Developing Growth Mindsets You have the POWER to MAKE IT HAPPEN!!
It takes structure and discipline – It is about new habits and a change of mindsets
Transcript of It takes structure and discipline – It is about new habits and a change of mindsets
It takes Structure and Discipline
New habits and a change of mindset
Selected learnings
About me• 2012 Cert. Scrum Master
• Trying to use the framework since then as:o A Team Leader
o Project Manager/Product Owner
o Since Nov. 2014 as full-time Scrum Master for two software dev. teams
o Since April 2015 as a father for a new born child
About Bonnier Publications
• Part of Bonnier AB
• 16 countries – 350 brands/companies
• Over 8000 employees working with media
• We are in the beginning of a digital transformation
Interactive• Two Development Teams:
• WhiteAlbum: The Editorial Platform
• APP-Team: Features and functionality that the Platform
can use and the infrastructure that allows 3rd party to
develop for us
Structure & Discipline• Structure as:
o Creation of a process flow for collaboration and co-ordination
o Organizing our time effectively and make room for flexibility
o Supporting working as a team and not a group of individuals
Structure&DisciplineDiscipline as:
- The actions that supports and makes the structure and the process happen
Selected symptoms of dys-function
• Structure: A lot of interpretations of the Framework
• Structure: Top-down management of Development Team o Was not a Team but a Group – no explicit Shared Goal
o Co-coordinating tasks to - instead of setting the stage/vision for the dev. team
• Really difficult because P.O used to be Scrum Master and Team Lead for the developers.
• No environment for Pull for the Development Team
• Lack of mutual trust between P.O and Development Team
o Development Team working as a group of individuals “My task/User Story is Done”
o Dev. Team Pleasing product Owner and afraid of committing
o Organization expecting fixed Scope and Fixed deadline without affecting quality
o Push for velocity increase
o Scrum Master for some felt like a Process Monster just creating obstacles
• Development Team Disciplineo “Team Forgetting/not doing what agreed”
• Too many to-do´s
• Team not taking responsibility. Individuals ´hiding´ in the team – “Others will probably do it..”
o Seeing ceremonies as waste/boring – lets just develop
o Retrospective Bottleneck – team unwilling to add more improvements in a long period
o Development team not doing what was agreed at retrospective
Learnings:
Structure Issue: A lot of interpretations of
the Framework
• By-the-book to get a common agreed structure
• Scrum Master becomes a Scrum Mom
Learning:
Structure Issue: Top-down management• Always have a Sprint Goal
• Assign to Team and not individuals – but wait to see who grabs it..
• Step back to give Team responsibility
• Dev. Team hold each other accountable. To gain trust and to avoid micro-
management
• Start measure P.O by quality as well
Learning
Issue: Top-down management• Scrum Mom role prevents Dev. Team from taking responsibility
• Scrum Master by some seen as a process monster just adding obstacles.
• Learnings:
• Be aware of when to go from Scrum Mom to Scrum Master
• Visualizing the Shu-Ha-Ri to visualize steps we go through
Issue: Disciplineo Team “Forgetting/not doing what agreed”
• Learnings:
• Be aware that it is hard to change the simplest habit.
Issue: Discipline• Team not taking responsibility.
• Individuals ´hiding´ in the team – “Others will probably do it..”
• Learnings:
• Step back as a P.O – team was expecting answer
• Wait for someone in the team to take the responsibility even if it gets really
silent and awkward
Issue: Disciplineo Seeing ceremonies as waste/boring – lets just develop
• Learnings
• Understand the Why and wished outcome
• Went through Why do we for each Ceremony and Artifact
• Started every ceremony with Purpose and Wished outcome
Issue: Disciplineo Retrospective Bottleneck – no new chosen improvements
• Learnings
• Find the form the suits the dev. team. We changed our retrospective form to
a more light-weight form
• Be patient and focus on the Process and the Goal will be a result of it
• Its all the small things that ads up – no need to look for the game changer
Issue: Disciplineo Development team not doing what was agreed
o Learning:
• It just takes one team member to get the process off track and make
artifacts useless
• We wanted perfect from the beginning and went back to ´Basics´ and
builded up slowly
Conclusion• Structure:
• To get started it is essential to have a common agreed
structure where we know why we have each ceremony
and artifact. A structure that allows each role to do what
they are responsible of.
• When this works. Start trying out new improvements
Conclusion• Discipline:
• To get started: Do what is agreed and start making it
your own later.
• Be aware that changing a habit is hard.
• Until it becomes a habit our brain is using unwanted
energy on it.
Next Steps• We would like to create more transparency for the rest of
the organization.
• Establishing a Agile Transition Team to take the process
to an organizational level
Questions?