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Scrum is simple & easy. What to look for when it's hard

March 18, 2018 — Posted by Al Shalloway

I hear-Scrum is simple to understand, difficult to master. Of course, most anything’s difficult to master. But I think they’d agree w/it’s difficult to use effectively. The problem w/ this statement is that it’s not accurate-I’ve seen teams become effective almost immediately w/Scrum

Scrum’s being difficult's often due to the following:

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Scrum as Example

March 17, 2018 — Posted by Al Shalloway

For a community (Agile) that's purported to be about learning new ways, I'm always surprised about how whenever I mention a new way of doing something the "that's not possible" vs "how'd you do that" runs over 10 to 1.  I am asserting (meaning I have evidence) regarding a new way of doing Scrum training that gets past the inability to write small stories.  I've written it up here -

https://lnkd.in/gwidbk8

Also check out 

https://lnkd.in/gaZGCKH

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What Scrum Masters Need to Learn & What the Team Needs to Learn-Not the Same

March 16, 2018 — Posted by Al Shalloway

Part of the reason Net Objectives broke w/the Scrum Alliance 10+ yrs ago was our wanting to provide team training to new Scrum teams instead of Scrum Master training. These 2 roles are quite different. I’d suggest that the Product Owner role is closer to the development team role than the SM because they define the “what” for the team & engages with them in building it.

Here’s a list of what these 3 roles need to be trained in:

PO, SM, Team

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Scrum As An Interface Instead Of An Abstract Class

March 15, 2018 — Posted by Al Shalloway

Someone on a discussion group commented: Scrum is like an abstract class. The team must "subtype" the class appropriately for the particular situation to actually deliver high quality working software sustainably. The Scrum Guide does not tell you how to do that because the appropriate things to add vary from situation to situation - no single process is appropriate for all situations.

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I'd Settle For One Why

March 14, 2018 — Posted by Al Shalloway

I've been doing Lean in one form or another for decades. One of the key practices is "asking 5 whys" to get to the root cause of issues. Many times I've helped clients use the 5-whys to discover their core problems which ended up being not where thought they were. A very powerful, yet easy, technique.

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Blog Authors

Al Shalloway
Business, Operations, Process, Sales, Agile Design and Patterns, Personal Development, Agile, Lean, SAFe, Kanban, Kanban Method, Scrum, Scrumban, XP
Cory Foy
Change Management, Innovation Games, Team Agility, Transitioning to Agile
Guy Beaver
Business and Strategy Development, Executive Management, Management, Operations, DevOps, Planning/Estimation, Change Management, Lean Implementation, Transitioning to Agile, Lean-Agile, Lean, SAFe, Kanban, Scrum
Israel Gat
Business and Strategy Development, DevOps, Lean Implementation, Agile, Lean, Kanban, Scrum
Jim Trott
Business and Strategy Development, Analysis and Design Methods, Change Management, Knowledge Management, Lean Implementation, Team Agility, Transitioning to Agile, Workflow, Technical Writing, Certifications, Coaching, Mentoring, Online Training, Professional Development, Agile, Lean-Agile, SAFe, Kanban
Ken Pugh
Agile Design and Patterns, Software Design, Design Patterns, C++, C#, Java, Technical Writing, TDD, ATDD, Certifications, Coaching, Mentoring, Professional Development, Agile, Lean-Agile, Lean, SAFe, Kanban, Kanban Method, Scrum, Scrumban, XP
Marc Danziger
Business and Strategy Development, Change Management, Team Agility, Online Communities, Promotional Initiatives, Sales and Marketing Collateral
Max Guernsey
Analysis and Design Methods, Planning/Estimation, Database Agility, Design Patterns, TDD, TDD Databases, ATDD, Lean-Agile, Scrum
Scott Bain
Analysis and Design Methods, Agile Design and Patterns, Software Design, Design Patterns, Technical Writing, TDD, Coaching, Mentoring, Online Training, Professional Development, Agile
Steve Thomas
Business and Strategy Development, Change Management, Lean Implementation, Team Agility, Transitioning to Agile
Tom Grant
Business and Strategy Development, Executive Management, Management, DevOps, Analyst, Analysis and Design Methods, Planning/Estimation, Innovation Games, Lean Implementation, Agile, Lean-Agile, Lean, Kanban