- ... Hash: SHA1 ... The lead, strongly. A few of the team also. Others on the team are a bit quiet so I am not sure. The newest employee on the team is quiteMessage 1 of 31 , Aug 2, 2008View Source-----BEGIN PGP SIGNED MESSAGE-----
Cory Foy wrote:
| Alan Dayley wrote:
|> I ran into an unexpected and strong resistance to a 1 hour meeting
|> introducing the framework last week. I still have strong resistance to
| Is the resistance from the whole team, or a certain team lead?
The lead, strongly. A few of the team also. Others on the team are a
bit quiet so I am not sure. The newest employee on the team is quite
happy to meet. The group manager and department director (not on the
team) were much against the meeting, and still mostly are against any
meeting longer than 10 minutes.
Strongest resistance to the meetings came from those I least expected
it. One of the people based surprises!
| Perhaps do a brown bag / lunch n' learn session. But the fact that their
| schedules are so tight that even a one hour meeting is tough is a red
| flag on many different levels.
Oh yea! Bright, florescent fuchsia, draped over every cubical and
doorway! One of the reasons we have come to at least this point getting
Scrum going are all those flags.
| That's an interesting statement. If I had to take a guess, they want the
| /end result/ of using agile practices like Scrum. What this likely means
| is that they don't even understand what the impediments of their own
| teams are.
Yes, this is true. My discussions with management over the last 10
months or so getting to this point revealed the disparity of perception
between management, middle managers, the team, myself, everyone. We do
excellent work with great results in our market. The fact that we do so
well in our environment is a testament to the skills of everyone
involved. Agile and Scrum will take us to the next level, or so I have
successfully argued. Now the rubber is hitting the road. That causes
friction! But it is fun!
| Have you looked at Fearless Change? I'd also recommend looking at some
| of the Lean topics Alan talked about in one of his replies to you.
Added to the list of things to study. Thanks. Do books under my pillow
feed content to my brain? ;^)
| Amen to that. But you seem to have a long road ahead of you. I hope you
| are able to keep us informed of how things are going!
Several months ago I invited a friend over to our board room for lunch.
~ As an active practitioner of agile techniques, I wanted management to
hear what he would have to say about how it works and how it benefits
him in his work. After the meeting we had a brief discussion as I
walked him to his car. He said the same thing about a long road.
Ending with an emphatic "Good Luck!" He was right and so are you.
Next month will be a year since I first watched the video of Ken
Schwaber's Scrum Google Tech Talk. November will be a year since I
first uttered the word "agile" in the CTO's office. Many discussions
later I finally had official ScrumMaster training two weeks ago. Last
week was the start of a first team with Scrum. The road has already
been long! But, I work for and with good people in a good company. The
journey has been worth it already. I will keep asking questions here
because the support from the group is both needed and very valuable.
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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 byMessage 31 of 31 , Aug 4, 2008View SourceNot 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
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 firstname.lastname@example.org, Alan Dayley <alandd@...>
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> Writing about this topic in my Scrum adoption journal, I seem to
> arrived at a conclusion that should work for me. However, thegreat and
> MUCH more experienced minds here can help solidify my confidence.If I
> may indulge, let me describe my thought train.attempted to
> Our Scrum adoption is going slowly but positively. I have
> teach the team about Scrum and agile principles to allow them toselect
> which pieces they want to adopt as we go. This has worked well withour
> starting adoption of minimizing team effort interruptions andmeeting
> interruptions.anything more.
> But we have stopped adopting and the team has not asked for
> They only have a single, one-hour presentation on the Scrum
> and some written materials in their knowledge bank. I am confidentthat
> they either don't know what to ask for or don't see the practicalvalue
> of specific practices.in the
> We still very much have a Team Lead providing command and control
> most positive way possible. (Another place where a self-directedteam
> is not yet realized.) The Lead has stated two things the pushed meto
> my conclusion, paraphrasing: "We don't need training. We alreadyknow
> how to get the job done," and "Just tell us a practice to do andwe'll
> do it."the
> Overcoming the lack of desire to receive instruction is a slightly
> different topic that I'll choose to ignore at present. Focusing on
> second point, I did not want "command and control" the team in theirScrum in
> adoption of Scrum.
> Then I remembered an question and answer exchange during ScrumMaster
> training. The question was "What is the usual way to introduce
> an organization?" Trainer Michael described a two-day kick offgoing
> through introduction, exercises, creating a real backlog, sprintlearning a
> 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
> new technique, the student must be told what to do and the reallearning
> is in the doing. Especially when learning Scrum, the learning, andpick
> 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
> 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?
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