18590RE: [scrumdevelopment] Re: Scrum illness, symptoms and possible treatments
- Dec 30, 2006Hubert,
It's a fair title. When you are ill, it doesn't mean you're dead, but that you're a little off in some areas. It's just a figure of speech.
Scrum isn't a failure. Quoting myself from below:
"Most of the teams make this process easy, but if we can find ways to help some of the teams that need it, it'll be much a bigger success."
Looking for mentoring, coaching, team building suggestions on improving what works and finding the next gear (oops, another metaphor). Tamara's suggestions were great.
From: email@example.com on behalf of Hubert Smits
Sent: Fri 12/29/2006 10:01 PM
Subject: Re: [scrumdevelopment] Re: Scrum illness, symptoms and possible treatments
Why did you use the title 'Scrum Illness...' for the post? Isn't Scrum
working, showing that your teams are bothered by something? That remark
doesn't help you much, but may shift your focus to the team and their
environment. I've seen all the fun movies from your company (even use them
in CSM training, hope you don't mind), but do these movies show the real
team spirit? Have you looked outside Scrum, what is happening around the
teams. Did the wrong personality enter the team or management somewhere,
pressure on the (business) results maybe, is the team unhappy with lack of
focus on some part of the system (architecture, refactoring). I can't
possibly know from a distance, but wonder if Scrum is the problem.
On 12/29/06, Clinton Keith <ckeith@...> wrote:
> -----Original Message-----
> From: Tamara Sulaiman
> "Why not address the issues directly with individual teams? Schedule
> separate team retrospectives where you bring up the issues you've
> identified and ask them? (Make sure to bring recent performance
> stats for the team with you.) Bringing in an experienced, nuetral
> facilitator would be of benefit here. You're asking them hard
> questions, and may need to push for some answers."
> This was a common practice when we had separate team Sprint reviews. Our
> experience was that the chemistry of a team either works or doesn't
> work. If the peer pressure isn't effective, it doesn't seem as if the
> customer pressure is either.
> "Also, do you have the Sprint Backlog, with estimates of hours
> remaining and the Sprint Burndown posted prominantly on the wall and
> updated daily? I've found that once teams can see that, every day,
> they are more conscious of the impact of dropping and adding items
> on the sprint backlog, and of driving all stories to completion in
> the Sprint."
> Yes we do. As a customer I would rather have the team nail 50% of the
> highest priority User Stories in a Sprint than have them think they
> achieved 100% of them and disappoint us in a review with a "letter of the
> story, but not spirit". A game development User Story is typically a hard
> beast to put on a 3x5 card, but most game developers should "know" when it's
> complete. Even a game player should know if it's really "done" or not.
> "As follow up, perhaps you can take a look at what kind of team
> building efforts can be implemented.(Yeah, I know, it sounds hokey,
> but often it makes a big difference in building team pride.) Does
> it make sense to engage in friendly competition with other teams?
> Does it make more sense to post the stats on Stories Committed to,
> Stories Completed, and Stories postponed (i.e. "lost") on a sprint
> by sprint basis up on the wall? "
> This is a good idea...not hokey. On occasion I've wondered if we
> couldn't, say, drop a problem team off in the woods with three matches and a
> pile of 3x5 cards and see if they can learn to survive a week. Seriously,
> this is the kind of thing I'm hoping some of you have used and has worked.
> "Good luck with this. I hope you post and let us know how you are
> overcoming this obstacle."
> Sure will. Most of the teams make this process easy, but if we can find
> ways to help some of the teams that need it, it'll be much a bigger success.
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