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