Scrum and other agile methods recognize that responsiveness to change is an important aspect of delivering projects. They also recognize that software development is evolutionary and creative. By managing changes through Adaptive planning, Scrum provides a simple yet effective method of planning and tracking project progress. In this article, we will examine what is needed to sustain Adaptive planning and improve Team's responsiveness towards customer needs.
There are companies that somehow don't seem to get Scrum to work, and they attempt to get it undone — to uninstall it, so to speak. But once Scrum is installed, it's very hard to get rid of. To assist in this, I've devised ten simple steps to remove Scrum and return to the former version of working.
Historically, the function of the human resources department has been twofold: to police the organization for compliance and to help cultivate a vibrant culture in which employees can flourish by recruiting and retaining the best talent.
"I have no impediments." It's the most common sign-off for every team member in the daily Scrum. It's also a lie. We've all been there. Standing in a little circle of people, listening to the carousel of "This is what I did yesterday, this is what I am going to do tomorrow, I have no impediments" from each of the team members. The reality is, most teams will suffer some sort of impediment each and every day. The difficulty lies in getting teams to discuss these issues.
Impact-Driven Scrum Delivery brings together Scrum’s capacity to deliver working software, with the ability of Impact Management to define actionable metrics, and to evaluate outcomes well before the production of working software. The idea of "outcome over output", lately emphasised in the Agile community, can now be realised in all types of projects – not only those where it is feasible to do the measuring by releasing the proposed new solution to a small percentage of real-time users. Finally, Impact-Driven Scrum Delivery solves "the Product Owner’s dilemma", and makes the management ideal of "pivot or persevere" an inherent capability of the process.
Implementing Scrum involves adoption of a new paradigm across the organization. In most instances, the severe level of culture shift and change aren't really appreciated. Once people get into the change process, they realize what they're facing and try to backtrack. Very often soft options — such as Scrum-but, Scrum in a Waterfall wrapper, or "our version of Scrum" — are inadvertently or purposely taken, and chaos ensues
There is no such role as project manager in Scrum. But there are project managers in the organization. So what is the project manager supposed to do when the team is transitioning to Scrum? The easy part is that this question has already been asked and answered so many times. The hard part is that the answers are different and sometimes contradict each other.