The answer wasn't strictly speaking Scrum. Daily business problems require shorter reaction times than multi-week sprints would allow. But he did bring home many tools which he could apply to the problem. Today he gaves us a look into what he and his team did:
- Big Visible Task Board(s) galore - for project backlog and the individual projects
- Weekly iterations for projects
- Demos instead of reports
- Introducing the Product Owner concept into the daily work. Someone who is interested in and will drive results.
Personally, I think this could be the start of a "Scrum for Support" (Let's call it "Scrimmage" - you heard it here first) - a few simple rituals, roles and artifacts which help you do Support well. I've heard Kanban is getting attention in this area, so maybe that's the solution. But there is something essential about the rhythm of a sprint, which Kanban, a flow oriented framework is missing.
There were several people in the room confronted with the same problem, so I hope they will find each other on our Community Site, and start a discussion about what a "Scrimmage" could be!
If you're interested in Kanban, check out Karl Scotlands Lean and Kanban 101 Tutorial at the SwissICT Lean Agile Scrum Conference next month in Zürich. I know I'm looking forward to this talk!