In The Hitchiker’s Guide to the Galaxy, the entry for planet Earth in its entirety reads: "Harmless." (Though Ford Prefect’s revisions will change that to "Mostly harmless."). That’s the way I feel about Scrum. Mostly harmless. 1/4
Agile works fine without Scrum, of course, and adding Scrum to it is mostly harmless. Unless, that is, you adopt Scrum as a rigid practice framework and thin veneer of fake agility over what you do now, without understanding any of the underlying Agile principles. 2/4
Then it’s not harmless at all. I’d start with Agile sans Scrum. Learn how to provide value to your customers, perhaps using concrete practices like those in XP. Only then, if you feel the need for the formal structural overlay that Scrum describes, add Scrum. 3/4
That’s mostly harmless. 4/4
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I see a lot of comments about customers on Twitter that are just arrogant BS. Ppl say "the customers lie to us" and "never let the customer tell you what to do," often mixed in with "the stakeholders and CEO are idiots." 1/6
People trot out that Henry Ford chestnut about fast horses (which he never said). They show a gif of The Homer (the car). What’s left is the team building whatever random crap pops into their heads without regard to the needs of customers or the business. 2/6
Good luck with that. Believe me, you are not Steve Jobs. That brilliant idea that you’re bulling ahead with, without any input from anybody, is probably complete garbage. You do not know more about what customers need than the customers. Sorry. 3/6
Just took the @Scrumdotorg public open assessment [tinyurl.com/yzkqwhbm], something that I do periodically just to see the sorts of things that they’re testing for. 1/10
I’m pleased to see several questions where the wrong answers include "project manager" [as a team member or person of influence] because the presence of product managers is probably the one most telling indicator of a DarkScrum shop. 2/10
A couple of questions were interesting in that they highlight things that I think Scrum gets really wrong. 3/10
There’s no manager in Scrum, but you can’t just fire all the managers.
Dawid asks a great question. The answer is in systems thinking. All organizations are systems of interlocked components. The only way to change managment structure is to change the whole system. So, how? 1/6
Let’s start with budgeting. It’s best if your teams are stable. Don’t form teams around the work (e.g. projects). Instead, bring work (e.g. products or product-related stories) to the teams. Put another way, fund the teams, not the work. Budgeting that is easy. 2/6
6 people’s salaries * load + overhead. You don’t need a manager for that. The problem now becomes the strategic one of deciding what work is important enough for the team to do. That’s an upper-management, not a team-level project-manager job. 3/6
Was asked how to interview someone for an SM or PO position. I can tell you what not to do: put much value in certificates. Experience in a non-dark Scrum team is the main thing. Those people are hard to find because most of the orgs that claim to be doing Scrum aren’t. 1/5
I guess, then, the things to ask them are things that would uncover whether or not their experience is with Scrum as actually specified or Scrum as usually done in pseudo-Scrum shops. 2/5
E.g. if they think that the SM job is a management job, telling the team how to work or what to do, then run away. If an SM thinks that the job is purely team-level, as compared to organizational-level, the do not understand the "coach up" aspect of the work. Run away. 3/5
Customer empathy and (iterative) problem discovery are central to agile thinking. Excuse the long thread, but this is a big question. First we need to get our terms straight. 1/12
I’m talking about Agile as conceived, not about Scrum (as usually implemented) or SAFe or any of the myriad pseudo-Agile processes and frameworks that have diverged so much from Agile thinking that they’re no longer recognizable as such. 2/12
You need to go back to the Agile Manifesto, which is admittedly too concise, so to understand that, you need to understand the processes it summarizes (such as Extreme Programming [XP]). 3/12
"We’ll get things into our customer’s hands faster by hiring great programmers."
No you won’t.
"What?" 1/5
Well, putting aside the issue that a "great" programmer will become a bottleneck, slowing down the team as they wait for them to get work done, if you don’t have a great continuous integration & delivery system all that great work still isn’t in your customers hands. 2/5
You better work on that first. But wait! Without automated testing, all that work is held up before it can reach your ops system, so better work on that. But wait! 3/5