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RE: [leanagilescrum] Re: Safeguards

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  • Peter Alfvin
    Paul, The safeguards I was thinking of included: From Scrum:: * The ScrumMaster is a safeguard against ineffective managers * The Product Owner role is a
    Message 1 of 159 , Aug 13, 2008
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      Paul,
       
      The safeguards I was thinking of included:
       
      From Scrum::
      * The ScrumMaster is a safeguard against ineffective managers
      * The Product Owner role is a safeguard against ineffective group decision making processes and insufficient allocation of team resource towards requirements and customer knowledge
      * Sprint Retrospectives are a safeguard against inadequate ongoing reflection and root cause analysis
      * The specific time box limits for various sprint events are safeguards against spending an inappropriately long time on any one of them
      * The fixed nature of the Scrum (i.e. Ken Scwhaber's position that there will be no Scrum 2.0) is a safeguard against inappropriate customization
       
      From Agile in general:
      * The institutionalized bias of the agile manifesto is a safeguard against excesses or inappropriate application of the "things on the right" (vs. relying on context and an understanding of the higher level goals to decide what approach to use in any particular situation)
      * Self-contained iterations are a safeguard against excessive cycle time and WIP (vs. alternatives such as kanban)
      * Preferring generalists to specialists is a safeguard against the wastes of handoff and excessive WIP (vs. retaining specialists whenever the labor market or performance difference calls for it)
       
      Pete

       

      From: leanagilescrum@yahoogroups.com [mailto:leanagilescrum@yahoogroups.com] On Behalf Of Paul Oldfield
      Sent: Tuesday, August 12, 2008 11:07 AM
      To: leanagilescrum@yahoogroups.com
      Subject: [leanagilescrum] Re: Safeguards

      (responding to Peter)

      > For what it's worth, I wasn't thinking of "feedback" when I was
      > speaking of safeguards, but I agree with all of your points!

      Okay, help me, my mind's gone blank... can you give an example
      of the type of safeguard you were talking about?

      Paul Oldfield

    • Ron Jeffries
      Hello, Alan. On Friday, September 5, 2008, at 6:44:03 PM, you ... Yes, I think it is very valuable to understand what is up with people. A truth that comes
      Message 159 of 159 , Sep 6, 2008
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        Hello, Alan. On Friday, September 5, 2008, at 6:44:03 PM, you
        wrote:

        > I don't keep hitting my head against the wall, but I have found
        > that repeatedly asking myself - what are they thinking that has
        > them not see this is a better way (when I am trying to convince
        > someone of something I know is a better way) has often led to true
        > breakthroughs for individuals. This is, of course, a matter of
        > degree. I suspect if we sat down and talked about this we'd find
        > we are virtually in agreement. I say this because most any time
        > we've disagreed on the list and then did sit down and talked we
        > did agree (except about marketing / certification! ) . :)

        Yes, I think it is very valuable to understand what is up with
        people. A truth that comes out of the retrospective community is
        that people are always doing their best -- in the sense that they
        are always optimizing their results as best they can. When they're
        not doing what we wish they would, odds are that their reward
        structure isn't what we think it is.

        In the end, the extent to which people prosper is up to them. If
        doing certain practices would help them, and they choose to do
        something else, so be it. I'll keep trying to express my ideas, but
        I'm not going to buy in to their failure, any more than I can buy in
        to their success.

        As for marketing and certification, we might even agree about that.
        There are many things I won't currently do for money, but I'm pretty
        sure you and I see the world working in very similar ways. :)

        Ron Jeffries
        www.XProgramming.com
        Questioner: How do I sell my executive team on doing this stuff?
        Jim Highsmith: Don't. Just do it. They don't know what you're doing anyway.
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