2. 2
Dan LeFebvre
Founder & 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 coach
Using agile practices since 2003
Fulltime Agile Coach since 2006
Give Thanks for Scrum 11/22/2011
2011
4. 4
Self-Organization in Scrum
Development Team decides how to turn Product
Backlog into Increments of potentially
releasable functionality
They select the amount of work in the Sprint
They size the work
They plan the work
They design and build the solutions to the
problems presented by the Product Owner
Give Thanks for Scrum 11/22/2011
2011
5. 5
Micromanagement
Encarta “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.
Give Thanks for Scrum 11/22/2011
2011
6. 6
A Cause of Micromanagement
Responsibility
w/out
authority
Manager’s
Fear of failure
Trust in
Team’s team
Motivation
Manager
control
Give Thanks for Scrum 11/22/2011
2011
10. 10
What happens if SM is held accountable?
Responsibility
w/out
authority
Scrum Master
Fear of failure
Trust in
Team’s team
Motivation
Scrum Master’s
control
Give Thanks for Scrum 11/22/2011
2011
11. 11
Managers in Scrum
Scrum does not describe a role for the manager
The Scrum Guide 2011 does not contain the
word “manager”
Give Thanks for Scrum 11/22/2011
2011
12. 12
The Tale of the Golden Goose
Give Thanks for Scrum 11/22/2011
2011
14. 14
Breaking the Cycle
Responsibility
w/out
authority
Help team Scrum Master
self-organize Fear of failure
Trust in
Team’s team
Motivation
Scrum Master’s
control
Give Thanks for Scrum 11/22/2011
2011
15. The team’s story to Freedom
First Scrum team
Mix of people from all over Engineering
Important project with a vision
Membership varied greatly
12 people at its peak
16. Situation
Scrum Master was held accountable for delivery
SM “owned” task board and burndown
SM directed Daily Scrum
SM and PO did Backlog grooming without team
New ideas and speaking up were not
encouraged
Poor team dynamics and rapport
17. Results
Meetings were long and painful
Very emotionally driven at times
Team was working for story points
Wrong focus, caused feeling of judgment
Scrum Master and Product Owner friction grew
Quality suffered
Technical debt increased
18. First Fix
Reduced team size to 7
Added domain expert developer
Provided focused coaching to Scrum Master and
Team
19. 19
Results
Some improvement in morale
Better use of Scrum Artifacts
Scrum Master stills feels accountable for
delivery
No increase in productivity
Give Thanks for Scrum 11/22/2011
2011
20. 20
Second Fix
Experienced Scrum Master assigned
Re-introduced the vision
Encouraged team to self-organize
Pull work into a sprint
Create their own plan, task board, burn chart
Prime directive established in Reviews
Focus on feedback and improvement, not blame
Give Thanks for Scrum 11/22/2011
2011
21. 21
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
Give Thanks for Scrum 11/22/2011
2011
22. Initial Improvements
Physical task board
Hand-drawn sprint burndown
Strong and Improving Definition of Done (DoD)
Explicit agenda for meetings
Explicit appreciations during retrospective
Stickies handed out like trophies
23. Additional Improvements Over Time
Pairing on stories
Strong 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
24. Intangibles
Product Owner Collaboration
Team and PO together discuss stories and designs
Team suggests changes
PO encourages interaction
Strong sense of team
Challenge and help each other
Tester became real member of the team
Even fixed bugs
Team morale skyrocketed
25. Results
Velocity:
From : 10-20 range with 12 people
To: 30-40 range with 7 people
2x to 4x the raw velocity improvement and
3x to 7x the productivity improvement
Higher quality output with stronger DoD
Product Owner sees and appreciates value
delivered by the team
Once a team in trouble, now one of the model
teams
26. 26
New SM
Team size reduced
Expert joins
Give Thanks for Scrum 11/22/2011
2011
27. 27
Exercise: Mini Review
Tell your group what you think is important
about what you just heard and what
implications it has for your company
Give Thanks for Scrum 11/22/2011
27 2011
With visible task boards, burncharts, and daily Scrums; the team has many tools to organize and manage themselves. But can management abuse these tools? Can it turn into a better way to micro-manage? One of the hardest habits that managers have trouble breaking is the need to drive the team by making task assignments and tracking the results. Even those who truly want to help their teams by managing the task board is not really serving them. Scrum calls for self-organizing teams. The Scrum Master’s job is to help teach the team to self-organize. We’ll talk about how to avoid the traps of micro-management and truly lead the team to freedom at work through self-organization.
Tools support TransparencyTask BoardBurn chartsDefinition of DoneProduct BacklogInspection and Adaptation pointsPlanningReviewRetroDaily Scrum
Micromanagers are usually irritated when a subordinate makes decisions without consulting them, even if the decisions are totally within the subordinate's level of authority
Scrum gives the tools for “very effective” micromanagement with Taskboards, Burn Charts, Meeting facilitation
The Tale of the Golden Goose: There was once a farmer who bought a golden goose. A week later the golden goose laid a golden egg! The farmer was ecstatic! He cashed the golden egg and had a wild time. The following week he finds that the golden goose laid another golden egg! Again he cashes it in and spends the money. This happens week after week until one week the farmer just can't wait till the end of the week to get the golden egg so he kills his golden goose and takes the golden egg out of it. He has another wild time with the money. But the next week he realizes that there is no golden egg, for he has killed his golden goose. The moral of the story is to never kill your golden goose.
Scrum gives the tools for “very effective” micromanagement with Taskboards, Burn Charts, Meeting facilitation
This team was the first Scrum team with the SM and PO going to training. No formal team training.The team was formed from members of different teams, none of them with serious PRPC development experience.Team membership changed regularly, preventing a good rhythm from forming. Plus, 12 was way too big.There was also a lot of disagreement between the SM and PO and it hurt the team. They never really got out of “Storming”
Team was reduced to a core group so they can focus. Also added a domain expert developer to bring some much needed knowledge and skill into the team.
The Agile Coach was installed as the ScrumMaster to help get them back on the right foot.Focused on getting everyone on the same page with the product vision, Scrum, and how to self-organize. SM did not assign work, build the Task board, or any other administration that the team is responsible for. Team needed to figure out how to work together to get all this other work done.
We reinforced practices that the team had started but let slip a little.A physical board helps in several ways. One, it is a safe opportunity for the team to work together and collaborate on the look and usage of the board. Everyone pitches in to create it. Two, being visible allows everyone to quickly gauge the sprint status. Three, it provides focus for the daily scrum discussions.A hand drawn burndown again is very visible, usually much larger than a printed one. It gets the team to add up the work left and plot a point so people get a better sense of where they are.We spent a lot of time on the Definition of Done, its purpose, content and checking stories against it.Pairing to spread and share learning.Closer collaboration with the PO.
The bug fix sessions replaced triage meetings. It became a working session where team members (all of them) actually fixed bugs, not just talk about them.Probably one of the best team building practice was to have people write appreciations to each other and other teams during the retrospective and have those people take the stickies away as trophies. People display them proudly in the team area.
The team learned to work much more closely (PO included!) It became a true collaboration and not one side telling the other what to do. Trust grew from the successes, from the sharing of ideas, and the common goal and vision.Team members started challenging each other in a positive way. I gave the team the assessment from the 5 Dysfunctions of a Team book and they scored tops.
I think they are one of the model teams.
One minute per person, i.e., 5-6 minutes total for the group