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Give Thanks for Scrum 2011
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Self-Organization and Transparency: Team Freedom or a Path to Micro-ManagementDan LeFebvreAgile/Scrum Coach, CSC© DCL Agility, 2010-2011
11/22/2011
Give Thanks for Scrum 2011
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Dan LeFebvreFounder & Agile Coach,DCL Agility, LLC
Certified ScrumMaster (CSM), Certified Scrum Professional (CSP)Certified Scrum Coach (CSC)Extensive experience in software product development as a developer, manager, director, and coachUsing agile practices since 2003Fulltime Agile Coach since 2006
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Give Thanks for Scrum 2011
Scrum Theory
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Empirical Process Control
Tra
nsp
are
ncy
Insp
ecti
on
Ad
ap
tati
on
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Self-Organization in ScrumDevelopment Team decides how to turn Product Backlog into Increments of potentially releasable functionality
They select the amount of work in the SprintThey size the workThey plan the workThey design and build the solutions to the problems presented by the Product Owner
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MicromanagementEncarta “control of a person or a situation by paying extreme attention to small details”Wikipedia The micromanager monitors and assesses every step of a business process and avoids delegation of decisions. Micromanagers are irritated when a subordinate makes decisions without consulting them, even if the decisions are totally within the subordinate's level of authority.
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Give Thanks for Scrum 2011
A Cause of Micromanagement
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Manager’s Fear of failure
Trust in team
Manager control
Team’s Motivatio
n
Responsibility w/out
authority
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Give Thanks for Scrum 2011
Traditional Power Structure
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What
WhenHow
Product Manager
Project Manager
Team?
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Scrum Power Structure
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What When
How
Product Owner
Scrum Master
Development Team
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Common Dysfunctional Power Structure
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What When
How
Product OwnerProject Manager as
Scrum Master
Development Team
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What happens if SM is held accountable?
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Scrum Master Fear
of failure
Trust in team
Scrum Master’s control
Team’s Motivatio
n
Responsibility w/out
authority
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Managers in ScrumScrum does not describe a role for the managerThe Scrum Guide 2011 does not contain the word “manager”
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So what does the manager do in a Scrum Environment?
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The Tale of the Golden Goose
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Production
Team Capability
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Good Manager’s Job
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ProductionTeam
Capability
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Give Thanks for Scrum 2011
Breaking the Cycle
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Scrum Master Fear
of failure
Trust in team
Scrum Master’s control
Team’s Motivatio
n
Responsibility w/out
authority
Help team self-
organize
The team’s story to FreedomFirst Scrum teamMix of people from all over EngineeringImportant project with a visionMembership varied greatly
12 people at its peak
SituationScrum Master was held accountable for delivery
SM “owned” task board and burndownSM directed Daily ScrumSM and PO did Backlog grooming without team
New ideas and speaking up were not encouragedPoor team dynamics and rapport
ResultsMeetings were long and painful
Very emotionally driven at times Team was working for story points
Wrong focus, caused feeling of judgmentScrum Master and Product Owner friction grewQuality sufferedTechnical debt increased
First FixReduced team size to 7Added domain expert developerProvided focused coaching to Scrum Master and Team
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ResultsSome improvement in moraleBetter use of Scrum ArtifactsScrum Master stills feels accountable for deliveryNo increase in productivity
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Second FixExperienced Scrum Master assignedRe-introduced the visionEncouraged team to self-organize
Pull work into a sprintCreate their own plan, task board, burn chart
Prime directive established in ReviewsFocus on feedback and improvement, not blame
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Retrospective Prime Directive
Regardless of what we discover, we understand and truly believe that everyone did the best job they could, given what they knew at the time, their skills and abilities, the resources available, and the situation at hand.
-- Norm Kerth, Project Retrospectives: A Handbook for Team Reviews
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Initial ImprovementsPhysical task boardHand-drawn sprint burndownStrong and Improving Definition of Done (DoD)Explicit agenda for meetingsExplicit appreciations during retrospective
Stickies handed out like trophies
Additional Improvements Over Time
Pairing on storiesStrong and Improving Definition of Ready (DoR)
Improved grooming – whole team, acceptance criteria
Open atmosphere encouraged Appreciations handed out for speaking up and being heard
Collocated space that was theirs
IntangiblesProduct Owner Collaboration
Team and PO together discuss stories and designsTeam suggests changesPO encourages interaction
Strong sense of teamChallenge and help each otherTester became real member of the team Even fixed bugs
Team morale skyrocketed
ResultsVelocity:
From : 10-20 range with 12 people To: 30-40 range with 7 people2x to 4x the raw velocity improvement and 3x to 7x the productivity improvement
Higher quality output with stronger DoDProduct Owner sees and appreciates value delivered by the teamOnce a team in trouble, now one of the model teams
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New SM
Team size reduced
Expert joins
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Exercise: Mini ReviewTell your group what you think is important about what you just heard and what implications it has for your company
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Questions
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