--- In firstname.lastname@example.org
, "Juan Bernabo"
> I would like to know if anyone has tried to use Scrum and agile
> for organizing bussiness operations and using it instead of traditional
> management and hierarquic structure.
> Does anyone have a good source of information about this?
> I read one book from Semler, it seems that there are options that
> they are not tougth or used in the business world.
> Thanks in advance,
> TeamWare do Brasil
> Especialistas em Processos Ágeis e
> Engenharia de Software
I'm responding with a larger context than you posed. I hope this is
helpful. Most attempts at change fail because we are not trained to
look at our assumptions that enable or limit the possibilities to fix
a problem of the moment.
Like my friend Mishkin, who already responded to you, I have an
abiding interest in continuous learning to help business, including
software development groups, be Lean and Agile with Scrum as a simple
set of starting principles and practices. The biggest difficulty is
getting business leaders to change THEIR habits compared to the
relatively ease of getting the subordinate organizations to invest in
habit change. Those in the trenches are tyically more in touch with
the facts and more able to quickly try alternatives and respond to the
results of those attempts.
Mary Poppendieck describes how she got 3M Corp to introduce lean
principles in her manufacturing group after they were dramatically
losing market share to competitors. Openness to change is often an
act of desparation when they face the fact that they're not competitive.
Here are some references for you:
Jeff Sutherland, the co-inventor of Scrum in 1993 uses Scrum practices
at PatientKeeper where he is CTO. Jeff is the one driving Scrum to
new levels of innovation. It's amazing to see how he has APPLIED the
'inspect and adapt' principle of Scrum to company after company -
mostly in the medical IT field. He teaches a course on Tuning Scrum.
In a more Agile than Scrum fashion companies like Toyota and General
Electric are doing that at multiple levels.
For Toyota's example, see the new book,
"The Elegant Solution" by Mathew E. May
For GE's example, see the 2002 book,
"The GE Work-Out" by Ulrich, Kerr and Ashkenas.
Lean/Agile Coach and Trainer