January 3, 2012
Members of my company‘s consulting team recently went on site at a medium-sized financial organization to take a look at how well they were doing Scrum, and provide a path for improvement. They conducted this in the context of a formal Agile Assessment. I thought the approach was interesting, and it might be useful to share it here. The team conducted interviews and made observations in 5 unique areas –
• Value delivery
• Agile engineering
• Project Management
• Product management
• Environment and Organizational Culture
The investigation also took input on the demographics of the individual project being examined, the stakeholders involved and the competitive/regulatory environment in which the organization as a whole operates. Understanding the context in which an organization operates is crucial to understanding the optimal level of Agility, and thus, the plan of action. Understanding the goals of the organization is particularly important. Not every axis needs to be top-ranked to achieve the company’s goals. In fact, on this particular assessment we found that only one needed urgent attention – Project Management. More on this later.
By the way, the company uses ScrumWorks Pro as its Agile Project Management tool.
November 16, 2011
Though traditional project management and Scrum have long been viewed as antithetical ways of working, that’s not quite right. It would be more accurate to say that Scrum simply responds to and refines the shortcomings of traditional management practices. Still, as Scrum and other agile methods have continued to grow in the past few years, many PMPs have begun reassessing Scrum and agile to see what aspects of those methods it can utilize. On the PMI website, they’ve just run a short interview with an individual who straddles both worlds: Jimi Fosdick, who is both a PMP and a CST (certified Scrum trainer). According to him, it’s still possible for traditional project management and Scrum and agile to coexist. Still, he’s quick to point out that there are major challenges. Of those, he cites the following as the most irksome:
“Organizational Structure: Companies aren’t usually set up to handle the way the work is done in scrum and agile–and that’s a very difficult thing to change.
“Corporate Culture: Scrum is built on the principles of self-organization and self-management. So the development team doesn’t really have a boss or a manager telling them what to do. And that’s very scary for a lot of organizations. There’s a prevailing belief–left over from the scientific management of the 1950s and 1960s–that unless you’re watching what your people are doing, they won’t complete the task at hand.
“False Assumptions: Many of the policies and progress metrics in place in organizations and the artifacts and reporting required, are often counterproductive and run contrary to scrum. Some tasks–like needing sign-off on a full requirements document before development can start–interferes with the ability to do something in an agile way.”
You can read more here: http://blogs.pmi.org/blog/voices_on_project_management/2009/12/agile-apprehensions.html
November 9, 2011
Many organizations that adopt Scrum focus so much on the iterative nature of agile development that long range vision and strategic product design can get lost. Jimi Fosdick will hold a webinar on November 28 2011 to discuss the need to include long term product vision, coherent user experience and User Centered design and architecture along with specific best practices for achieving a coherent product that delights users.
Topics will include:
• Discussion of Product Vision and approaches to crafting a compelling overall vision for products
• Discussion of User-Centered/Value-Driven design and approaches to incorporating user experience (UX) and software architecture early in the development process
• Explanation of the pitfalls of a lack of vision and so-called “hybrid” models for incorporating UX and architecture into Scrum Projects
Register for the session here:
November 19, 2010
The Agile Scout blog has put out a call for comments on The State of Agile. Ten commentators were invited to contribute. Their musings are being posted on an ongoing basis, starting from the 26th of October. Contributors were asked the following questions:
• What is your background?
• How has Agile changed in terms of methods, philosophies, ideologies, etc
• Where is Agile going in the future?
Tobias Mayer had a particularly eloquent response:
“…We are marching, or perhaps more accurately slipping and sliding towards a new paradigm. Agile is part of a ripple that when combined with other ideas and practices will collectively become a tidal wave of change.”
“So how do I see Agile? I see it as one stepping stone (a particularly beautiful one) on a great journey towards a business world that is more caring, loving, respectful and altogether more joyous. Agile will meld into the ideas of many other movements, and we’ll all move forward towards the greater goal, seeking similarities and finding ways to collaborate, innovate and reconceive the way we work.”
Check out the rest of the responses at: http://www.infoq.com/news/2010/10/state-of-agile-blog-series
For more information on Agile and free agile webinars visit http://www.danube.com/scrum/webinars/scrumcore/
September 15, 2010
Typically HR practices are rooted in popular misunderstandings of behavioral psychology and what motivates individuals in a work environment. Studies of human motivation reveal typical practices such as micromanagement and performance appraisals are counterproductive in the long run. When filling Scrum roles, HR departments and hiring managers will often overemphasize credentials and skills and give insufficient weight to the chemistry of the team and letting the team play a key role in the hiring process. Because Scrum is based on teams that are empowered and self-organizing, oftentimes, employees that appear negative under the restrictions of a forced hierarchy or traditional management can often excel when set free on the right Scrum team because they are often suppressed leaders.
Within organizations using Scrum there can be some confusion as to how people management aspects such as grievance/disciplinary procedures, annual reviews etc should be handled. (See this discussion on Google groups…http://groups.google.com/group/scrumalliance/browse_thread/thread/42c97a2651aa570d) When we refer to Scrum teams as being “self-managing” teams we do not mean that team members can decide to give each other a raise, or fire another team member. This is normally considered an HR or management task. However, for a Scrum implementation to be successful and for an organization practicing Scrum to be a truly extraordinary organization, there must be a collaboration between HR and Scrum teams when making Scrum organizational decisions. If you are interested in learning more about HR’s role in the process and how HR can work with Scrum teams to be successful, check out this article by Michael James, a CollabNet Certified Scrum Trainer and Coach (http://www.danube.com/company/bios/michael) Article can be found at: http://www.sendspace.com/pro/dl/vzocgh