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Re: [XP] The Whole Enchilada

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  • Chris Wheeler
    ... To be blunt, without the stories, this simply sounds like marketing bullshit. Scrum always fails, IndustrialLogic can help! Chris. [Non-text portions of
    Message 1 of 87 , Feb 1, 2009
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      On Sun, Feb 1, 2009 at 9:59 AM, Mary Poppendieck <maryp@...>wrote:

      > Hi Laurent,
      > I'm with Josh on this. I see lots of floundering Scrum initiatives,
      > typically due to the assumption that essential technical practices will
      > be discovered by "the team" and they are not. Can you explain where the
      > incentive would come from to write up the stories? Why bother?

      To be blunt, without the stories, this simply sounds like marketing

      "Scrum always fails, IndustrialLogic can help!"


      [Non-text portions of this message have been removed]
    • Brad Appleton
      Thanks Charlie for the thoughts and advice!
      Message 87 of 87 , Feb 7, 2009
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        Thanks Charlie for the thoughts and advice!

        Charlie Poole wrote:
        > You have to be careful there. Usually, coaches are people who
        > have been successful with teams in the past. So they have lots
        > of skills and ways of doing things learned in the past. The
        > major thing a new coach needs - what I needed to develop
        > when I first started - is a sense of humility. You don't know
        > what a given team (one you aren't part of) should do.
        > IME, this is the hardest part of being a coach, and it's
        > even harder for coaches who have some standing in the
        > organization, since they have to bend over backwards to
        > avoid the appearance of setting rules.
        >> The change-team also (with input from the practicing agile coaches &
        >> engineers) provides the mechanism to help identify projects
        >> that are good candidates to be agile, and the
        >> sponsorship/advocacy to approach their management and discuss
        >> if they'd be open to it and what the benefits (and
        >> consequences) are. We're actually having some pretty good
        >> successes there.
        > Here, I'd say the risk is beginning to think of agile as
        > one Way of doing things - not that you're thinking that
        > way, but I've seen internal groups like this move from
        > encouragement to standardization a time or two.
        >> Getting back to the original topic of this thread, our
        >> "starter kit" has a menu of practices on it. There is a set
        >> that we say are "required in order to be agile" (we say we
        >> think you cant be agile without it -- even tho we dont force
        >> it). There are some that are considered "scaling"
        >> practices (e.g., "Scrum of Scrums", "Joint Retrospectives",
        >> "Feature-Teams") and we say when we believe those are
        >> applicable and should be used. There are some "optional
        >> practices", meaning that they may not be absolutely necessary
        >> for agility, but they really enhance it a lot. (again we dont
        >> force any things, we recommend and provide support and guidance)
        > To be clear, I too think there are some practices you just
        > have to do to be agile. I just don't think you should necessarily
        > give people lists of them. It works much better (for me anyway)
        > to start fresh with each team, work with them and guide them
        > to decide how they will be agile.
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