Hi Mark, thanks for the content, it's great. The link to download the book doesn't work for me. Is it possible to access it in a different way? Thank you!
I find that on a highly motivated self-organizing team, roles tend to be a lot more fluid and don't require or benefit from nearly as much definition as on teams with low motivation and lack of self-organization. This isn't a matter of escaping something difficult. It is just a matter that when everyone is totally committed to success as a team, they will all do their part to create a success even if that means the business owner is writing some code, or a tester is helping fill in change management documentation, or a scrum master is helping do testing or defining business requirements.
@@MarkShead assuming a situation that in my team there some people who are not motivated and self-organized enough. what can I do in such a situation? Do I have to fire them up and say good-by and hire a new person? we know that we faced this situation a hundred times so let me know what is your decision?
Excellent Mark. A reminder from my mentor Beedle: Scrum is Lean and Agile is Lean + Customer (People) Implication. Our Coach AF would love to have you on our show Dare Real Agile, would you ?
Great info and content but your editors need to stay on the business landscape as others have eluded to. The rockets and wandering through scenes is beyond confusing. A channel w this great of insights will grow tremendously with on par editing. Thanks for the helpful content.
In this video you seemed to just be repeating the same sentence in different ways. I think you needed particular example where someone is doing SCRUM but not AGILE. It is easy to see AGILE without SCRUM since SCRUM is just a set of roles and meetings.
Scrum is a framework, which is a model and therefore inherently superficial. Any framework should support understanding Agile values in a learning environment. So yes, Scrum is great way to learn about Agile. It, unfortunately, is also very easy to fall into some trap of implementing Scrum as an organisational model and get really frustrated about how Scrum does not support your organisation's goals. Your organisation should be optimised for reaching your goals, not for following some framework. If a fairy godmother comes in and sprinkles Agile fairy-dust in everybody's eyes, that might also work - why bother with Scrum in that case? I know of quite a few large, multinational, global digital companies that are very Agile and only utilise some roles, artefacts and events which are part of Scrum. There is an industry that will sell you books, trainings, coaching and what not to support an 'Agile Transformation' with the intent of making teams use Scrum. I have seen a lot of value being created in that process; transparency, focus and renewed energy and momentum being some of those. I have also seen organisations stop changing and evolving because "the Agile/Scrum Transformation was completed." When talking to C-suite folks, Scrum Terminology and Kanban boards are very recognisable features, also the aspect of high-performance teams is very attractive. In that sense, I am very grateful to all the marketing around Scrum. It is a bit of a trojan horse, as discovering and resolving impediments to Agility when executing Scrum can be a bit of a soul-searching process and seem quite contradictory to the 'business case for Agile' at times. Scrum is not the end-state of Agile, it's more of a start on your specific journey. Any Scrum application should be based on an understanding of the facts that: 1. Scrum is collection of practices that existed before the Scrum guide was written and these same practices are continuously evolving - and 2. These practices exist to implement habits that will guide learning about values through intentional behaviour.
You did an excellent job on this video Mark! Very well said and illustrated! Be encouraged!
You are an excellent instructor- love the format
Mark, excellent. I have been trying to explain that Scrum supports the Agile principles and is not Agile in itself. Thanks for the video.
So glad you found it useful. Thank you for taking the time to comment.
Great Video. Thanks for uploading it in youtube.
Our pleasure! Glad you thought it was useful.
Hi Mark, thanks for the content, it's great. The link to download the book doesn't work for me. Is it possible to access it in a different way? Thank you!
Roles and Responsibility, Scope should be clear. People who like to just escape the moment of difficult situation misuse or abuse the agile.
I find that on a highly motivated self-organizing team, roles tend to be a lot more fluid and don't require or benefit from nearly as much definition as on teams with low motivation and lack of self-organization.
This isn't a matter of escaping something difficult. It is just a matter that when everyone is totally committed to success as a team, they will all do their part to create a success even if that means the business owner is writing some code, or a tester is helping fill in change management documentation, or a scrum master is helping do testing or defining business requirements.
@@MarkShead assuming a situation that in my team there some people who are not motivated and self-organized enough. what can I do in such a situation? Do I have to fire them up and say good-by and hire a new person? we know that we faced this situation a hundred times so let me know what is your decision?
So good!
Excellent Mark. A reminder from my mentor Beedle: Scrum is Lean and Agile is Lean + Customer (People) Implication. Our Coach AF would love to have you on our show Dare Real Agile, would you ?
Yes. I'd be very interested in coming on your show. Send me an email to discuss: mark dot shead at xeric.net.
Great info and content but your editors need to stay on the business landscape as others have eluded to. The rockets and wandering through scenes is beyond confusing. A channel w this great of insights will grow tremendously with on par editing. Thanks for the helpful content.
In this video you seemed to just be repeating the same sentence in different ways. I think you needed particular example where someone is doing SCRUM but not AGILE. It is easy to see AGILE without SCRUM since SCRUM is just a set of roles and meetings.
Scrum is a framework, which is a model and therefore inherently superficial. Any framework should support understanding Agile values in a learning environment. So yes, Scrum is great way to learn about Agile. It, unfortunately, is also very easy to fall into some trap of implementing Scrum as an organisational model and get really frustrated about how Scrum does not support your organisation's goals. Your organisation should be optimised for reaching your goals, not for following some framework. If a fairy godmother comes in and sprinkles Agile fairy-dust in everybody's eyes, that might also work - why bother with Scrum in that case? I know of quite a few large, multinational, global digital companies that are very Agile and only utilise some roles, artefacts and events which are part of Scrum.
There is an industry that will sell you books, trainings, coaching and what not to support an 'Agile Transformation' with the intent of making teams use Scrum. I have seen a lot of value being created in that process; transparency, focus and renewed energy and momentum being some of those. I have also seen organisations stop changing and evolving because "the Agile/Scrum Transformation was completed."
When talking to C-suite folks, Scrum Terminology and Kanban boards are very recognisable features, also the aspect of high-performance teams is very attractive. In that sense, I am very grateful to all the marketing around Scrum. It is a bit of a trojan horse, as discovering and resolving impediments to Agility when executing Scrum can be a bit of a soul-searching process and seem quite contradictory to the 'business case for Agile' at times.
Scrum is not the end-state of Agile, it's more of a start on your specific journey. Any Scrum application should be based on an understanding of the facts that: 1. Scrum is collection of practices that existed before the Scrum guide was written and these same practices are continuously evolving - and 2. These practices exist to implement habits that will guide learning about values through intentional behaviour.
AGILE is a philosophy.
4:08 of nothing.
I'm sorry it didn't feel it was worth your time. Does this not match your experience in looking at software development teams?
Very confusing video!
3:00 onwards is the difference clarified. listen carefully to that section.
What the...??
Questions on the giant ants or the idea that you can do Scrum things without being Agile?