The Scrum Handbook description can help your organization finds ways to improve, regardless of what methods or agile practices they have implemented.
Only 10% of organizations are achieving ‘The Promise of Scrum’ (a 3x or more increase in performance). Why are 90% of organizations failing to achieve this promise?
- Partial adoption of Scrum
- Dangerous Hybridization with other methods[2]
- Paradigm Induced Blindness
- Not embracing Scrum at all organizational levels.[1]
Is your organization part of that 90%? If so, read on.
We can talk Scrum theory until we’re blue in the face, but finding ways to make Scrum work in your reality, especially if that reality is a distributed workforce, requiring two Product Owners in two locations – one PO with the Stakeholders and one PO with the Scrum Team – that’s where the real learning is. That’s The Scrum Handbook description . First, understand Single-Team Scrum (STS) then understand Multi-Team Scrum (MTS), combined these from the corner stone description of modern scrum.
It is simply not enough to send your teams to Scrum Handbook Whitepaper training or bring in a coach. You need to build up a deep commitment organization wide towards relentless improvement and change. The commitment to improvement works well when it comes from everywhere and is owned by everyone. Indeed, stating you are going to improve is setting yourself up for failure. The statements are too bold and big to be done all at once and often blind us to simple small steps we are agree to make – right now. Leadership must work at facilitating a change mindset and the teams must work at simple working-agreements that they can make and hold each other accountable to – The Scrum Handbook description .
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Notes and Sources
- Change Agent: The Scrum Dictionary: published, 2012.
- Exploring Scrum: The Fundamentals 2nd ed., Rawsthorne, Shimp, 2012