• Category Archives Scrum

  • Scrum Value #5 – Like An Open Book

    Posted on by Tim

    Part 5 in a 5-part series. This post covers Openness. How much do we know about the work being done? Or better yet, how much do we know about the work not done? These are critical questions that openness seeks to answer.

    The fifth value;

    The Scrum Team and its stakeholders agree to be open about all the work and the challenges with performing the work

    Scrum.org

    Occasionally, I share quotes about being open and transparent from my time in the Navy.

    • “You do not want to be the senior person with a secret.”
    • “Bad news does not get better with age.”

    These quote illustrate how suboptimal outcomes can happen when people are keeping work details held closely.

    There are many reasons for this behavior. Below is a short list of negatives that impact open, candid conversation:

    • Loss
    • Penalty
    • Pushback
    • Ridicule
    • Strife

    A good way to describe this list is a “lack of psychological safety.” I wrote a post about supporting this concept titled, “To Be Creative Nurture And Spark Psychological Safety“.

    Seek openness

    Aside from changes in work culture, open conversations are created by looking at work objectively. Techniques and tools enable conversations that focus on activity rather than personal preference.

    It takes practice to overcome awkward moments during discussion. As a result, showing the work done or to be done is a way to avoid shifting focus.

    In an office, an open wall, adhesive notes, and felt-tipped markers support dialogue. Alternatively, online platforms support remote collaboration and work planning. The three websites below are worth considering:

    • Butter – https://www.butter.us/
    • Mirro – https://miro.com/
    • Mural – https://mural.com/

    Separately, the resources below are helpful for facilitating open conversations.

    In conclusion, openness is essential to getting work done. Additionally, being open helps solve problems that stop work from getting finished.


    Scrum

  • Scrum Value #4 – We All Need A Little R-E-S-P-E-C-T

    Posted on by Tim

    Part 4 in a 5-part series. This post covers Respect. When we respect each other, we acknowledge our humanity as a team. Each of us is different. We have different experiences. As well, ideas about how to work. This is the space where regard is essential.

    The fourth value;

    Scrum Team members have respect each other to be capable, independent people

    Scrum.org

    When our daughters were young children, I would say to them the following about their friends’ behavior.

    “It’s not right, it’s not wrong, it’s just different.”

    The same applies to our teams. Also, it extends to the organizations where we work.

    Respect each other

    Sometimes we will disagree. That’s OK. In my post about Scrum Value #3, I covered disagreement.

    Never forget we are all human and each person deserves respect. As capable, independent people, we can inspire esteem in our teams.

    How we act toward each other is a key indicator of how much we value our teammates. The language we use is important and how we treat each other inside and outside team interactions.

    We have the power to increase or decrease trust. This is based on how much or how little we appreciate each other.

    To conclude, I like how Stephanie Ockerman lays out this value on the Scrum.org blog:

    Credit to Stephanie Ockerman

    Value 1, Value 2, Value 3, Value 4, Value 5


    Scrum

  • 3 Thoughts For Finding The Voice Of The Customer

    Posted on by Tim

    Teams creating products and services need the voice of the customer to inform their choices. Customers determine value. They will pay for what is an equal exchange of money for products or services.

    What happens when the customers can’t be engaged?

    Do their needs, wants, and desires get considered during development?

    I’m reminded of this simple line from “The Lorax” when I think about customers.

    ― Dr. Seuss, The Lorax

    Their insights are important. Customers are in the driver’s seat, we just seem to forget that fact, occasionally.

    Finding the voice of the customer

    I like simple lists. Easy to read, better for keeping in mind.

    • First, talk with customers
    • Second, survey customers
    • Third, represent customers

    Realistically, we can talk with customers without much trouble. But, sometimes we can’t talk to them.

    Instead, we can survey them. We have to be direct and not steer the survey to our way of thinking. Considering biases, this is tough, but not impossible.

    Once have enough information, we can represent the customer. We can create composite customers who represent many insights our actual customer share.

    It’s all “meta” beyond real customer interaction. Even then, we’re getting a sample of all current and future customers.

    For most of us, it all seems complicated. In reality, it’s not. It’s like deeply listening to family or good friends.

    Customers deserve our attention and time. Just like family and friends.


    Agile Scrum 📎and tagged

  • Scrum Value #3 – Agree Or Disagree, Commit, And Act

    Posted on by Tim

    Part 3 in a 5-part series. This post covers Commitment. Agree or disagree, it doesn’t matter. What does matter is committing.

    The third value;

    People personally commit to achieving the goals of the Scrum Team

    Scrum.org

    One of my former IBM colleagues, says it something like this way.

    “We agree and commit, or we disagree and commit, we just need to commit to action.”

    Mo Shah

    At times, team members fail to personally commit to achieving a state goal. There are many reasons for this. It’s different for each person.

    More frequently, the team fails to set goals. That’s a bit of a “mic drop”.

    Agree or disagree just commit

    Problem-solving is never easy. It is a part of life that is unavoidable. As a result, it takes courage to tackle challenges.

    Gaining team alignment is challenging as well. Defining team goals is worth the effort to avoid friction.

    If there is disagreement about a goal, objective, or outcome then the difference can be worked out.

    A disagreement should not prevent team commitment.

    If Scrum is being properly applied, then changing goals in future Sprints is acceptable to address the disagreement. This goes to the heart of being transparent, inspecting the outcome, and adapting to get a better outcome.

    A wonderful, potential outcome is alignment as work is progressed. The act of moving forward can be a catalyst. As a result, commitment can help in getting past disagreement.

    Value 1, Value 2, Value 3, Value 4, Value 5


    Scrum 📎and tagged

  • 3 Reasons For Why Team Values Matter

    Posted on by Tim

    Below are the three reasons why team values matter. Just as waves destroy unanchored ships in the safest harbors, unexpressed values leave us disconnected.

    1. Act as a usefulness measure
    2. Serve as a north star
    3. Remind us to be our best

    Onboard the USS ARCHERFISH (SSN 678) we had an emergency underway happen. The squadron and group commander tracked a hurricane heading toward Groton, Connecticut.

    We were tied up to the pier. All the “boats” in port received orders to leave port quickly to avoid the storm.

    I recall getting to the dive point and spending about 48 hours rolling beneath the Atlantic Ocean. At below 400 feet deep, we still felt the power of the hurricane churning above us.

    Our commanders upheld U.S. Navy values. Those principles were “honor, courage, and commitment.”

    They showed courage by sending us to the sea. We honored their courage toward us. We committed to keeping our ship safe during the storm.

    For every team, values matter

    I have been writing this year on values. Agile values. Scrum values.

    This is a post on team values.

    The team can get lost if they don’t define their standards. They may not get lost immediately but over time.

    Actively writing out team principles helps to create a shared identity.

    As well, axioms help to shape positive behaviors. Additionally, they help influence outcomes.

    Anchoring, guiding, and reminding are actions a team can use to maintain objectivity.

    Since none of these are individual or personal, they serve the team. Indeed, the team decides how it wants to define itself.

    2022 is half-finished. I challenge you to look at your team’s values. If they don’t measure up to the team’s expectations, then change them.


    Agile Scrum Teamwork 📎and tagged

  • Plan Vs. Act – Rise To The Challenge

    Posted on by Tim

    As humans, we want a degree of certainty day-to-day. We plan for how we want our actions to work. And yet, all the planning in the world fails if we don’t act. We have to act, to rise to the challenge.

    I wrote about a quote from Dwight D. Eisenhower last year. You can check it out here.

    2022 is nearly half complete. What actions have you taken professionally and personally this year?

    In the agile product and service development space, teams retrospect after completing timeboxed work.

    As humans being, we should do the same. Retrospective looks back help us evaluate our progress and tune our performance.

    Actions yield results. It takes courage to look at those results and begin asking questions.

    Time to rise to the challenge

    Normally, when teams perform a retrospective, three questions are asked.

    • First, what went well?
    • Next, what did not go well?
    • Last, what do we want to change?

    If the only action being taken is planning, what results or outcomes can we expect? Plans don’t magically happen to get executed.

    James Clear wrote about motion and action together in “Atomic Habits”. Importantly, know there’s a difference between the plan (which is motion) and the work (which is action).

    Cover of Atomic Habits by James Clear

    It’s not enough to get thoughts on paper. To clarify, follow-through is essential.

    As a result, action is required to increase or sustain momentum. Finally, consider this quote.

    It’s easier to act your way into good thinking than it is to think your way to good action.

    Bill Gove, the father of professional speaking


    Agile Scrum Teamwork 📎and tagged

  • Scrum Value #2 – Focus On The Work Ahead

    Posted on by Tim

    Part 2 in a 5-part series. This post covers Focus. Distractions and busyness slow progress. Being busy is not being productive. Creative teams must focus on the work ahead.

    The second value;

    Everyone focuses on the work of the Sprint and the goals of the Scrum Team

    Scrum.org

    Given the fact that Scrum is an additive framework, processes outside Scrum can be used to help focus the team.

    This means making changes to how teams work. It means creating and maintaining working agreements.

    Restoring focus on the work

    Discovering what improves team focus is important. Unfortunately, the focus is not generally considered a priority action or behavior.

    Here is an example of how refocusing might happen.

    Some companies start applying Scrum with teams that are spread across several projects.

    If transparency is supported, then context switching is revealed. As a result, a choice is on the table for leadership.

    In some cases, that choice leads to having dedicated teams.

    Additionally, fear can cause teams to refocus. It’s not preferred, but it is effective.

    Alternately, making work visible enables focus. Because having the work physically or virtually in front of the team helps improve focus.

    Finally, look for opportunities to help teams focus. As a result, you will be surprised at what you find when you look!

    Value 1, Value 2, Value 3, Value 4, Value 5


    Scrum 📎and tagged

  • Agile Principle #3 – Get Splendid Products And Services More Frequently

    Posted on by Tim

    Part 3 in a 12-part series. This post covers frequent delivery.

    In part two of this series, Blake McMillan covers Change as a Competitive Advantage. He covered this the point that stands out, ” . . .we balance the speed with the value by avoiding churning out things that no one wants. . .”.

    As well, “We are trading time for potential value. That intense focus on value is a differentiator even though it seems like common sense.” Blake hit on avoiding waste and time value, two concepts that we should and can maximize.

    This leads into the third principle:

    Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale.

    Principles behind the Agile Manifesto

    This is one of the more challenging principles to execute. Frequent delivery requires a thinking shift for creating products and services.

    Now, conversations focus on what can be built in a short time to see if it meets customer needs. As well, it puts creative people and people who will use the product or service into an uncomfortable place.

    This place enables discovery. The process inspires learning.

    A result, is going back to what worked before. The ages old process of open chats and hand drawn sketches before doing work becomes new again. We seem to have lost touch with that fact.

    Doing a search of incremental product delivery show several drawings to show the point.

    Henrik Kniberg drew a picture that mostly captures the intent of incremental delivery. It can be found on his blog at this link.

    Frequent Boat Delivery

    The drawing below shows a different view of the point.

    Incremental boat delivery

    The boat is useful as built. The design is sound and will keep the customer dry. Given enough time and human effort, it will cross a lake.

    Look at how the boat is powered. The power method shows magic of frequent delivery. With each new increment, the boat gets closer to the customer’s needs and wants.

    The final increment is a boat powered by an inboard engine and an outboard propeller. As well, steering is also delivered incrementally.

    For a moment, consider the sketches above as concept prototypes. As a result of customer conversations, these sketches evolve one after another. A next step then is a physical prototype.

    Frequent delivery doesn’t have to be “the real thing in real life”. Smaller, less significant releases matter more than a new, full-size boat in the parking lot.

    Testing an idea before it reaches production helps to validate understanding of what the customer needs and wants. Better to make a small investment in time and money than build a hotel like the one below which is unfinished in North Korea.

    Ryugyong Hotel, North Korea – Photo credit Associated Press

    Blake moves us on to collaboration. He covered Principle #4 of the series at this link.

    Principle 1, Principle 2, Principle 3, Principle 4, Principle 5, Principle 6, Principle 7, Principle 8, Principle 9, Principle 10, Principle 11, Principle 12


    Agile Scrum 📎and tagged

  • Servant Leadership: The Essence Of Being A Navy Chief

    Posted on by Tim

    One of the hardest concepts for me to describe is the “how” being a U. S. Navy Chief Petty Officer transformed me. We have a saying, “Once a Chief, Always a Chief.”

    While browsing my LinkedIn feed, I saw a link blog post with a curious title.

    USNI blog post title

    U.S. Naval Institute Blog (usni.org) – blog post link

    The history of the Navy Chief (short for Chief Petty Officer) is rich. I don’t have enough time to cover all the bases, but it’s unrivaled by any other position in the U.S. armed forces.

    The author, Tony Palmer, noted content from the letter that former MCPON (Master Chief Petty Officer of the Navy) Mike Stevens wrote in 2014 which explains how I was transformed.

    In his December 2014 “Letter to the Mess” MCPON Mike Stevens defined the chief petty officer rate by stating, “A Chief Petty Officer is a quiet, humble, servant leader. We have the responsibility to establish and maintain the conditions that provide all of our people the opportunity to be successful and accomplish whatever mission we have been given. And we do this while treating one another with dignity and respect.” Stevens went on to quote the British writer and lay theologian, C. S. Lewis. “Being humble is thinking less of yourself and thinking more about others.” His final sentence reflects the essence of his vision for a humble leader, “Being mindful that the more senior you become, the more people you serve.”

    Tony Palmer (emphasis above is mine)

    For me, Mike nailed the “how”. I saw servant leadership modeled by Chiefs.

    As a result, I became the person I saw modeled. In the Agile product and service development space, we talk about servant leadership. I lived it before joining the Agile community.


    Scrum Teamwork 📎and tagged

  • Scrum Value #1 – Courage To Tackle Tough Challenges

    Posted on by Tim

    Part 1 in a 5-part series. This post covers Courage. Problem solving is never easy. It is a part of life that is unavoidable. As a result, it takes courage to tackle challenges.

    The first value;

    Scrum Team members have courage to do the right thing and work on tough problems

    Scrum.org

    Courage takes different forms in varied contexts. When I was in the military, it was doing work I was afraid to do. I chose to sail onboard submarines. As well, I chose to deploy to Afghanistan.

    In business, our context is different. Courage is overcoming the fear of speaking up when an observation could be unpopular. It is telling the team to stop work to fix a defect that leads to unsafe conditions.

    The examples above cover doing the right thing.

    Working on tough problems is less clear.

    I’ve heard teammates tell me, “It impossible to solve.”

    My response, “You’re probably right. If it weren’t impossible, what might the solution be?”

    That response take courage as I’m committing myself to exploring options and asking for ideas. It is painful to get past resistance and reaction.

    How To Find Courage To Tackle Challenges

    In my observation, finding courage is a series of small steps. I resolve myself to stink at what I’m seeking to find. I commit to doing small acts that require courage then build from one action to the next action.

    For example, Toastmasters meeting have a section called “Table Topics”. For two minutes a speaker talks about a random topic base on a card picked by another club member. It is a way for new members or visitors to act courageously and face public speaking fear.

    As well, Toastmaster clubs promote psychological safety for new public speakers. The clubs are gears to overcome fear through positive feedback. It is an amazing way to, step-by-step, exercise courage.

    Consider example above the next time the team is faced with a challenge. Use it as a starting point for developing courage to tackle challenges.

    Value 1, Value 2, Value 3, Value 4, Value 5


    Scrum Teamwork 📎and tagged