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REAL LIFE SCRUM
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Though new Agile approaches, like “Lean startup” and Kanban, are emerging and XP practices are being rediscovered, Scrum is still by far the most popular method used for Agile delivery and transition (VersionOne, 2011). This
is not by coincidence. Scrum is easy to understand and communicate and can help organisations reap the first benefits of Agile by presenting a simple framework for Agile management.
Having worked with Scrum for 6 years in a variety of settings, as Scrum Master, Product Owner, mentor coach and trainer, in small startup-like set- tings and big corporate bureaucracies, it is, however, also clear to me that many teams and organizations are not gaining the long-term benefits. Issues can be many and, to a large extent, originate from misunderstanding and misuse of the Agile and Lean values and the practices upon which Scrum is built.
In this mini-book, I have tried to collect the most typical situations we encounter when working with Agile teams and organizations and our expe- riences whilst dealing with them. Though all contexts are different, it never ceases to surprise me how many similar problems people face across very different organizational, cultural and geographical environments. Most of these problems seem to stem from a lack of understanding of the Lean and Agile principles upon which Scrum is built and an occasionally naive ap- proach to change management. It is too simple to say that “Scrum by the book” is bad or that “Scrum but” is a failure, since neither will get you very far if you do not understand why you are doing it and the actual tradeoffs you are making. Though you are very welcome to read the book front to back, I would suggest that you start by picking those subjects that resonate with your situation from the table of contents. All chapters can be read individually and I have strived to cross-reference as little as possible.
For the reasons stated above and the fact that I truly believe individual solutions must be found to deal with individual contexts, this book is NOT about finding THE right answer, but aims to highlight common problems for teams and organisations in their continuous transition to a more effective use of the principles behind Scrum. It is about solving real problems when working with Scrum and prioritizing value delivery, motivation and customer satisfac- tion higher than the process itself.
Liz Keogh - Personal Name
1st Edtion
NONE
REAL LIFE SCRUM
Management
English
2012
1-74
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