This document discusses making a paradigm shift towards effective Scrum practices. It suggests that the most visible but least powerful aspects of Scrum are tools and processes, while the least visible but most powerful aspects are the underlying theory, principles and values. Common diagnoses for why Scrum may not appear to work include using the process incorrectly, blaming others, impatience, not adapting the process, or using the wrong process altogether. The document provides suggestions for addressing each diagnosis, such as using the process correctly, fixing actual problems rather than blaming the process, maintaining progress over time, and considering alternative processes if Scrum does not suit a particular situation.
5. Tools and Process
Frameworks and practices
Theory, Principles,
and Values
12 Principles of Agility
4 Values of Agility
6. Tools and Process
Frameworks and practices
Theory, Principles,
and Values
12 Principles of Agility
4 Values of Agility
7. Tools and Process
Frameworks and practices
Theory, Principles,
and Values
12 Principles of Agility
4 Values of Agility
8. Tools and Process
Frameworks and practices
Theory, Principles,
and Values
12 Principles of Agility
4 Values of Agility
9. Tools and Process
Frameworks and practices
Theory, Principles,
and Values
12 Principles of Agility
4 Values of Agility
Most visible - Least powerful
Least visible - Most powerful
10. Diagnosis
1. Using the process wrong
2. Blaming the messenger
3. Being impatient
4. Not adapting the process
5. Using the wrong process
11. Any tool can be misused
Everything is
a User Story
Deadlines
Performance
Absolute
Reporting
12. Use the tool right
Alignment
Time-box
Progress
Relative
Focus
13. Diagnosis
1. Using the process wrong
2. Blaming the messenger
3. Being impatient
4. Not adapting the process
5. Using the wrong process
16. Diagnosis
1. Using the process wrong
2. Blaming the messenger
3. Being impatient
4. Not adapting the process
5. Using the wrong process
17. Satir model
Henrik Kniberg
17
”the middle always looks like failure”
Performance
Time
Current
performance
New
performance
Anticipated
path
Actual path
”chaos”
18. Diagnosis
1. Using the process wrong
2. Blaming the messenger
3. Being impatient
4. Not adapting the process
5. Using the wrong process
19. Estimating is optional
TasksFeatures
1. Don’t estimate features. Just count them.
2. Estimate features in t-shirt size
1. Skip tasks
2. Don’t estimate tasks. Just count them.
3. Estimate tasks in days
1d
2d0.5d
4. Estimate tasks in hours
12h8h4h
S M LHours?
Days?
Weeks?
S M
L
3. Estimate features in story points
1sp 2sp
5sp
4. Estimate features in ideal man-days
1d 3d
6d
Also OK in Scrum
”Typical”
Scrum
20. Diagnosis
1. Using the process wrong
2. Blaming the messenger
3. Being impatient
4. Not adapting the process
5. Using the wrong process
22. What to do if Scrum doesn’t <appear to> work:
Using the process wrong Use it right
Diagnosis Action
Blaming the messenger Fix the problem, not Scrum
Being impatient Keep going
Not adapting the process Adapt it
Using the wrong process Try another one
Paradigm shift towards effective Scrum
Survey audience on Scrum maturity/knowledge.
Introduction about personal path towards understanding Scrum. And the importance of learning the most effective ways of applying it.
Outcome: Understanding the common pain-points of applying scrum.
Scrum has become one of the most popular Agile frameworks in IT, as its lightweight and easy to understand. But why is it so difficult to apply? One of the challenges of effectively applying Scrum comes from the basic understanding of why Scrum was initially created in the first place. Having this paradigm shift will significantly enhance becoming an effective Scrum Team member.