Skip to main content

17 Things to Try on Monday Morning

... to do better Scrum.

In my Scrum Performance MasterClass Workshop, the participants reflect on how their teams and organisations do Scrum, compare how they do Scrum with Scrum 'by the book,' and create both a long term vision for improving their organization and a list of things they could start Monday morning to begin the improvement process right away.

Here's the list of things my participants identified to start doing on Monday after last week's MasterClass:
  1. Pairing: Two people work on each story. ( See 'Pair & Share, How We Do Sprint Planning 2')
  2. Review the Definition of Done in my project
  3. The Implementation Team, not the Product Owner or other manager, decides on how much work to accept in the Sprint.
  4. Improve the quality of the User Stories in my project
  5. Move testing from a separate group to the Implementation Team
  6. Hold a retrospective with the Implementation Team and Management
  7. Build awareness and acceptance for the Scrum mindset among our customers
  8. Recognize the impact of technical debt and start working to eliminating it
  9. Introduce the principle of Inspect and Adapt in management
  10. Recommit to doing Scrum well 
  11. Bring passion for doing things well back into the process
  12. Apply the Test Driven Development to process design
  13. Measure velocity instead of using it to drive Team commitments to the Product Owner
  14. Order books to learn more
  15. Create a company Agile library to help the curious find out about Scrum and Agile
  16. Use real (potential) customers and users as personae for creating user stories
  17. Look at Spotify as a role model for organizing and scaling my teams.
Gee, this list is a bit long for to do all at once. So pick one, maybe two (OK, three if the they are tiny changes) and start working there.

Better yet, this list was created for the people who created it. So reflect on how you do Scrum to create your own list! (Feel free to add your ideas in the comments!)


Popular posts from this blog

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…

Explaining Story Points to Management

During the February Scrum Breakfast in Zurich, the question arised, "How do I explain Story Points to Management?" A good question, and in all honesty, developers can be an even more critical audience than managers.

Traditional estimates attempt to answer the question, "how long will it take to develop X?" I could ask you a similar question, "How long does it take to get the nearest train station?

The answer, measured in time, depends on two things, the distance and the speed. Depending on whether I plan to go by car, by foot, by bicycle or (my personal favorite for short distances) trottinette, the answer can vary dramatically. So it is with software development. The productivity of a developer can vary dramatically, both as a function of innate ability and whether the task at hand plays to his strong points, so the time to produce a piece of software can vary dramatically. But the complexity of the problem doesn't depend on the person solving it, just …

Money for Nothing, Changes for Free

“Money for Nothing, Changes for Free” encourages both customers and suppliers to focus on value.

A key advantage of Scrum projects is that at least once per sprint you have something that could be shipped and no work in progress. You can change direction every sprint, and you can reevaluate whether the project is a good investment or if your money could be better spent elsewhere. Abrupt cancellation is risky for the supplier.

While the concept of an early-exit penalty is not new, Jeff Sutherland gave it a unique allure with his allusion to the Dire Straits hit.
Desired Benefit Incentivize both customers and suppliers to focus on functionality that provides genuine value.
Structure This works with Agile software projects because there is little or no work in progress. After each Sprint, functionality is either complete or not started. Work is basically on a Time and Materials basis with a cost target, often with the intention that the project should not use up the entire project budge…