no management sprint

Agenda• Background• Scrum – An Agile Manifestation• Tuckman’s Model• What’s Self Organizing?• Introduction of Idea• DOE No.1• Rulez!• What types of work selected• Results• Elements of Self Organizing• Things we need to know about change• Recommendations & Conclusion

Background about PRMD - PG

• We are a team of PDE from PG

– Sized at about 85 heads. We have 7 scrum teams

– Have been using scrum for 2 years. (0.5 on scrum but)

– We Develop Test Programs for MIC & HSW processors

– Team has been around almost 10 years.

Scrum – An Agile ManifestationHARD• Builds up teamwork• Inspect and Adapt.• Excellent for Empirical MovementREALLY REALLY HARD & A BIT ABSTRACT …. BUT POSSIBLE• SM and PO needs to build trust with Teams. • The SUM and detailed cadential planning feels like

micromanaging• Teams fall in the trap of depending on PO to plan and

“think” for them.• Very often end up being spoon fed and reduce in

motivation• We just do the sprint backlog. (any extras? Need PO

to figure out also)

Tuckman’s Model

What is a self organizing team?

Someone Called Me?

Get outtathe way!

Introduction to the Idea

DOE No.1 – No Management Sprint

• It’s only a sprint away. – small investment

• What were the targeted outcome?

– To Look for more self motivation from department

– Less command and control vs self organizing?

What were the rules?• MINIMUM RULES

1. Team was briefed on No Management Sprint and asked to think about what they needed to do

2. During Planning Meeting, Team decides what to do and how it’s done. (what’s done normally)

3. Only Process we followed –

1. Duration

2. Review

3. Retrospective.

What kind of work was selected

• Project related stories

• Individual/team improvement – inter department training

• Infrastructure improvement

• IDF, Process, GPTW

• Training

Results from “No Management Sprint”

Young Teams ( Less than 6 months)

Old Teams more than 1 year

Scrum Master’s Observation Results

What Happened Here ?

1. It was business as usual to being slightly lost.

2. Complained about scrum and being micro-managed during retrospective.

3. Did not even achieve the fun stories

4. Felt stressed and overworked.

Young Teams Observation

Team in Storming StageLow Trust Level

1. Delivery was delayed by up to 4 days.

2. Some stories not completed.

NO BENEFITS

Young TeamsResults

1. Higher Level of Trust & Freedom

2. Focused on solving existing problems1. Implemented Debug Meetings mid week to share key learning

2. Come up with training programs for younger teams

3. Passionate about what they will do1. Decided to allocate time to write papers and IDF

4. Worked harder than usual scrum -MOTIVATION

Teams were excited about delivery:

Matured Teams

What Happened Here ?

Observation

1. Completed more than 95% of commitment ( Normal %)

2. Delivered Training Package

3. Implemented Changes to the Team

4. “1 more please?”

Achieved a motivated team.

Matured TeamsResults

Actual Results from Sprint

Process

1. Debug Cross Sharing2. Training Packages3. Videos on Training4. Internally improve Swarming

Process

GPTW

TECH

1. IDF Submission2. Tech Sharing 3. Department Wide

Causal Diagram

1. Package Delivered to GPTW for Consideration

Elements of Self-managing

• Self Motivation – Motivated

– As Dan Pink’s Drive suggested:

Autonomy

Mastery

Purpose

To do what I want; when I want (within reason)

I’m really good at what I do

I would have done it anyway. Coz I am passionate about it.

NO SACRIFICE = NO PASSION

Three Surprises About Change – Summarized from the book “Switch”

1. What looks like a People Problem is often a Situation Problem

– Change the environment, discount their knowledge or attitude

2. What looks like Laziness is often Exhaustion

– Self-control is an exhaustible resource, wears out mental muscles

3. What looks like Resistance is often Lack of Clarity

– Break thro to feeling, provide crystal-clear direction

Recommendation & Conclusion

1. Exclusively for matured scrums. 2. Set boundary conditions. Particularly for newer

scrums.3. Not recommended for more than 1 sprint at a

time.4. Used for technical debt payment5. Management Endorsement6. Inspect & Adapt. Teams will become better at

No Management Sprint. 7. Do in a cadence.