AGILE Project Management with Scrum -A book by Ken Schwaber
Prior to the Certified ScrumMaster seminar I attended in August 2008, I read the book by Ken Schwaber called Agile Project Management with Scrum based on a recommendation from Mishkin Berteig. After attending the seminar and becoming certified as a ScrumMaster I re-read the book. The second reading was much more valuable than the first for I had a much better understanding of Scrum. Here are my comments on this book.
What have I learned?
1. The adoption of Scrum methodology is more about changing roles and behaviours than it is about embracing a new process.
It was obvious to me and to Ken that one of the greatest challenges facing those individuals when moving from a their current environment to a scrum environment was that they would need to change their behaviours. In the former environment the team member would be directed and inspected based on what their project manager told them to do. The PM is the boss and the team members are somewhat powerless. In Scrum the team members take responsibility for their commitments and communicate their accomplishments on a daily basis. The hardest change occurs when the project manager is asked to become a ScrumMaster. The project Manager is familiar with assigning tasks and personally inspecting results. In the scrum environment they are the servants of the team, removing obstacles and facilitating the process. As Ken states in this book some project managers have great difficulty transitioning into the ScrumMaster role. They are unwilling to give up the power and position as a project master. It is hard to move from the leader of the pack to become the sheep dog herding the sheep!
2. Scrum is unforgiving for if you do not apply the fundamental principles it is likely your efforts to adopt Scrum will fail.
As I reviewed the numerous case studies Ken chronicled is was apparent that when organizations, Team members, Product Owners and ScrumMasters followed the terms, conditions and guidelines of the Scrum methodology, they tended to deliver on their commitments. When they misunderstood, misused or deleted some portion of the methodology they tended not to accomplish their objectives. The methodology is well thought out and works in many situations when used appropriately.
3. Scrum enhances individual and team expertise.
I agree and totally support Ken’s opinion about the value of Scrum. I have no doubt the individual team member is empowered and has a greater sense of achievement. Obviously based on his case studies, Ken builds a strong case that Scrum allows the team to deliver quicker. The process is more change adaptive, responsive to customer needs, timely and economical than traditional methods. Greater energy and capacity is released in the team and individual team members.
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