@AgileCabane this is a common anti-pattern- ppl attending to their performance & not the overall flow. It's a common challenge with any team-centric approach. You need to cultivate a entire value stream perspective.
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@AgileCabane See How to use theory to get past some challenges faced by Scrum teams portal.netobjectives.com/blogs-organize…
And, for all the focus on "self-organization" it doesn't apply when that impedes overall value delivery.
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And, for all the focus on "self-organization" it doesn't apply when that impedes overall value delivery.
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@AgileCabane self-organization, btw, is not why scrum works (see Challenging Why (not if) Scrum Workshttps://bit.ly/36XWW1g )
it's eliminating delays, handoffs and handbacks. ber
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it's eliminating delays, handoffs and handbacks. ber
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@AgileCabane now if the specialists only have a story or 2 it's ok they don't join the team, but otherwise they should act like a team member
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@AgileCabane Not trying to bash scrum here, but don't know how to say this nicely but Scrum's focus on the team and self-organization may work against you - you have to focus on value delivery across teams
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@AgileCabane Why we want to focus on flow while using Lean and Agile
see Challenging Why (not if) Scrum Works bit.ly/36XWW1g
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see Challenging Why (not if) Scrum Works bit.ly/36XWW1g
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@AgileCabane if it's just a story here or there maybe the specialist can just jump in for a story. borrow team member's for when they spend most of their time w/another team. Then you need to see if them spending time on the ceremonies is more than compensated by the time save by the team 7/7
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