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This week, Dan Neumann is joined by Chris Pipito, Agile Coach, to talk about Scrum cling-ons and culture shift.

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In this episode, Dan and Chris are talking about the aspects that cling to the Scrum framework and really impede organizations\\u2019 ability to shift cultures from where they were to a point where there are more Agile stands using the Scrum structure. Dan and Chris dive deep into the roles of Scrum, the struggles faced when trying to achieve a culture shift, the real purpose of sprint reviews, and how to narrow stories (instead of splitting them) among other valuable inputs on the matter.

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Key Takeaways

\\u25cf The three roles of Scrum: The Scrum Master, Developers, and the Product Owner.

\\u25cb Product and Portfolio managers do not exist in Scrum.

\\u25cb For anyone who does not fit into these three roles, there is a need to find a place in the organization where the employee\\u2019s skills can be applied and are valued.

\\u25cf What is really a culture shift?

\\u25cb The team sizing is an important matter as well as not having the team departmentalized bureaucracy.

\\u25cb The necessary organization needs to be in place for different departments to work together.

\\u25cb In most organizations, people don\\u2019t even read the Scrum Guide and they work with people who don\\u2019t have the proper certifications either, then, as a result, the entire experience with Scrum and Agile is not that satisfactory.

\\u25cf The cling-ons make it easier not to change behaviors.

\\u25cb Is the team clear about the reasons why they are building something? What is the goal that the team is looking to achieve? Standardized forms sometimes do not contribute to the overall goal of a project.

\\u25cb Are you talking directly with your customer?

\\u25cb What is really the point of the Sprint Review? To inspect the increment and respond to the new information.

\\u25cb Teams who work on properly-sized stories check on the customer to make sure they are on the right path; this is much better than assuming they are right.

\\u25cb Narrowing stories is different than splitting them; you need to keep the overall objective you are trying to achieve as well as all the different things that you will be able to do, then narrowing that to a \\u201chappy path\\u201d to build it, without missing the core functionality of what you are trying to reach.

\\u25cf What are the challenges to be confronted in order to make a shift towards Agility in an organization?

\\u25cb Regarding departments, the teams\\u2019 sizes need to be appropriate.

\\u25cb Make sure you look for the skill sets that are needed in each team before just assigning one.

\\u25cb Assess the resource allocation fallacy: It\\u2019s not about \\u201cgetting the maximum utilization out of the fungible resources\\u201d

\\u25cb Tip to try in bigger organizations: One group could be separated and treated as if it is an entire organization and show them the results of what is coming up. Sometimes this might mean keeping \\u201cmanagement\\u201d out.

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Mentioned in this Episode:

The Fifth Discipline: The Art & Practice of the Learning Organization, by Peter Senge

Mob Programming: A Whole Team Approach, by Woodie Zuill and Kevin Meadows

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