrum artifacts (e.g. Product Backlog) or traditional artifacts (e.g. Gantt Chart).

OPTIONAL/COMMON:
Obstacles or impediments “backlog” – a list of all the problems, obstacles, impediments and challenges that the Scrum Team is facing.  These obstacles can be identified by Team Members at any time, but particularly during the Daily Scrum or the Retrospective.
Definition of “Done” gap report, every Sprint – a comparison of how “done” the Team’s work is during Sprint Review vs. the corporate standards required to actually ship an increment of the Team’s work (e.g. unit testing done every Sprint, but not system testing).
– Sharable retrospective outcomes report, every Sprint – an optional report from the Scrum Team to outside stakeholders including other Scrum Teams.  Current best practice is that the retrospective is a private meeting for the members of the Scrum Team and that in order to create a safe environment, the Scrum Team only shares items from the retrospective if they are unanimously agreed.  Outsiders are not welcome to the retrospective.
– Sprint burndown chart every Sprint – a chart that tracks the amount of work remaining at the end of every day of the Sprint, usually measured in number of tasks.  This chart simply helps a team to see if their progress so far during a Sprint is reasonable for them to complete their work.
– State of Scrum report, every Sprint – possibly using a checklist or tool such as the “Scrum Team Assessment” (shameless plug alert!).

NOT RECOMMENDED (BUT SOMETIMES NEEDED):
– minutes of Scrum meetings
– process compliance audit reports
– project administrative documents (e.g. status reports, time sheets)

NEVER RECOMMENDED:
– project charter (often recommended for the Product Owner, however)
– project plans (this is done by the Product Owner and the Scrum Team with the Product Backlog)
– any sort of up-front technical or design documents

The ScrumMaster is not a project manager, not a technical lead, not a functional manager, and not even a team coach.  There are aspects of all of those roles in the ScrumMaster role, but it is best to think of the role as completely new and focused on two things:
– improving how the team uses Scrum
– helping the team to remove obstacles and impediments to getting their work done.


Please share!
Facebooktwittergoogle_plusredditpinterestlinkedinmailFacebooktwittergoogle_plusredditpinterestlinkedinmail

Ranking: the Best and Worst Roles to Transition to ScrumMasters

Learn more about transforming people, process and culture with the Real Agility Program

So you’re trying to do Scrum well because you heard it gave you great results.  You know that the ScrumMaster role is critical.  How do you find the right people to fill that role?  Here is a list of several roles that people commonly leave to become ScrumMasters, and a few not-so-common roles as well, all ranked by how well those people typically do once they become ScrumMasters.  From Worst to Best:

  • Worst: PMI-trained Project Managers (PMPs).  Too focused on control and cost and schedule.  Not easily able to give teams the space to self-organize.  Not able to detach themselves from results and focus on the process, values and teamwork needed to make Scrum successful.
  • Bad, but not awful: Functional Managers.  The power dynamic can be a serious hindrance to allowing teams to self-organize.  But, good functional managers already are good at building teams, and empowering individuals to solve problems.
  • Bad, but not awful: Technical Leads.  Here, the biggest problem is the desire to solve all the team’s technical problems instead of letting them do it.  Now, instead of detachment from results (project managers), it’s detachment from solutions.
  • So-so: Quality Assurance people.  Good at rooting out root-cause for problems… just need to shift from technical mindset or business mindset to cultural and process mindset.  Another problem is that QA is not nearly as respected as it should be and QA people typically don’t have a lot of organizational influence.
  • So-so: Junior techies: Enthusiasm can make up for a lot of gaps and naiveté can help solve problems in creative ways, but there will be a huge uphill battle in terms of respect and influence in an organization.
  • Good: non-PMI-trained Project Managers: rely on teamwork and influence rather than tools, processes and control (of course there are exceptions).
  • Awesome: Executive Assistants.  Respected and respectful, use influence for everything, know everyone, know all the processes, know all the ways to “just get it done”. Of course, they don’t usually know much about technology, but that often turns out to be good: they don’t make assumptions, and are humble about helping the technical team!

The ScrumMaster creates high performance teams using the Scrum process and values.  The ScrumMaster is not accountable for business results, nor project success, nor technical solutions, nor even audit process compliance.  The ScrumMaster is responsible for removing obstacles to a team’s performance of their work.  The ScrumMaster is an organizational change agent.

Other things you might want to consider when looking for a ScrumMaster:

  • Does the person have experience managing volunteer groups?
  • Does the person have good people skills in general?
  • Does the person want to create high-performance teams?
  • Can the person learn anything – business, process, technical, people, etc.?

Bottom line: try and avoid having PMI-trained project managers become ScrumMasters.  Even with good training, even with time to adjust, I often find that Scrum teams with PMI-trained project managers are always struggling and almost never become true teams.


Please share!
Facebooktwittergoogle_plusredditpinterestlinkedinmailFacebooktwittergoogle_plusredditpinterestlinkedinmail

Goal setting vs. process

Learn more about transforming people, process and culture with the Real Agility Program

Great article about goals and how they might not actually be as important as we have all believed for so long.  Does this also apply to Agile teams?  The article is focused on individual goals and processes rather than team or organizational goals.  I’d love to hear if anyone has experience with this!


Please share!
Facebooktwittergoogle_plusredditpinterestlinkedinmailFacebooktwittergoogle_plusredditpinterestlinkedinmail

The Rules of Scrum: Your ScrumMaster has final authority within the team on the correct way to use the Scrum Process

Learn more about transforming people, process and culture with the Real Agility Program

The ScrumMaster is responsible for ensuring the correct use of the Scrum process. Because the ScrumMaster is usually the most well read on Scrum, always trying to improve the team’s understanding of Scrum, facilitating the Scrum meetings, and developing new ways to develop relationships and structures that allow Scrum to thrive, he is the most able to guide the team in its use of Scrum. This authority holds within the Scrum Team where the ScrumMaster is a member and overrides any external authority as applied to that team. However, this does not mean that the ScrumMaster becomes a guru that withholds learning and understanding and guards it as if it is a treasured jewel. Instead, it is also the responsibility of the ScrumMaster to enable understanding, learning, and action so that the team advances together. Having this authority allows the ScrumMaster to stop any argument about the Scrum process, and ensure that the team is focused on action. If the ScrumMaster does not have final authority on the correct way to use the Scrum process, it is very likely that the Scrum Team will flounder, argue, and limit the progress of the team by not continually improving how they use and interact with the elements of Scrum.

To learn more about the correct way to use the Scrum process, visit the Scrum Team Assessment.


Please share!
Facebooktwittergoogle_plusredditpinterestlinkedinmailFacebooktwittergoogle_plusredditpinterestlinkedinmail

The Rules of Scrum: I am willing to learn any skill needed to help my team

Learn more about transforming people, process and culture with the Real Agility Program

Scrum Team Members, excluding the ScrumMaster and Product Owner, must be completely open-minded to learning new skills.  Skills can be technical, business, personal, tools-based, etc.  A Team Member is sensitive to the needs of the Scrum Team and will learn skills by multiple means as the needs of the team evolve.  A Scrum Team where people are not willing to learn new skills will suffer from bottlenecks, time pressure, quality problems, and often will become generally demoralized as the willingness of some people on the team turns into apathy and cynicism when others refuse to learn.  In a team where everyone is willing to learn new skills, there will be a consistent raising of capacity and the team will be able to do more and more work more effectively.  This attitude is a key requirement for the formation of high performance teams.


Please share!
Facebooktwittergoogle_plusredditpinterestlinkedinmailFacebooktwittergoogle_plusredditpinterestlinkedinmail

OpenAgile is not (just) Empirical

Learn more about transforming people, process and culture with the Real Agility Program

A few weeks ago, David Parker and I had a conversation about some of the differences between Scrum and OpenAgile.  We hit upon one really interesting thing: Scrum strongly emphasizes that it is a purely empirical approach to doing work… and OpenAgile does not make that claim.  In fact, OpenAgile, while it includes empiricism, is definitely not an empirical process framework.

Ken Schwaber has long been adamant about empiricism with his phrase “Inspect and Adapt” which is the core of Scrum.  All the artifacts, meetings and roles of Scrum are meant to be supportive of the inspect and adapt approach in a product development environment.  A Scrum self-organizing team inspects and adapts on the product it is building.  It inspects and adapts on the obstacles that arise as it does its work.  It inspects and adapts on all the organizational processes, technical tools, team dynamics,… everything!  This is Good.

But Scrum, in its pure empiricism, also lacks something.

OpenAgile has components of Scrum’s empiricism.  Certainly, OpenAgile owes a great deal to Scrum.  The concept of “Systematic Learning”, one of the foundations of OpenAgile, is similar to Scrum’s empirical framework.  The process structure of OpenAgile is also similar to that of Scrum with short cycles of work delivering value on a regular basis.  The main difference comes from a simple concept: Guidance.

In OpenAgile, guidance is a critical component of systematic learning.  Guidance allows someone outside the team to intervene.  This might be a manager, a stakeholder, a family member… anyone who sees things from an “outside” perspective.  It might also be someone within the team pulling in guidance: asking for advice, doing a web search, reading a book, or even meditating in the hope of inspiration.

In Scrum, there are some very strong boundaries around outsiders providing guidance.  No changes mid-sprint.  All requests for work go through the Team’s Product Owner.  The ScrumMaster “protects” the team from outside interruptions.  “Chickens” cannot participate in the Daily Scrum.  The team self-organizes with individuals volunteering for specific tasks.  Team members discard all organizational titles when working within a Scrum team.  All of these boundaries support a pure empirical approach to working.  They also provide a form of safety for the team.  This safety is deemed necessary with the implication that stuff from outside the team is dangerous.

In OpenAgile, guidance comes to the team through the conduit of love.  Yes… love.

The team develops a love for its work.  This love then opens the team members to guidance.  Think of the opposite: if I hate my work, I’m not likely to be interested in taking any advice about how to do it better.  If I love my work, I will always be seeking ways to improve it.

Of course, love is not binary.  It’s not on or off.  In that continuum, the more an OpenAgile team loves its work, the more receptive it will be to guidance.  The more receptive to guidance, the more sources of guidance will be “safe”.  And the less reliance on pure empiricism will be necessary.

Let’s be frank: pure empiricism, in its most extreme form, means that Scrum teams would re-invent things that may have already been invented many times before.  In the Scrum community, the most obvious example of this is the Agile engineering practices that come from Extreme Programming.  Scrum teams seem remarkably resistant to adopting these practices at the outset… despite the fact that eventually most Scrum teams working in software succeed or fail based on their eventual adoption of these practices.  Scrum teams are often left without the guidance that XP practices can help them.  Instead Scrum teams seem expected to re-discover XP practices on their own.

For what it’s worth, I don’t think that Scrum is fatally flawed.  In fact, I think that in some environments, where teams truly are unsafe, where people tend to hate their work, where dysfunctional bureaucracy is deeply embedded in the organizations culture… in these environments Scrum is actually the right place to start.  Scrum is great for product development in high-crisis situations: save your product with Scrum!

OpenAgile, by accepting guidance into its framework, allows teams to progress rapidly when they can leverage other people’s learning.  Scrum does not dis-allow this, but it sets up an environment where the team culture tends towards the “Not Invented Here” syndrome.  OpenAgile puts teams on the other path: the path of allowing for greater and greater learning from others.


Please share!
Facebooktwittergoogle_plusredditpinterestlinkedinmailFacebooktwittergoogle_plusredditpinterestlinkedinmail

Case Study: Agile Process and a Twist on “20 Percent Time” for a Self-Organizing Volunteer Team

Learn more about transforming people, process and culture with the Real Agility Program

Cross-posted from the personal blog of David D. Parker: A Changemaker in the Making

I am engaged in a learning process with a charity that has undertaken to implement a new model of volunteer coordination based on OpenAgile, an open source agile method.  We recently held an orientation with our new volunteers.  In the hopes that this information will be useful to others who are trying to innovate on their  model of volunteer coordination, here are the instructions I shared with the volunteers.  In summary, they cover our process for sharing tasks, the tools we use to communicate with each other, and our use of what we are calling “60/40 time” a twist on Google’s “20 percent time“.

ORIENTATION INSTRUCTIONS:

I. Agile Volunteer Team Process

We are all here to support the charity. We are inspired by its mission and goals, and we want to help in a way that draws on all of our abilities, knowledge, skills, and creativity.
Our team uses a specific system for producing valuable results. We work in Cycles of 5 weeks. The charity’s staff talk with the stakeholders and decide what steps are necessary for accomplishing the organization’s goals. Each one of these steps, called Value Drivers, add up to providing value for the stakeholders once they’re delivered. The staff also decide the priority order for completing the Value Drivers.
In week 1 of the Cycle, there is a planning meeting with all the volunteers who are committed to doing work during the 5 week Cycle. All volunteers are urged to attend and participate.
  1. The meeting begins with reflecting on the results of the previous Cycle. These observations and lessons are an important part of the planning process.
  2. Next, the team of volunteers works together to create a Cycle Plan by taking the highest priority Value Driver and breaking it down into tasks. Tasks are represented by sticky notes on the wall.
  3. Third, the volunteer team counts the number of tasks needed to complete the highest priority Value Driver. If the past Cycle showed that the team can complete more tasks, then the team takes the next Value Driver in the list and breaks it down into tasks. This process continues until the team makes a unified decision that it has taken on the amount of work it can actually accomplish.
  4. The last part of the meeting is commitment. Everyone shares the responsibility for completing the Value Driver (represented by multiple tasks) by the end of the Cycle of work. Therefore each volunteer must truthfully commit to completing the work. If a volunteer is not comfortable committing to all the work on the task wall, then some tasks must be removed until everyone is able to commit.
In week 2, 3, 4, and 5 of the Cycle, the team of volunteers complete the tasks in the Cycle Plan (aka “doing work”).
  1. Volunteers are free to take whatever task is of interest to them. If they need more information about the task, they ask the other volunteers or the staff for details.
  2. When a volunteer begins a task, they sign their name on the bottom of the sticky and move the task into the “in progress” column.
  3. When a volunteer completes a task, they move the task into the “done” column.
  4. There are weekly conference calls where all the volunteers check in. They answer 4 simple questions
    1. What did I do last week?
    2. What will I do this week?
    3. What did I learn/observe?
    4. What obstacles, if any, are affecting my ability to do work?
  5. New tasks can be added to the wall based on any of the volunteers’ observations, obstacles, clarifications, questions, urgent new tasks, etc. If you add a new task to the wall, add your name to the bottom of the task, so that other volunteers can know who to go to for questions. Note that these new tasks must also be completed by the end of the 5 week Cycle.
At the end of the 5 week Cycle, the team presents the valuable results it has produced to the charity staff/stakeholders. Any insights, observations, corrections, etc. are factored into the next Cycle Plan.

II. Communication Tools

Over the time we have worked together, the volunteer team has decided to use a few tools to help us communicate. The main tool is the task wall and sticky notes. The secondary tool is a shared Gmail account.
NOTE: This list of instructions is a working, evolving document; it is not set in stone. Volunteers are encouraged to work together and adapt the way we do things to create a system that works well for all of us.
ACCOUNT INSTRUCTIONS:
  1. Login and read new messages
  2. Emails in the Inbox means there is work to be done (if the task is complete, archive the email to remove from the Inbox aka the To Do List)
  3. Apply Labels – Gmail doesn’t use folders; it uses labels instead. Apply labels to emails to assist other volunteers with how to treat the content of that message.
  4. Write up volunteer tasks for the task wall (Note: Label as “Task Written & Posted”)
  5. Get work done:
  6. Move the task on the wall to in progress
  7. If the task came from an email, label the task with your name
  8. When the task is complete, label as “Task Complete” and archive the email so it doesn’t appear in the Inbox
CURRENT LABELS:
  • ??? – this means more information or context is required to understand the request –> ASK QUESTIONS, or get help, to complete the task
  • By Volunteer Name –> This means the task/email is in progress; A volunteer labels the email with their name when they accept responsibility for a particular task
  • FYI (For Your Information) – these are emails that contain information that is relevant to volunteers, but does not necessarily require action be taken. If action is required, write up a task and post it on the wall)
  • Task Complete – Use this to label When a task is complete; archive the email so it doesn’t appear in the Inbox
  • Task Written & Posted – apply this label after you write up the task and post it on the wall
  • Social Media – these are emails that apply specifically to social media like Twitter, Facebook, etc.
  • Website – these emails are relevant to website updates

III. What is 60/40 Time?

There are many reasons why people volunteer.  Here is a short list that comes from Molly Schar’s article Making the Most of Nonprofit Volunteers:
  • Belief in the mission of the charity
  • Desire to “give back”
  • Meet new people
  • Make new business contacts
  • Invited or inspired by another volunteer or staff member
  • Improve resume
  • Learn new skills
  • Benefits such as free events
We want all of our volunteers to get the most out of their experience here. Rather than insisting that every moment of a volunteer’s time be spent on completing tasks on the wall, we ask you to split your time 60/40. We want to give our volunteers freedom to spend a large portion of time doing things that satisfy their motivations while still providing value to the organization. For example, if someone has an interest in building skills in using social media, but there aren’t currently any tasks on the wall related to social media, the volunteer would be encouraged to use 40% of their time using social media to benefit the charity. The remaining 60% of the time is essential for delivering other important results to the organization. We aspire to having a trusting environment, so it is up to you to monitor how you’re spending your time. During progress updates, all volunteers are encouraged to share what they’ve accomplished during their 40% time. This will help other volunteers to learn what motivates their teammates and will give the team information that can be integrated into future Cycle Plans.

Please share!
Facebooktwittergoogle_plusredditpinterestlinkedinmailFacebooktwittergoogle_plusredditpinterestlinkedinmail