My head is full Can I go home now?
I am reading and listening to a lot of stuff these days regarding ScrumBut, Shock Therapy, Lean and CMMI, not to mention Agile/Scrum and PMI. I have a question about all this – HUH?
Scrum and Agile started out and, for those of us still living in the day, it continues to be about sustainability, work life balance and most of all having a great time delivering high value. Most of all it has been about continuously finding better ways to instantiate the Agile Manifesto and principles and transform organizations forever.
So what the heck does ScrumBut have to do with anything other than “My way or the Highway” approach to doing Scrum. The only thing odder is this Shock Therapy concept that – according to messages smuggled out from those detained in the gulags – the Scrum Teams fall over everytime the SCrUMMaster leaves the room to take a leak – or words to that effect.
This is too bad too. Somehow I can’t get it through my thick head that this is progress! It falls into the same object class as the ‘mini-pmp’ exam that is being put out.
All in all this could lead to improvements but I do hope they occur before the first “Prep class” for the CSM exam appears. I can see it now. In 2020 CMMI puts out a 400 page auditing guideline that details the examination of organizations indicating they are Agile to ensure they are at ScrumBut clear for the Level 4 audit. And that they have documented processes for implementing and reporting the amount of stress generated during the implementation of Shock Therapy training. This of course will require SPAMIT (Scrum Project Aliiance Management Institute Training) to create an entirely new set of subgroups and studies on the first six chapters of addendums to the Agile Manifesto and an entire reprinting of the 17 volumes explaining the Principles so that the CSM/PMP exam prep industry can retool for the next round of recertification exams.
I might take up smoking again just to be sure I miss all this.
Michael F. Dwyer
"Planning constantly peers into the future for indications as to where a solution may emerge."
"A Plan is a complex situation, adapting to an emerging solution."
----- Original Message -----
From: Tobias Mayer
Sent: Saturday, April 11, 2009 3:23 PM
Subject: [scrumdevelopment] Re: My head is full Can I go home now? // Shock
> Writing software is not like martial arts. Writing software is a creative
> endeavor, where new ideas and behaviors need to be embraced.
> Learning a martial art is about following of a set of rules, and not
> thinking for yourself. It is a flawed analogy.
The analogy in the use you make here is flawed, but not in its original use.
The analogy was comparing simple ideas of progression and the use of
mentoring, not comparing two totally unrelated fields. The analogy leads to
the use of creativity as a master to address contexts not conforming to the
"rules" (e.g. specific katas), and to learn as you go.
> The people we work with usually know a lot more about how to do
> their work than we do. Our job is to simply hold up a mirror, to
> guide, not to teach; it is to encourage, to play, to bring out what is
> good in people, teams and organizations, not to forcefully impose a
> new process.
People can be very good at doing *their* work. But even the experts may not
be expert at doing their work in collaboration with others. By nature we
perceive and behave in ways that detract from effective software development
in groups. This leads to what you say about leading and mentoring, but it
does included teaching. Teaching/mentoring each other and the corollary,
learning from each other is a fundamental aspect of what is expected of
software developers operating in a team development effort. In fact, the
principle of learning/teaching from each other is in stark conflict with
competition, which pervades - infests our field.
Just to look back, computer science has its roots in mathematics, which is
more individualistic and competitive than what corporate software
development demands. So experts may know how to do their job well by
themselves, on say a one-man project, but that expertise may or may not
accomodate the involvement of other people. Moreover, when a paradigm shift
is warranted, typically the more one is an expert, the more one has to
unlearn to make the shift. Stealing an appropriate concept from a Brian
Greene quote, sometimes a slight shift in perspective makes all the
difference in whether a breakthrough is made or not made.
But your general point is valid. To illustrate my agreement with it, after
a major career goal of mine, I took the next step so to focus on the
building blocks for my next major goal. That included (among other things)
I go to work for a particular place where out of over three dozen
organizations I've worked or consulted in, change is the hardest to make.
Simply put, shock, compulsion or otherwise any coercive smell behind some
change is sure to kill it. Due to organizational and HR policies, and its
size, this organization represents the most stubborn challenge for those
aspiring to be change agents.
So my approach, off the top of my head, will include some dependency in
building understanding about the change and making individuals players in
the change process. There are also certain leadership qualities that are
necessary as well.
So, point generlaly made. :)