The Art of Doing Effective Scrum – Discuss Agile

The Art of Doing Effective Scrum

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This topic contains 2 replies, has 2 voices, and was last updated by Profile photo of Mohammed Javid Mohammed Javid 4 years, 5 months ago.

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  • #8338
    Profile photo of Mohammed Javid
    Mohammed Javid

    As a vendor, one faces the questions on productivity gain from Scrum, faster time to market from Scrum, reduction in cost from usage of Scrum, etc. As a joint ownership does the Client and Vendor together ask themselves the question, Does our Scrum team master the Art of doing Effective Scrum?

    Effective Scrum is not about following Scrum processes religiously, it is about being Scrum within the given team dynamics.

    Scrum is a lightweight framework which has 3 roles, 5 events, 3 artifacts.
    Each of the events can be done just for the sake of doing it or each event can be done effectively to have effective Scrum.
    Each role can be played just for the sake of it or be played effectively to have effective scrum.
    Each artifact can be just for the sake of it or be prepared effectively to have effective scrum.

    As with any skill, doing effective Scrum is an Art. It is about being Scrum instead of simply doing Scrum.
    As it is said Scrum does not fail, doing Scrum fails.

    Many times when we see a game we pass comments on the players. But when we are put in the ground may be we would have done worse than that player. As with most of the skills that look simple when seen from outside and difficult when we actually do it, the same applies to Scrum. It looks too simple but it is extremely difficult to master the Art of doing it.

    Scrum is a team work. As with any team the Scrum team will have changes in the team dynamics, ups and downs in the team performance. Within a given team dynamic, when each role of Scrum is played effectively, all events are executed effectively, artifacts are prepared effectively, it results in high performing team.

    This topic discusses on how to master the Art of doing Effective Scrum. It certainly comes with perseverance and experience. We all appreciate the fact that each team is different as each team has different human beings. One needs to learn from the vast experience shared by others and adapt to the team based on the team dynamics.

  • #8408
    Profile photo of Piyali

    Hi Javid,
    Thanks for submitting the talk proposal for upcoming Agile conference in Chennai. Here is the feedback from our review team:
    The idea is good but they are not sure if you are sharing theoretical ideas or have plans to share some actionable guidance.
    Can you please share some more details about your talk?

  • #8429
    Profile photo of Mohammed Javid
    Mohammed Javid

    Hi Piyali,

    Thanks for the feedback from the review team. Below is more details on the talk that I am proposing.

    The team dynamics takes the team through the stages of transition from forming, storming, norming to performing.
    Each member of the team also passes through the individual phases of forming, storming, norming to performing.

    The Scrum guide has listed the roles, events, artifacts, rules in a short document which needs to be adhered, irrespective
    of the stage that the team is or the stage that the individual team member is. It will quickly bring the visibility on the current stage of the team and will provide opportunity for inspection and adaption.

    The topic will cover the scenarios related to the dynamics of the team and roles.
    The suggestions(actionable guidance) will be provided along with the scenarios.
    The message to the audience will be on the lines of ‘Own Your Baby’, Avoiding instances of ‘Operation Successful, but Patient Died’

    The bottom line will be to refer back to Scrum guide as and when the team needs clarity on roles, events, artifacts, rules of Scrum. At the same time the target is not on doing Scrum but on being Scrum, the target is to get the working software and Scrum is one of the enablers towards it. Scrum too mentions the importance of working software at great depth.

    Few of the suggestions which will be presented in the topic are listed below (they will be mapped to the scenarios during the topic presentation)
    Avoid early mistakes – select right Product Owner, Scrum Master
    Allow the Product Owner to select the supporting Business Analysts
    The Scrum Master has to liaise with the Product Owner and the Management to get the appropriate combination of development team members
    Do not club the role of Scrum Master with the other roles
    After hiring in few developers they can play the role of hiring other developers with the consent of Product Owner
    Evolve supporting roles(part time Architects, SMEs) but have them outside the Scrum team
    Scrum Master has to constantly drive the team towards excellence
    When in doubt about the stage of the team – Shift Left
    Remove the odd one out of team
    Be transparent and honest always
    Give space for the team to breathe, sustain the pace do not overload
    Evolve the product with good quality – Own your baby
    The Product Owner should own the functional evolution of the product
    Development Team should own on technically evolving of the product
    use Scrum guide, but do not treat it as Bible
    Freedom to tailor Scrum guide – Use it diligently with the team concurrence
    Do not forget that the ultimate goal of the team is working software not the process
    Scrum Master has to take steps to make each person feel that they are valuable in the team
    At end of Sprint the Scrum Master can have a discussion with each member of the team individually to mirror on the contributions made by the individual
    During the retrospection the team has a whole should have an honest mirror on what has been achieved
    Each member of team should practice Active Listening
    At end of Sprint the increment should be a working software – no patches please
    Ascertain the stage of team and individuals
    Set targets to move to the next stage
    During forming phase have sessions with the games which are focused on the individual personality building
    During Storming phase have sessions with the games which are focused on individuals contribution towards the team
    During Norming phase have sessions with the games on group contribution towards the goal
    During Performing phase have sessions with the games on aiming higher and rising the bar
    vendor and Customer have to tie in a relationship of trust and transparency
    Unity wins – Unity of Vendor and Customer will reflect in team performance

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