3463Re: [scrumdevelopment] Re: question regarding muliple projects against a small team
- May 13, 2004Dear Deborah,
your individual burndown is what I called the personal sprint backlog &
and was one of the experiments I tried 3 years ago during a project. I
can't say it is a good
approach in general. I tried this technique because that team found hard
The team was not as much collaborative as I was willing, their
estimations were oscillating
and they didn't reach a good rhythm. Hence I tried to help them with
the personal sprint backlog.
I tried to divide the product backlog per person to find the problem but
things didn't get better.
I managed the team, organization didn't emerged and in later sprints the
team was not more
cohesive and the productivity was "normal". I think I missed the point:
a lack of values can't be
avoided introducing new practices, this led to a sort of control that
I think the team should collaborate as it was one single organism. To
show the difference between
productivity (or other metrics) don't help the team to be more cohesive.
They know what is going on. We, as ScrumMasters, should help them to
work better and not to
show them they don't do it, (imho). This is the hard part of the Scrum
method, the tacit knowledge that
Ken cannot to teach us at the certification classes or in his books.
What do you think about it?
Deb ha scritto:
> I guess I'm responding to different aspects of this post in a couple
> of sub-threads...
> Dave, just to be clear, how do you see the Individual Burndown as a
> way to track performance? It seems to be missing so much information
> (that Scrum does not record) that it could only serve
> to /misinterpret/ performance, and it seems to me that the people
> using it would know that... but maybe you are seeing something
> PS: people are not necessarily responding to the Individual Burndown
> aspect, are they? There are a bunch of worksheets there... My
> assumption is: if you are using XP then the Indiv Burndown is
> probably extraneous.
> --- In email@example.com, David A Barrett
> <dave.barrett@l...> wrote:
> > Ok, so now I'm a little worried.
> > The more I think about it, the less comfortable I am with Deb's
> > and the way it focuses on the individuals' performance. This
> > totally with what I perceived to be key component of the Scrum
> > the team aspect.
> > In the ScrumMaster course, Ken made a point about ensuring that the
> > scrums were about the team members reporting to each other. He
> > doing things like avoiding eye contact with the team members in
> order to
> > avoid having them report *to* the scrummaster. I can think of
> > other examples where he went out of his way to stress that the
> > scrummaster's role was *not* to organize and control the team's
> > The chicken and pig concept, which seems to be a pillar of the
> > puts the emphasis on the team and shared goals.
> > So why am I worried? Well Deb puts up the spreadsheet which
> appears to
> > shift the focus from teamwork back onto individually managed people
> > individual goals which are (probably) assigned by management, and
> the next
> > thing we see on this list are a whole bunch of posts from people
> > they think this is really cool. So then I wonder if people are
> looking at
> > this and saying to themselves, "Hey, this is the missing link! I
> > implement Scrum while still keeping my subordinates directly
> accountable to
> > myself, and I can maintain control on an individual basis".
> > Now the last thing I want to be is dogmatic, but I'm thinking that
> if you
> > are managing your team with this spreadsheet (and the management
> style that
> > it implies) then it's not Scrum anymore. It may be effective, it
> > support iterative and incemental, but it's not Scrum. If it's not
> > what does that mean?
> > Perhaps if Mike or Ken could step in at this time and express an
> opinion it
> > would help to clarify this for me.
> > Dave Barrett,
> > Lawyers' Professional Indemnity Company
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