22756Re: [scrumdevelopment] Scrum "D" and Lean
- Jul 30, 2007Why you didn't make the customer the product owner?
Robin Dymond wrote:
> So, there was this project. We used scrum. We used a new COTS tool. We
> started the work based on our expert product owner's direction. We
> demonstrated the software to our product owner, she was OK with it.
> After 3 iterations we piloted it with customers, and they hated it. This
> was the first big clue we did not take. The business stakeholders
> decided to change the product owner, and so she became a key
> stakeholder, and the visonary became the product owner. But the
> visionary didn't want to show any more software to the customers until
> it was just right, and the COTS tool's much anticipated config features
> were completed and shipped by the vendor. So we no longer showed
> features to the customers, only the visionary, who did not know the
> work. In the spring the project was cancelled. The project was replaced
> by a Lean process redesign and implementation initiative. This Lean
> process redesign effort has been very successful so far. It is fixing
> problems that were out of reach of the team, and the product owners. It
> is addressing the ROOT CAUSE of the problems in the business area. The
> COTS vaporware arrived too late, but more importantly, the
> implementation was based on a faulty premise, that the product owner
> would and could know what to do. The team spent hundreds of hours
> automating a business process that was full of hand-offs, waiting, over
> production, highly manual, etc.
> To me this is a vivid personal experience of how Agile methods can
> really fail to deliver what the business needed. IT set out to solve the
> wrong problem, and the smart, engaged business leaders did not know
> enough to recognize that. If you are doing enterprise software for
> business automation, then Lean is just as important as Scrum to ensure
> you have the right processes, the right backlog and the right business
> agenda for technology to accelerate.
> Robin Dymond.
> www.innovel.net <http://www.innovel.net>
> On 7/30/07, *Ken Schwaber* < ken.schwaber@...
> <mailto:ken.schwaber@...>> wrote:
> Scrum is a very simple process for managing complex work. It has
> many areas in which it is quiet, such as engineering practices,
> planning and estimating approaches, risk management, and others
> because these are situational, dependent on who is using Scrum when.
> People will fill in these blanks and come up with a process or
> approach that helps them accomplish their results best, keeping in
> mind that Scrum will keep pointing out when they are deficient so
> they can continually improve their concocted process. To say there
> is a Scrum "A", "B", "C" or otherwise is to say that there are
> multiple foundations on which to build, when the base Scrum –
> described in the literature – is more than adequate. I believe that
> thinking this way will help us avoid the babble of OO in its early
> years, and also people who "modify" Scrum to remove its most
> important elements.
> As for the connection between Lean and Scrum: you and others know
> lean. You look at Scrum and you can see lean in it. You use lean
> words and thinking to describe what you see. Great. However, Scrum
> isn't based on lean, it just exemplifies some of it as you see it.
> *From:* email@example.com
> <mailto:firstname.lastname@example.org>] *On Behalf Of *Alan Shalloway
> *Sent:* Monday, July 30, 2007 1:47 PM
> *To:* email@example.com
> *Subject:* [scrumdevelopment] Re: Scrum Evolution: Type A, B, and C
> --- In firstname.lastname@example.org
> <mailto:scrumdevelopment%40yahoogroups.com>, "Ken Schwaber"
> <ken.schwaber@...> wrote:
> > There is only one Scrum,
> I am not sure how to interpret this. Are you saying that it is all
> Scrum regardless of where it is applying or that there is only one
> Scrum as defined by some person or body. Please explain more fully.
> Alan Shalloway
> CEO, Net Objectives
> Gold Sponsor Agile 2007
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