Scrum is simple to explain, yet hard to implement. Often the mechanics are executed without adoption of the underlying principles and values. This happens often where management assumes that Scrum is “just for software development” and that nothing else needs changing. In such situations, Scrum roles, artifacts and events are understood in terms of the prevailing traditional mindset:
- backlog as a specification
- sprint as a small project
- ScrumMaster as project manager
- commitment as a fixed date & scope contract
While such an implementation of Scrum might deliver predictable results and lead to some improvements, it often fails to transform the organisational mindset and culture. Your business might do the wrong things righter instead of delivering better and better products to delight your customers. To achieve a transformation of mindset and culture, an organisation needs to avoid the pitfalls mentioned above and adopt Scrum as a framework that inspires everyone to continually challenge the status quo. One way to achieve this is using Scrum sprints as risk-limiting containers for safe-to-fail experiments. This enables you to deliberately discover the potential of your people's capability and your products' value. Reviews and retrospectives need to be leveraged to drive this continuous improvement process. The talk will increase awareness of these types of Scrum and help you to rather “be agile” instead of just “do agile”—using Scrum to drive that transformation.
Olaf Lewitz is agile coach with agile42. As a visiting business influencer, he inspires organisational transformations helping with the adoption of Scrum, Kanban, and XP. Olaf has been helping organisations to improve methods and processes inside and outside software development for more than 10 years. Olaf's pragmatic approach, his strong background in software developmend and agile42's network of experienced coaches enable sustainable growth of organisational effectiveness at delivering customer value. His motto as a coach is that of NannyMcPhee: "When you need me, but do not want me, I must stay. When you want me, but no longer need me, then I have to go."