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?
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…
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?
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…
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 …