polopoly
scrum@polopoly
scrum@polopoly
Or why we needed to create a Lean Culture
Polopoly Web Content Management
Began with Scrum autumn 2007
The 15 Scrum word we use
- The things we can talk about
Product Owner
Scrum Master
The Team
Pigs
Chickens
Product Backlog
Story
DOD
Sprint
Sprint Planning Meeting
Sprint board
Daily Scrum Meeting
Burndown Graph
Sprint Review Meeting
Sprint Retrospective Meeting
Good, but also a lot of problems
Technical difficulties
Specialist teams
Long sprints
Hard to reach goals
Lots of trouble with support and defects
To much planning
And more...
Theoretical difficulties
How make people trust the 15 simple Scrum rules and artifacts?
How to do all the daily micro decisions?
Choosing road
Either become experts on the Scrum manualsThat is, find the answer to all questions by finding practical suggestions from the books
Or internalize the principles that make Scrum work
We choose the principles
No litterary exegetic
But building a culture where one feels what is right
But how do you build a culture?
And from what?
We found help outside of Scrum
The Team
Make a cult of quality
Provide lots of satisfying closures
Build a sense of elitness
Allow and encourage heterogeneity
Testing, testing, testing
The Process
Lean ground rulesEliminate Waste (JIT)
Expose problem (Stop-the-Line)
Pull system
We try to express the culture (every day) through a number of phrases
the Right thing, the Right way, Regularly
"Art of the possible"
"Inspect and adapt"
"One piece flow"
"Stop the line"
Don't overdo it
"Eliminate waste"
"Cross-functional teams"
"JIT planing" - "Last responsible moment"
"Adapt to Capacity"
Closed door politics
Now it is working much better