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"The Power to say No" - Using Scrum to empower your
team during development and maintenance.
“No” is such a simple word

• Only 2 letters
• Every two year old knows and uses it well
“No” is such a simple word

• Yet saying "No" out loud now is harder for me
  than saying:
  – "I'll be glad to..." (eleven letters)
  – "When do you need me to..." (seventeen letters)
  – “Ok I will fit it in…..” (fourteen letters)


• Why?
Struggling to say No

• I am a recovering “people pleaser”
• My first reaction is to try to please
• Saying "yes" was my default, to show either
  support or to avoid conflict
• Felt compelled to say yes but, after making the
  commitment, realised the potential to negatively
  affect me was very real
• I needed to learn how to say No again
Noooooooooooooo!
Saw an opportunity

• Manager saw an opportunity to give Team a
  unified processes to say no, maybe and yes
     •   Intranet project
     •   Short timeframes
     •   Needed an implementation strategy
• The transparency and collaboration he saw
  emerging out of the intranet project was very
  appealing to him
• Decided it might be adaptable to BAU
The Power to say No

• How many times a week does a co-worker,
  manager or stakeholder ask you to do
  something that is inconvenient, distracting, or
  just ill-timed?
• How often have you dropped other work to get
  it done only to find it wasn’t important or urgent
  after all?
• Did you even feel you could say No?
The Team

• Information Management Services Team
• Small team of 8 within three areas:
  – Information Lifecycle – recordkeeping
  – Information Applications – application maintenance
    and enhancements
  – Business Intelligence – corporate reporting
• Geographically dispersed
What was the situation for the Team?

• Always seemed to have a “backlog” of work
  that never got done
• No collective process for them to process
  business user requests
  – New work coming constantly coming in from the
    business
  – Team not sure of which work was important, urgent
    or ranked higher
• No collective processes to handle BAU as well
  as project work
  – Started a bit of each project but never quite got
    anything finished
Psychology based learning model




  Month 0     Month 1     Month 2   Month 3
Month 0
UNCONSCIOUS INCOMPETENCE
Started with a Workshop - Scrum 101

• Taught the rules
• Useful as stakeholders hadn’t used Scrum before
Scenario based approach to learning

• Established the ground rules of
  scrum, its roles, its controls, and its
  processes by:
  – showing how Scrum works
  – giving team a practical lesson based
    on a real case study
  – ensured everyone was speaking the
    same language, terminology
  – set expectations of using Scrum
Our Approach to Scrum
Month 1
CONSCIOUS INCOMPETENCE
Creating the Product Backlog

• Thrown straight into developing user stories
• Prioritising of stories in backlog
• Estimating stories – based on anology
Did all the Scrum basics

• Collocation for most of the team
• Teleconferencing on desktop (linc) for those who
  were interstate -good for stand-ups
• Video conferencing for Review and Sprint
  planning (if couldn’t be held face-to-face)
• Big visual Kanban Board
Always chasing our tails….

• DoD either absent or incomplete
• PO often writing DOD in Sprint Planning
• PO thinking in terms of assigning products to his staff
• 3 different teams still based on the old functional silos
• Felt rushed and busy
• Still not completely moved away from their old ways of
  working
• Still working on project issues from before the sprint to
  'please everyone and keep them happy'
    –   "But we're part of a bigger team"
    –   "We don't have the luxury of working on just these projects"
    –   "We have to keep everything running"
What we did in reaction to this as their Coach

• Changed 2 week sprints to 3 week sprints
    – 2 weeks too hectic
    – 4 weeks too long to tell business stakeholders to wait
      for a change
    – 3 weeks 'felt right', but would be tested and
      examined in retrospectives
•    Pressed the PO to dedicate time to the backlog
•    Pressed the Team to move everything not yet
    complete into the product backlog
Moved the Kanban board to Jira

• Solved many of the non-collocation issues
• Shared desktop to help drive the stand-ups, planning
  and review sessions
• Lost the high visual representation outside the PO
  (manager's) office
Team mood

•   Chaos
•   Uncertainty
•   Not depressing, they were on a high!
•   Why?
Permission to say NO

• Projects that had been sitting around for ages
  were actually getting done!
• One of the streams had their first understanding
  of their permission to say "no" and pass on
  new requests to the product owner
  –    they LIKED this :)
  –    first sense of empowerment and self-management
Month 2
CONSCIOUS COMPETENCE
Emerging issues

• Stories not being Done because they were
  contingent on actions from outside the team
• Team not coming to ceremonies prepared
• PO still not having sufficient DoD and writing them
  in the planning meeting
• PO chairing and controlling the meetings
    – almost like status reports to the manager
    – sprint review had replaced their traditional team meeting
    – this meant the old behaviours just moved to the ceremony
•    This was an issue for strong resolution for us as
    coach
Mood of the team

• Improved
• Starting to understand they didn't have to
  compromise and do BOTH old work and the
  scrum-focussed products
• Still over committing
  – taking on more stories 'just in case' stories outside
    their control didn't get done
• Still working in their own streams
• Still playing catch up a bit in getting into the
  cadence of the ceremonies
• Recognised need to break stories down further
Breaking down stories

• Stories too complex and not being completed
  within the Sprint
• Many ways to break down the stories:
  –   Workflow
  –   Business rules
  –   Non functional requirements
  –   UI complexity
  –   Core first then add value
Story hierarchy

• The product backlog was built up using a
  hierarchy of themes, epics, stories and tasks
• Traceability from the lowest to the highest level
  helped team members understand where their
  work fits into the bigger picture

 
Defining the Product Backlog


                                Business Intelligence




                                Community Broadcasting
                               Section want new reports to
                               be developed, because they
                                 value meeting their KPIs




                                Consult with business to
                                determine complexity of
                                        reports




                               Send final cost estimate to
                                        business
Organised Product backlog


                                 • Anyone can add stories
Do in Future sprints             • Team can move stories to Proposed priorities
                                 • Product owner can move stories to Known priorities
60%




                                 • Team add stories they believe should be actioned next
                                 • If accepted, product owner moves to Known Priorities




Do Next sprint               • Medium grain user stories (weeks of work)
20%                          • Product owner adds stories and writes Definition of Done
                             • Team review stories & estimate effort as part of grooming




 Do Now                     • Fine grain user stories (3-4 days of work)
                            • During sprint planning, Known Priorities are accepted by team
 20%                        based on capacity for delivery
                            • Team work to achieve Definition of Done for each story
What we did as their Coach to highlight the CC

• Kept stories and DOD to things the Team could
  commit to deliver in the timeframes themselves
• Moved to Fibonacci scale (1, 3, 5,8, 13…)
• Team gained an understanding of capacity of the
  team and individuals - helped with sprint
  planning and commitment
• Moved chairing meetings/ceremonies to the SM
  to avoid controlling behaviour by the PO (who
  was their manager)
Succession planning

• We put in behaviours so that ceremonies could
  continue even if people weren't present
• Started putting in succession planning - people had
  to arrange for another team member to act on their
  behalf for demo/retro/sprint planning
• Started to combine standups when there were only a
  few team members available
   – first opportunities to hear about other stream work-in-
     progress
   – first opportunity to identify areas for cross-collaboration
     across their old silos for work-in-progress
   – first heads up of product backlog pipeline and
     transparency of work in other silos
Outcome

• At the end of the second month they felt
  empowered to say NO to the business
It’s not what you say but how you say it

• Saying no isn’t the same as being selfish; it’s
  about establishing boundaries and balancing
  prioritises (ordered)
• Team learnt best approach was to be direct,
  honest, and tactful in their decline
• Used the 1-2-3 method
1-2-3 Method

1. Understand what is being asked and put it in the
   context of everything else on your "to do" list this
   Sprint. Unless it is a “Break/Fix”, don’t say “yes"
2. Know how to respond, and do respond.
    1. Be clear, concise, and direct
    2. Be assertive, not apologetic
    3. Offer alternatives ("I can't complete it this Sprint but will
       put it in the product backlog for consideration).
•   Negotiate if needed. Remind business that you are
    working on projects identified as top priorities and
    ask if the new task has rank order over the others
Month 3
UNCONSCIOUS COMPETENCE
Issues at the beginning of the month

Left over story points
•People feeling that story points are about
reward/signal of effort
•Stories were being 'rolled over' to the next sprint
automatically so that they could account for their
overall effort
When a User Story is Undone

• Put it back into the Product Backlog
   – The User Story doesn’t get allocated to the next Sprint
• Don’t reap the Story Points for this Sprint
   – As the User Story was not completed, the Team simply doesn’t
     gain any of the Story Points. No partial-credit as can lend itself
     (consciously or otherwise) to gaming the numbers
• Re-estimate the remainder of the complexity of the
  User Story
   –   Why the User Story was left undone
   –   The new things they’ve learned about the User Story
   –   The new tasks and/or requirements of the User Story
   –   The remaining complexity, not the whole story including what
       was Done
• Ensures that the Team’s velocity isn’t skewed by the
  inflation of effort already spent.
Action and Successes

• As a result of the single stand-ups in month 2 we
  now achieve radical visibility
  –   Opportunities to be involved across silos
  –   “I'd like to be involved in that"
  –   Emerging of pairing across silos on work
• PO was getting more input into products and
  DOD
• Finally getting into formalised backlog grooming
• Team and individual members scheduling time to
  break down the product backlog with the PO
Truly empowered

• Know what's coming up from conversations in
  standups
• Know to groom the backlog with the PO in order
  to establish the DOD, estimations and tasks
• Ask to be involved in work across old silos
• PO comfortable to move to only stating the
  WHAT and not nominally delegate it to team
  members
• In essence, team could now say NO to the PO
Outcome of being empowered to say NO

• Better understanding of commitment to take on
  a product/story in a Sprint
• Collaboration and pairing across old silos
  occurred to complete tasks
• Not silos of 3 streams -- a single team with a
  single, shared vision of how to get their work
  done
Month 4 - Setting them free

•   Rotating the SM role
•   One team
•   Keeping to their rule of 3
•   Seen as achieving outcomes
    – people have noticed that they get stuff done -
      enhanced reputation amongst their business users
    – increased trust in the team
    – increased transparency amongst the business of how
      the team work
•     that's empowerment
•     that's the ability to say "NO"
Thank you



Mia Horrigan
       @miahorri

        zenexmachina.wordpress.com

       Mia Horrigan

       Mia.Horrigan@zenexmachina.com


  http://www.slideshare.net/miahorri

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The power to Say NO - Using Scrum in a BAU Team

  • 1. "The Power to say No" - Using Scrum to empower your team during development and maintenance.
  • 2. “No” is such a simple word • Only 2 letters • Every two year old knows and uses it well
  • 3. “No” is such a simple word • Yet saying "No" out loud now is harder for me than saying: – "I'll be glad to..." (eleven letters) – "When do you need me to..." (seventeen letters) – “Ok I will fit it in…..” (fourteen letters) • Why?
  • 4. Struggling to say No • I am a recovering “people pleaser” • My first reaction is to try to please • Saying "yes" was my default, to show either support or to avoid conflict • Felt compelled to say yes but, after making the commitment, realised the potential to negatively affect me was very real • I needed to learn how to say No again
  • 6. Saw an opportunity • Manager saw an opportunity to give Team a unified processes to say no, maybe and yes • Intranet project • Short timeframes • Needed an implementation strategy • The transparency and collaboration he saw emerging out of the intranet project was very appealing to him • Decided it might be adaptable to BAU
  • 7. The Power to say No • How many times a week does a co-worker, manager or stakeholder ask you to do something that is inconvenient, distracting, or just ill-timed? • How often have you dropped other work to get it done only to find it wasn’t important or urgent after all? • Did you even feel you could say No?
  • 8. The Team • Information Management Services Team • Small team of 8 within three areas: – Information Lifecycle – recordkeeping – Information Applications – application maintenance and enhancements – Business Intelligence – corporate reporting • Geographically dispersed
  • 9. What was the situation for the Team? • Always seemed to have a “backlog” of work that never got done • No collective process for them to process business user requests – New work coming constantly coming in from the business – Team not sure of which work was important, urgent or ranked higher • No collective processes to handle BAU as well as project work – Started a bit of each project but never quite got anything finished
  • 10. Psychology based learning model Month 0 Month 1 Month 2 Month 3
  • 12. Started with a Workshop - Scrum 101 • Taught the rules • Useful as stakeholders hadn’t used Scrum before
  • 13. Scenario based approach to learning • Established the ground rules of scrum, its roles, its controls, and its processes by: – showing how Scrum works – giving team a practical lesson based on a real case study – ensured everyone was speaking the same language, terminology – set expectations of using Scrum
  • 16. Creating the Product Backlog • Thrown straight into developing user stories • Prioritising of stories in backlog • Estimating stories – based on anology
  • 17. Did all the Scrum basics • Collocation for most of the team • Teleconferencing on desktop (linc) for those who were interstate -good for stand-ups • Video conferencing for Review and Sprint planning (if couldn’t be held face-to-face) • Big visual Kanban Board
  • 18. Always chasing our tails…. • DoD either absent or incomplete • PO often writing DOD in Sprint Planning • PO thinking in terms of assigning products to his staff • 3 different teams still based on the old functional silos • Felt rushed and busy • Still not completely moved away from their old ways of working • Still working on project issues from before the sprint to 'please everyone and keep them happy' – "But we're part of a bigger team" – "We don't have the luxury of working on just these projects" – "We have to keep everything running"
  • 19. What we did in reaction to this as their Coach • Changed 2 week sprints to 3 week sprints – 2 weeks too hectic – 4 weeks too long to tell business stakeholders to wait for a change – 3 weeks 'felt right', but would be tested and examined in retrospectives • Pressed the PO to dedicate time to the backlog • Pressed the Team to move everything not yet complete into the product backlog
  • 20. Moved the Kanban board to Jira • Solved many of the non-collocation issues • Shared desktop to help drive the stand-ups, planning and review sessions • Lost the high visual representation outside the PO (manager's) office
  • 21. Team mood • Chaos • Uncertainty • Not depressing, they were on a high! • Why?
  • 22. Permission to say NO • Projects that had been sitting around for ages were actually getting done! • One of the streams had their first understanding of their permission to say "no" and pass on new requests to the product owner – they LIKED this :) – first sense of empowerment and self-management
  • 24. Emerging issues • Stories not being Done because they were contingent on actions from outside the team • Team not coming to ceremonies prepared • PO still not having sufficient DoD and writing them in the planning meeting • PO chairing and controlling the meetings – almost like status reports to the manager – sprint review had replaced their traditional team meeting – this meant the old behaviours just moved to the ceremony • This was an issue for strong resolution for us as coach
  • 25. Mood of the team • Improved • Starting to understand they didn't have to compromise and do BOTH old work and the scrum-focussed products • Still over committing – taking on more stories 'just in case' stories outside their control didn't get done • Still working in their own streams • Still playing catch up a bit in getting into the cadence of the ceremonies • Recognised need to break stories down further
  • 26. Breaking down stories • Stories too complex and not being completed within the Sprint • Many ways to break down the stories: – Workflow – Business rules – Non functional requirements – UI complexity – Core first then add value
  • 27. Story hierarchy • The product backlog was built up using a hierarchy of themes, epics, stories and tasks • Traceability from the lowest to the highest level helped team members understand where their work fits into the bigger picture  
  • 28. Defining the Product Backlog Business Intelligence Community Broadcasting Section want new reports to be developed, because they value meeting their KPIs Consult with business to determine complexity of reports Send final cost estimate to business
  • 29. Organised Product backlog • Anyone can add stories Do in Future sprints • Team can move stories to Proposed priorities • Product owner can move stories to Known priorities 60% • Team add stories they believe should be actioned next • If accepted, product owner moves to Known Priorities Do Next sprint • Medium grain user stories (weeks of work) 20% • Product owner adds stories and writes Definition of Done • Team review stories & estimate effort as part of grooming Do Now • Fine grain user stories (3-4 days of work) • During sprint planning, Known Priorities are accepted by team 20% based on capacity for delivery • Team work to achieve Definition of Done for each story
  • 30. What we did as their Coach to highlight the CC • Kept stories and DOD to things the Team could commit to deliver in the timeframes themselves • Moved to Fibonacci scale (1, 3, 5,8, 13…) • Team gained an understanding of capacity of the team and individuals - helped with sprint planning and commitment • Moved chairing meetings/ceremonies to the SM to avoid controlling behaviour by the PO (who was their manager)
  • 31. Succession planning • We put in behaviours so that ceremonies could continue even if people weren't present • Started putting in succession planning - people had to arrange for another team member to act on their behalf for demo/retro/sprint planning • Started to combine standups when there were only a few team members available – first opportunities to hear about other stream work-in- progress – first opportunity to identify areas for cross-collaboration across their old silos for work-in-progress – first heads up of product backlog pipeline and transparency of work in other silos
  • 32. Outcome • At the end of the second month they felt empowered to say NO to the business
  • 33. It’s not what you say but how you say it • Saying no isn’t the same as being selfish; it’s about establishing boundaries and balancing prioritises (ordered) • Team learnt best approach was to be direct, honest, and tactful in their decline • Used the 1-2-3 method
  • 34. 1-2-3 Method 1. Understand what is being asked and put it in the context of everything else on your "to do" list this Sprint. Unless it is a “Break/Fix”, don’t say “yes" 2. Know how to respond, and do respond. 1. Be clear, concise, and direct 2. Be assertive, not apologetic 3. Offer alternatives ("I can't complete it this Sprint but will put it in the product backlog for consideration). • Negotiate if needed. Remind business that you are working on projects identified as top priorities and ask if the new task has rank order over the others
  • 36. Issues at the beginning of the month Left over story points •People feeling that story points are about reward/signal of effort •Stories were being 'rolled over' to the next sprint automatically so that they could account for their overall effort
  • 37. When a User Story is Undone • Put it back into the Product Backlog – The User Story doesn’t get allocated to the next Sprint • Don’t reap the Story Points for this Sprint – As the User Story was not completed, the Team simply doesn’t gain any of the Story Points. No partial-credit as can lend itself (consciously or otherwise) to gaming the numbers • Re-estimate the remainder of the complexity of the User Story – Why the User Story was left undone – The new things they’ve learned about the User Story – The new tasks and/or requirements of the User Story – The remaining complexity, not the whole story including what was Done • Ensures that the Team’s velocity isn’t skewed by the inflation of effort already spent.
  • 38. Action and Successes • As a result of the single stand-ups in month 2 we now achieve radical visibility – Opportunities to be involved across silos – “I'd like to be involved in that" – Emerging of pairing across silos on work • PO was getting more input into products and DOD • Finally getting into formalised backlog grooming • Team and individual members scheduling time to break down the product backlog with the PO
  • 39. Truly empowered • Know what's coming up from conversations in standups • Know to groom the backlog with the PO in order to establish the DOD, estimations and tasks • Ask to be involved in work across old silos • PO comfortable to move to only stating the WHAT and not nominally delegate it to team members • In essence, team could now say NO to the PO
  • 40. Outcome of being empowered to say NO • Better understanding of commitment to take on a product/story in a Sprint • Collaboration and pairing across old silos occurred to complete tasks • Not silos of 3 streams -- a single team with a single, shared vision of how to get their work done
  • 41. Month 4 - Setting them free • Rotating the SM role • One team • Keeping to their rule of 3 • Seen as achieving outcomes – people have noticed that they get stuff done - enhanced reputation amongst their business users – increased trust in the team – increased transparency amongst the business of how the team work • that's empowerment • that's the ability to say "NO"
  • 42. Thank you Mia Horrigan @miahorri zenexmachina.wordpress.com Mia Horrigan Mia.Horrigan@zenexmachina.com http://www.slideshare.net/miahorri