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Re: [scrumdevelopment] Command and control to start

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  • Alan Dayley
    ... Hash: SHA1 ... You are very correct, Ron. When starting out there was MUCH reluctance to change much of what the team was already doing based on fear for
    Message 1 of 31 , Aug 2, 2008
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      Ron Jeffries wrote:
      | Hello, Alan. On Saturday, August 2, 2008, at 1:42:19 PM, you
      | wrote:
      |
      |> Much room, since we are not yet having them! Based on the practice of
      |> keeping Scrum and the ScrumMaster alive, we are moving slowly toward
      |> Scrum. Retrospectives are extremely important and may be the practice I
      |> next introduce to the team.
      |
      | I would think it would be hard to do the obstacle removal part os
      | Scrum without them ...

      You are very correct, Ron. When starting out there was MUCH reluctance
      to change much of what the team was already doing based on fear for too
      much schedule disruption. This fear came both from the team and
      management. So I did not push for "big" sudden changes. I think I
      should have moved quicker introducing more practices in a small way.

      Which is the point of this thread.

      Retrospectives looked large and so I have not formally started them. We
      have informal discussions after meetings where I gather information
      about the problems the team is seeing. I tackle them as impediments as
      best I can but it doesn't involve the entire team. Retrospectives will
      lead to more team involvement in improvement.

      The more I write and think about this, the more I think retrospectives
      are the next thing to introduce.

      Alan
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    • david.hicks_radtac
      Not sure if this will help but I have often found that people are less than enthusiastic about changing the way they work using an approach suggested by
      Message 31 of 31 , Aug 4, 2008
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        Not sure if this will help but I have often found that people are
        less than enthusiastic about changing the way they work using an
        approach suggested by someone else - whether it be Scrum or any other
        new practice.

        In all circumstances I have tried to identify that person's goals -
        what they are truly trying to acheive in thier work, and what
        motivates them - and then help them to see how the new working
        practices can help them acheive those goals. If I can do this (and it
        is often difficult), then it always helps.

        --- In scrumdevelopment@yahoogroups.com, Alan Dayley <alandd@...>
        wrote:
        >
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        > Writing about this topic in my Scrum adoption journal, I seem to
        have
        > arrived at a conclusion that should work for me. However, the
        great and
        > MUCH more experienced minds here can help solidify my confidence.
        If I
        > may indulge, let me describe my thought train.
        >
        > Our Scrum adoption is going slowly but positively. I have
        attempted to
        > teach the team about Scrum and agile principles to allow them to
        select
        > which pieces they want to adopt as we go. This has worked well with
        our
        > starting adoption of minimizing team effort interruptions and
        meeting
        > interruptions.
        >
        > But we have stopped adopting and the team has not asked for
        anything more.
        >
        > They only have a single, one-hour presentation on the Scrum
        framework
        > and some written materials in their knowledge bank. I am confident
        that
        > they either don't know what to ask for or don't see the practical
        value
        > of specific practices.
        >
        > We still very much have a Team Lead providing command and control
        in the
        > most positive way possible. (Another place where a self-directed
        team
        > is not yet realized.) The Lead has stated two things the pushed me
        to
        > my conclusion, paraphrasing: "We don't need training. We already
        know
        > how to get the job done," and "Just tell us a practice to do and
        we'll
        > do it."
        >
        > Overcoming the lack of desire to receive instruction is a slightly
        > different topic that I'll choose to ignore at present. Focusing on
        the
        > second point, I did not want "command and control" the team in their
        > adoption of Scrum.
        >
        > Then I remembered an question and answer exchange during ScrumMaster
        > training. The question was "What is the usual way to introduce
        Scrum in
        > an organization?" Trainer Michael described a two-day kick off
        going
        > through introduction, exercises, creating a real backlog, sprint
        > planning and go.
        >
        > And it hit me. The described introduction process is "command and
        > control," of a sort. And that makes sense to me now. When
        learning a
        > new technique, the student must be told what to do and the real
        learning
        > is in the doing. Especially when learning Scrum, the learning, and
        > proving value, is definitely in the doing.
        >
        > I know, based on team desires and management reluctance to surrender
        > time for training, a multi-hour "immersion" or an attempt to change
        > everything all at once will not work in my situation. But, I think,
        > based on the Team Lead's desire to be told and an initial
        > "teacher/student" relationship, it safe for me as ScrumMaster to
        pick
        > practices that the team can learn by doing. Command in the most
        > self-directed team manner possible.
        >
        > Any thoughts or insights for me about my thinking here?
        >
        > Alan
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