Skip to main content

Scrum Breakfast/Dec/Project Lighting Beacons

Once again, we are pleased to welcome to the Scrum Breakfast in Zurich speakers from abroad with real world experience introducing Scrum into large organizations.

Christoph "Krishan" Mathis and Simon Roberts will describe their approach to Enterprise Scrum based on their experiences introducing Scrum in traditional organizations in the UK and Germany. They will touch on the following topics during the talk:
  • How to use the original unmodified Scrum framework
  • How to augment Scrum by specific best practices for project chartering, agile engineering and embedding into the needs of corporate governance and control.
  • How the introduction of Scrum inevitably has an impact on an organization’s culture, leadership style, job definitions etc.
  • Scaling Scrum
  • Managing the transition to Scrum from a change management perspective
  • Pitfalls and key success factors for a successful transition
Using a metaphor of “Lighting Beacons” to describe their approach, they will tell the story of how they introduced Scrum to a major financial institution.

About Dr. Christoph Mathis

Based in Munich, Germany, Christoph is an experienced Scrum Coach, Mentor and Trainer with a strong background in software engineering, particularly with J2EE. Christoph has actively applied Scrum since 2003 and Extreme Programming since 2001.

Christoph is currently coaching as part of the Allianz Deutschland AG Scrum Center and consulting with Allianz on their Enterprise Scrum transition.

About Simon Roberts MBA

Based in Berlin, Germany, Simon is an experienced Scrum Coach, Mentor and Trainer with a strong background in software engineering. He has actively applied Scrum since 2002 and lightweight/agile methods since the late 1990s. His specializes in introducing and coaching Scrum in traditional Enterprises, particularly in the financial sector, in the UK and Germany.

Simon Roberts is currently coaching as part of the Allianz Deutschland AG Scrum Center and consulting with Allianz on their Enterprise Scrum transition.


Afterward, the members of SwissICT Lean Agile Scrum Group can meet to discuss upcoming activities...


The Scrum Breakfast is organized in cooperation with the SwissICT Lean Agile Scrum Working Group.

As usual, namics provides location, coffee and croissants. swiss IT bridge will sponsor the webinar. Active and interesting discussions are a given!

Doors open at 8.00, Presentation starts at 8.35 (so you can catch a train which arrives at or before 8.30 and make the start of the presentation.

Register for the event (on-site)
Register for the Webinar (via Internet)


Popular posts from this blog

Scaling Scrum: SAFe, DAD, or LeSS?

Participants in last week's Scrum MasterClass wanted to evaluate approaches to scaling Scrum and Agile for their large enterprise. So I set out to review the available frameworks. Which one is best for your situation?

Recently a number of approaches have started gaining attention, including the Scaled Agile Framework ("SAFe") by Dean Leffingwell, Disciplined Agile Development (DAD), by Scott Ambler, and Large Scale Scrum (LeSS), by Craig Larman and Bas Vodde. (Follow the links for white papers or overviews of each approach).

How to compare these approaches? My starting point is Scrum in the team. Scrum has proven very effective at helping teams perform, even though it does not directly address the issues surrounding larger organizations and teams. An approach to scaling Scrum should not be inconsistent with Scrum itself.

Scrum implements a small number of principles and constraints: Inspect and Adapt. An interdisciplinary Team solves the problem. Deliver something of va…

Sample Definition of Done

Why does Scrum have a Definition of Done? Simple, everyone involved in the project needs to know and understand what Done means. Furthermore, Done should be really done, as in, 'there is nothing stopping us from earning value with this function, except maybe the go-ahead from the Product Owner. Consider the alternative:
Project Manager: Is this function done?
Developer: Yes
Project Manager: So we can ship it?
Developer: Well, No. It needs to be tested, and I need to write some documentation, but the code works, really. I tested it... (pause) ...on my machine. What's wrong with this exchange? To the developer and to the project manager, "done" means something rather different. To the developer in this case, done means: "I don't have to work on this piece of code any more (unless the tester tells me something is wrong)." The project leader is looking for a statement that the code is ready to ship.

At its most basic level, a definition of Done creates a sh…

10 Warning Signs, that your team is not self-organizing

How do you know that self-organization is working? The Bern Chapter of Scrum Breakfast Club looked into this questions, and identified the following warning signs (which I have taken the liberty of translating).

The team reports to the Scrum Master at the Daily ScrumPeople wait for instructions from the Scrum MasterTeam members don't hold each other responsible [for their commitments]The same impediment comes up twice"That's the way it is" => resignation"I" instead of "We"Flip charts are lonelyCulture of conflict-avoidanceDecisions processes are unclear, nor are they discussedPersonal goals are more important than team goals
To this list I would add my a couple of my favorites:
you don't see a triangle on the task board (not working according prioritization of stories)after the daily Scrum, people return directly to their desks (no collaboration)there are a least as many stories in progress as team members (no pairing)
P.S. You can join the …