A Scrum Makeover - An experience report

Many teams think they are doing Scrum, when they really aren't.  They are doing something that they think is Scrum-like, but not getting great results.  In this experience report, I'll explore a team that thought they were doing Scrum, but really needed a makeover to get on the right track.  We'll take a look at where they were before the makeover, what they changed, what sort of results they experienced as a result of this change and what actions and changes were key to making Scrum work (better) for this team.

 
6 favorite thumb_down thumb_up 2 comments visibility_off  Remove from Watchlist visibility  Add to Watchlist
 

Outline/structure of the Session

This session will review the team and their way of working before and after the makeover.  Structure of the session.

  1. Introductions
  2. How did we know the team needed a makeover?
  3. Steps we took (training, team structure)
  4. What the team looks like now
  5. What worked well
  6. What didn't work so well and what challenges the team still faces
  7. What's next for this team
  8. What did you learn

Learning Outcome

After this session, participants should be able to:

  • Identify patterns of sub-optimal Scrum implementation
  • Identify experiments they can try with their own team

Target Audience

Scrum Masters, Product Owners, Managers, Team Members, Executives, Coaches

schedule Submitted 1 year ago

Comments Subscribe to Comments

comment Comment on this Proposal
  • Anthony Weicker
    By Anthony Weicker  ~  1 year ago
    reply Reply

    Sounds like a great discussion!  I'd be interested to hear more on lightweight techniques you used to help teams identify where they needed to focus for the make over.

    • Melanie Paquette
      By Melanie Paquette  ~  1 year ago
      reply Reply

      Thanks Anthony, I'll be sure to more on lightweight techniques.


  • Liked Scott Ambler
    keyboard_arrow_down

    Scott Ambler - Beyond “Easy Agile”: How to Overcome the Challenges of Adopting Agile in Established Enterprises

    45 mins
    Talk
    Advanced

    Many agile methods and strategies are geared towards small teams working in reasonably straightforward situations. That’s great work if you can get it. Most organizations that are adopting agile today have been in operations for decades and sometimes centuries. They are typically dealing with significant investments in legacy systems and processes that won’t go away any time soon. They have an existing culture that is usually not-as-agile as it could be and an organization structure that puts up many roadblocks to collaboration. Their staff members are often overly specialized and many people do not have skills in agile software development techniques, and there are many thoughts as to what needs to be done to improve things, the adoption of agile being one of many. This is certainly not the startup company environment that we keep hearing about.

    In this presentation Scott Ambler reviews the challenges faced by established enterprises when transforming to agile and what enterprise agile means in practice. He then overviews the Disciplined Agile (DA) framework, a pragmatic and context-sensitive approach to enterprise agile, working through how it addresses the realities faced by modern organizations. Scott then works through advice for transforming your enterprise to become more agile, including the people-process-tools triad and the skills and experience required of enterprise agile team coaches and executive agile coaches. He ends with an overview of proven strategies for adopting agile in less-than-ideal environments

  • Liked Melanie Paquette
    keyboard_arrow_down

    Melanie Paquette - Using team kickoffs as a tool to make Scrum more effective

    45 mins
    Tutorial
    Beginner

    Scrum is a team sport.  We ask people to work closely together in small teams to achieve a common goal.  A significant failing in many Scrum teams I've worked with has been the team's inability to function as team -- they tend to function as a collection of individuals, focused on their individual goals first, and the team's goals second.  

    We have a tendency to put people together in teams and expect them to figure out how to work together and become effective very quickly, but we don't give them the tools to get started as a team, and move towards working together as team.  In this session, we'll explore how to use a team kickoff to accelerate the process of team formation.

  • Liked Kalpesh Shah
    keyboard_arrow_down

    Kalpesh Shah - Standup Poker: How We Hacked Our Daily Stand-Up & Our Teams Mindset !

    45 mins
    Talk
    Beginner

    One the most significant ceremony of any Agile Team is Daily Standup where the team members get together and plan for their day. But quite often the daily standup turns into a zombie status update meeting where team members come together to blurt out their updates and walk away to their desk without ever maximizing the benefit of that meet up.

    In this session I will share a case study of how we created a simple experiment that turned into Standup Poker and revolutionized our Daily Standup. This technique helped us uncover true insights of teams progress and got the team talking about strategic planning and plan to remove any impediments as a "team" on daily basis to accomplish their sprint goal and commitments.

    We learnt that when team members started using this technique, hidden impediments and dependencies started to emerge and team members organically started to re-plan and prioritize their work to accomplish the Sprint Goal. Product Owner also found great value in this technique as this helped them see the teams true progress and engage with the team to re-prioritize user stories and even take a story out of the sprint if required. Scrum Masters started to observe a trend in the confidence level over the span of the sprint and brought that information to Sprint Retrospective to discuss and brainstorm ways to improve and keep the confidence levels high throughout the sprint. The discussions and observations due to Standup poker resulted in teams committing better and more confidently during Sprint Planning and got into the rhythm of always accomplishing their sprint goal, but more importantly they started improving everyday and got into "continuous improvement" mode.

    The content, exercise and message of this session highlight the agile principles of individuals and interactions over process and tools and fostering the mindset of continuous improvement.

    In this session we will share examples, stories and experiences from trying the Standup Poker and how this simple technique converted a bunch of individuals into a TEAM !!!

  • Liked Melanie Paquette
    keyboard_arrow_down

    Melanie Paquette - Adopting Scrum: Incremental or all-in?

    60 mins
    Panel
    Beginner

    When a team decides to adopt Scrum, is it best for them to go all-in, adopting all of the practices, to the best of their ability, at once?  Or is an incremental adoption, picking the practices that the team thinks will help them meet their, a better approach.

    During this moderated panel discussion, four panelists who have worked on a number of different agile teams in a variety of roles will answer questions about Scrum adoption, covering the relative merits of the all-in vs. incremental approach, when one approach might be preferred over the other.  The panelists will provide examples of both success and failures from their own teams.

    We will take questions (and answers) from the audience throughout the session.

  • Liked Sean McFee
    keyboard_arrow_down

    Sean McFee - A case study in scaled and self-organized Scrum

    Sean McFee
    Sean McFee
    Principal Scrum Master
    Irdeto
    schedule 1 year ago
    Sold Out!
    45 mins
    Case Study
    Intermediate

    A green fields development project presented a good opportunity to experiment with an agile way of work involving increased team self-organization. Initially this involved confronting a traditional command-and-control approach with something based more closely on the Scrum Guide, while surmounting a number of impediments that are common to many organizations. Over time, as the project grew, scaling problems were discovered and had to be dealt with, ranging from simple things like meetings to more complex issues like team composition.