Crossing Over

Implementing Scrum from the Dark Side

Maritza van den HeuvelBeyond Agile – Tales of Continuous Improvement

http://scrumfamily.wordpress.com@maritzavdh

In a galaxy far, far away …

My JourneyLinguistics

ResearchTechnical Writing

TestingSupport

Product OwnerProduct Manager

Innovation Lab

Director

Pearson Education

“TEAM” “NOT TEAM”

from “pig” to “chicken”

• the process wasn’t mine anymore• the “how” wasn’t my job anymore• new responsibilities for “what”• new responsibilities for delivery• relying on the team to get things

done• feeling helpless – I had to trust more

deeply• feeling sad – I embraced Agile!

flying the coop

• 3 years - adjusted to the new conditions

• started training my jedi mind control(otherwise known as influencing skills)

• needed new challenges and growth(plus I wanted to change the world!)

• brief sidestep into a similar role• Pearson: setting up my own team

(NOT) Episode III

prevailing management culture

- linear hierarchies

- top-down decision-making

- accepting a given system, not creating it

an alternative approach

- simple and flat team structure- visible and transparent reporting- decisions at the lowest responsible level- expecting team to engage with process- team commitment to focus delivery- team collaboration as a shared value- Agile/Lean software development

year one – slow and rocky start

- No immediate need – digital support- Used Personal Kanban as talking point- Shared articles, blogs and links- Introduced LeanKit Kanban - #leadershipfail- Mistake: Individual work, Not Team- Mistake: Tool over Process & Principles- Mistake: Too subtle and informal- Regroup!

year two – brave new world

- major team role change & new members- explicit software focus and structure- open with team about Agile intentions- explicit team agreement to learn and try

“help me, to help you”- First Change: Board & Daily Standups- Next Step: Overview/Intro Training- Shock: They hated Kanban! Chose Scrum

what – they hate Kanban?!

- believed that Kanban would be chosen- obsessed and analyzed for a week- proposed some changes to the training- realization: team wasn’t ready- they chose what *they* needed

- structure- team cohesion- progress check points

Scrum – Sprint 3

- Full team Scrum Training and Kickstart- Ongoing coaching support- Shared ScrumMaster responsibilities- Two POs, collating work across multiple project backlogs into a single sprint backlog every two weeks- So far so good … Mostly Positive Results

Stepping Back

- Asking & expecting team to solve problems-Accepting & valuing team process solutions- Challenging & interrogating team thinking- Withdrawing from Scrum meetings- Supporting individuals with new skills- “Guide on the Side”- Work tools, environment, knowledge, funds- Insulation and Business Communication

Living the PDCA for Individuals

• observing - seeing the work honestly

• questioning - interrogating the work

• applying - courage to try something new

• evaluate - interpret and adjust

"seeing the system" - lack of contextual awareness, lack of ability to change things, waiting for somebody to tell me the answer ~ Bob Marshall

Thank YouMaritza van den Heuvel

• @maritzavdh #edtech #agile #lean #scrum• http://scrumfamily.wordpress.com• Beyond Agile - Tales of Continuous Improvement• Innovation Lab Director: Pearson South Africa