Scrum has been around for a while, they say. The Scrum Guide holds the definition of Scrum, they say. The first, official version of the Scrum Guide was released in February 2010. So, how was Scrum defined before 2010 then? How did its definition evolve before and after 2010 and become the framework that we know today? What else happened along the road to the way that Scrum is defined and represented?
In the paper “Scrum: A Brief History of a Long-Lived Hype” I have described what changed to the definition and representation of Scrum over time, before and after the creation of the Scrum Guide. It shows how Scrum evolved into the framework that we know today since its first formal introduction in 1995. Because a touch of historical awareness is more than helpful in understanding Scrum and caring for the future of Scrum.
I looked for sources that are not just credible in terms of authorship but also offer regular enough check points. In the end, the sources I used for describing the evolutions of the definition of Scrum are:
The paper “SCRUM Software Development Process” by Ken Schwaber (1995, 1996)
The paper “SCRUM: An extension pattern language for hyperproductive software development” by Mike Beedle, Martine Devos, Yonat Sharon, Ken Schwaber and Jeff Sutherland (1999)
The book “Agile Software Development with Scrum” by Ken Schwaber and Mike Beedle (2002)
The book “Agile Project Management with Scrum” by Ken Schwaber (2004)
The book “The Enterprise and Scrum” by Ken Schwaber (2007)
“The Scrum Guide” by Ken Schwaber and Jeff Sutherland (2009, 2010)
“The Scrum Guide” by Ken Schwaber and Jeff Sutherland (2011, 2013, 2016, 2017)
“The Scrum Guide” by Ken Schwaber and Jeff Sutherland (2020)
For every source I have described the same three topics to show what Scrum consisted of at the time (regardless the different terms used), what the ‘definition’ of Scrum was at the time:
Roles, responsibilities, accountabilities
Controls, deliverables, artifacts
Phases, meetings, time-boxes, events
For every source I have included a graphical representation of Scrum or of a Sprint that was either taken from the source directly, either from an alternative source of the same period.
Finally, I have shared my thoughts and observations on the changes to the definition of Scrum for every source. Obviously, they represent what I deem noticeable. They hold no judgement, directly nor indirectly.
To complete the paper I have listed some important landmarks in the history of Scrum and included some personal musings on the topic of “Scrum and the Desire for Universal Truths” (and what the Scrum Guide was not created for).
I hope you will enjoy reading the paper. I hope it will help you grow a deeper understanding of Scrum. I hope it will help you shape your Scrum to get the most from it. I hope it will help you create better products with Scrum while humanizing your workplace.
Take care Gunther Verheyen independent Scrum Caretaker
“Life isn’t about finding yourself. Life is about creating yourself.”
(generally attributed to George Bernard Shaw)
I call myself an independent Scrum Caretaker. It reflects who I am, how I feel, what I do: caring for Scrum AND caring for people. It is my identity in the sense that it defines me professionally in my relationship to the world.
I call myself an independent Scrum Caretaker on a journey of humanizing the workplace with Scrum. That reflects what drives me. It is my personal why. It is also an infinite game. Success is not in winning (or losing) but in movement.
Throughout the years I have discovered I prefer ideas and ideals over positions and titles, even when the latter do pay better. I want room to observe, create, connect, share. Like a butterfly flapping its wings I do those because it is in my nature, not because I envision specific consequences, big or small, or set goals or targets, hard or soft. I create opportunities to deliver value and serve people around the world. I facilitate people’s learning and unlearning to increase their awareness of Scrum in several ways:
I have learned that I can’t be as active as I wished I could be in every domain at the same time. I am a one-person company. I make choices.
Facilitating people’s learning in Professional Scrum classes or custom workshops (1) is my most constant/stable way of delivering value.
Saying ‘no’ to speaking opportunities (4) seems quite difficult, if not impossible. I speak for free at community events (a vast majority of my speaking engagements) and for a fee for commercial enterprises.
When I am consulting (2) that consumes most of my mental energy (caring for organizations more than they care about themselves, it seems), which rules out extensive writing (3). And vice versa.
I organize my work on a weekly cadence. I have a long backlog of work. I keep it ordered all the time. I re-order it regularly, including adding, changing or deleting items. I keep separate notes on separate items as needed. Every week I identify what I assume most important to work on. My backlog has some Big Rocks, that are clearly marked to stand out and should be kept as high on my backlog as possible (as possible!). “Big Rocks” is a term that my friend David Starr introduced when we worked together at Scrum.org. I keep using it because it resonates with me.
My Big Rocks give me direction and focus. They are not targets, objectives, milestones, hard, soft, SMART or other sorts of goals. And I don’t put deadlines on them. I discover new Big Rocks, and existing Big Rocks shift position. I limit the number of Big Rocks I keep on my radar.
I am a one-person company. There is more to do than the work on my Big Rocks. I can’t afford to work only on my Big Rocks. It doesn’t mean I am not committed to them or don’t focus on them. Work not spent on my Big Rocks can be important too, whether I like it or not. I have to run my company. I take care of my administration and finances. I spend much time on my classes and speaking engagements because I take them seriously and treat every single instance of them as unique (in preparing, doing and in following up). I answer mails and provide other ways of support. I take care of some online presence. I support other authors. I (try to) read. I (try to) blog.
If not working on them because of the aforementioned reasons, my Big Rocks themselves don’t allow me to work on them full-time, all the time. I regularly feel forced to stop, do other work, reset my brain, and then suddenly they call me back because of some new ideas, angles, perspectives, different directions and inspiration popping up.
When in the spring of 2019 my consulting services for a large company were no longer needed, I discovered I had not done a lot of serious writing for a long time. I decided to shift my focus for the rest of 2019 towards writing and supporting several others that were writing. The book “97 Things Every Scrum Practitioner Should Know” became my next Big Rock. Collecting, editing and ordering the essays from practitioners around the world consumed most of my energy and time during the fall of 2019. That Big Rock was moved in May 2020, as the book became globally available.
My ambition to start doing consulting again as from 2020 was smothered by the “SARS-CoV-2” virus spreading. At the same time my planned classes all got canceled. I am a one-person company and the only source of income for my family. Over the first six months of the pandemic my revenues dropped with 90+%. I used the ‘free’ time to create and make available my paper “Moving Your Scrum Downfield” meanwhile considering my independent role and position. An unplanned (Big) Rock moved!
My next Big Rocks consist of work on my book “Scrum – A Pocket Guide” and creating a new book, tentatively called “Views from the House of Scrum”. They won’t be moved in 2020 anymore. More than deadlines they give me direction and focus.
Observations from an independent Scrum Caretaker with an eye on humanization of the workplace
The United Nations’ World Health Organization (“WHO”) correctly describes “Covid-19” as the disease caused by the “SARS-CoV-2” virus, a new variant within the Corona family of viruses. A Covid-19 infection typically shows through symptoms of fever combined with respiratory problems — a dry cough, shortness of breath, and (severe) breathing difficulties. As we speak, Covid-19 is exponentially spreading across large parts of the world, infecting frightening numbers of individuals. Although “Corona” actually is the name of the family of viruses, references to the current pandemic outbreak typically are “Corona (something).”
Beyond anything else, my thoughts are in the first place with individuals that are infected, whether they are quarantined in hospital, at home, or elsewhere. And I think of their loved ones and the people that are taking care of them –professionally or privately.
As soon as courses at school in Belgium were officially suspended, my wife and I decided to voluntarily put ourselves and our 3 kids in a lockdown situation. Given our oldest son’s progressive disability we weren’t going to take any risks. And although our decision went beyond the measures formally imposed by our government (at the time), we also believed our decision to be in the true spirit of these measures. Our decision encompassed not receiving visitors other than the professionals helping our son, avoiding all external contacts, and only leaving the house for the utmost urgent matters. Less than a week later Belgium officially went into a ‘lockdown.’
The spreading disease has a huge impact on people’s lives worldwide. I have my classes and work assignments being canceled. At a macro and a micro level I see the world brusquely being forced to a standstill. Beyond the dismay and stress, I try to grasp the opportunity to slow down. To some extent this crisis is a chance to pause the rat race, in which we do get caught up more than we like to admit. I try to grasp the opportunity to reflect, step back, pick up on some writing and reading ambitions that have been on hold for too long, do some gardening, and other highly unproductive activities. I further the development of my tortoise side.
Like so many, I am obviously suffering from some financial and economic setbacks. Although financial survival is important, I try not to let the monetary repercussions get me into short-term thinking and actions. I smell the danger of damage in the long run. I honestly believe in slowing down for now. I obviously cannot push “pause” indefinitely. Like so many, I revert to different ways to keep in touch with people and organizations I work with. There is stuff that I will now do virtually, remote, and distributed rather than in-person. There is much more I will not do virtually, remote, or distributed.
Most, if not all, of my work consists of helping and supporting individuals and groups explore complex challenges. We jointly figure out how Scrum can help them and what acting with agility means, in addressing their complex adaptive problems in their professional environments. Activities like teaching and coaching for that purpose require intense live interaction, dialogue, and deep conversations. My materials, my cases, and my approach are designed exactly for that. I am not in the face mask selling business. I do envision alternative ways of helping people, including remote channels. That however requires development of suitable materials and will not be magically available overnight.
Measures are being imposed on us to limit direct inter-human contact. They serve spreading the increase in infections in time and avoiding our care and health systems from crashing. I embrace them and use them as an invitation to consider the importance of human contact. I only see that importance strongly affirmed, more than ever before.
I am in awe of the people taking care of infected people. I try to turn this period into a time to reflect on the madness of our regular working situations — the rat race. Meanwhile I am perplexed, although not completely surprised, to observe how many people and organizations consistently put the economic losses over the human cost. I see the desperate instructions and desires to keep up productivity and efficiency in a situation where people are unable or prevented from coming to their regular workplace, not to mention that they most likely have other stressing concerns on their mind.What strikes me is this primal tendency to believe that ‘the shown must go on’ as if nothing else matters. Just do some tele-work and all will be fine. Really? Why would we pretend we can (or should) continue as if ‘normal’? Or –even worse– call this situation the ‘new normal,’ thereby pretending this will be the future way of working anyhow? I am appalled to see the continued disrespect for people trying to absorb what is happening to them, their children, their elderly parents or grand-parents, their friends, their relatives, their colleagues.
A storm is sweeping our planet. Is that too difficult to acknowledge? Accept giving up the idea of continuing ‘every day business’ for now. Losses will be incurred. Look beyond today, today’s productivity, and the current crisis. Give people a break, allow them to hit “pause.” Give them room and space now, and they will come back later fully recovered and re-energized. Losses will be incurred. The human cost caused by shifting the rat race from an on-site situation to tele-work today, denying people the opportunity to cope with the stress and tensions, will result into far more grave economic costs once this is over. It will backfire — economically and humanly.
I advise keeping that in mind when faced with all these self-called long-time proponents of distributed and remote ways of working that are suddenly popping up everywhere. Quite a lot are trying to take advantage of the crisis and your fears to increase their commercial position, sales figures or name and fame. Maybe they honestly intend to offer help, like they all obviously claim they do, but they, unintended or not, devaluate in-person human contact while keep people in the familiar productivity stranglehold. I understand how tools, platforms, papers, and more promoting remote work are helpful in this period. On a temporary basis and to some extent! But what is the pressure to keep productivity up to pre-crisis levels good for? I understand how many who are forced into distributed and remote working conditions are trying to make the best from their situation with tools, platforms, and various approaches. They ultimately try to get as close as possible to working in a co-located way. Still, it is no more than a surrogate solution. Even if it comes close, it will never be the same. And it is definitely not the new normal. Don’t allow the current way to turn into a permanent situation if that wasn’t your situation before the crisis.
Don’t allow snake oil merchants to abuse this viral war to spread the virus that human contact is not that important in the end. Don’t allow yourself to be limited to being a cog in a productivity machine. We are human beings. Our identity builds on our contacts, relationships and interactions with other human beings. And those relationships and interactions are richest when happing in-person. More than a cog in someone’s productivity machine, you are a social creature.
I can’t wait to move away from sub-optimal remote communications, go out again, and feel and touch people, shake hands, give a hug, and look my fellow people in the eye for the best collaboration possible. I can’t wait to go out again and enjoy direct human contact.
I wish you all the best. Be safe. Take care, like a humane Scrum Caretaker does.
Agility is a unique and continuously evolving state that is typical to a specific organization. It is a state that corresponds to the combination of an organization’s people, set-up and history. A traditional (industrial) approach to becoming more Agile commonly creates no more than an illusion of agility.
Agility is a specific state as it reflects the unique lessons and learnings that an organization and its inhabitants went and go through. It reflects the way in which specific annoyances and hindrances were and are overcome, the many inspections andadaptations that occur along the journey. It is a state that prepares organizations for the unknown future challenges that will demand distinct responses.
Agility is a unique signature with imprints of all people involved and their relationships and interactions, of used and abandoned tools, processes, and practices, of the constructs within and across the many eco-systems that make out an organization, potentially even stretching across the organization’s boundaries.
No model can predict, anticipate or outline the unique signature that an organization’s state of agility is.
However, many of our organizations have their roots, and their beliefs, in the past industrial age. As they feel the need and the pressure to increase their agility, they naturally revert to familiar, yet old-school, industrial recipes. They undertake cautiously planned attempts to gently shift to the Agile paradigm (although they need to leap) wrapped in separate change projects (although their organizations need re-integration). They look around and imitate what other organizations do. They copy-paste what others, regardless whether they operate in the same economical domain or not, claim brought them success. They enforce unified ways of working and practices in a cascaded and mass-production way. They rely on text-book models that prescribe generic pre-empted blueprints of organizational structures. The learnings and the hard work needed to acquire sustainable agility, tuned to the organization’s specific context, are conveniently ignored.
Ironically, these are the exact approaches that block these organizations in their growth. These are the exact ways of working that they need to abandon in order to enter and survive the new worlds, the worlds that require a higher agility.
The mismatch is fundamental. They need and want to hose downtheir industrial ways, yet they end up re-enforcing them. No more than an illusion of agility is created as a result. This is painfully revealed when the deflation by reality hits hard, often after several years. When the actual increase in agility turns out negligible, a painful finding certainly in the face of the urgency. The actual results turn out disappointing. The lost time is a catastrophe.
Increasing agility is a path. Progressing on that path requires vision, belief, persistence and… hard work. Agility, as a state of high adaptiveness, can only be achieved by regularly… adapting. Adaptations only make sense upon inspections of actual work and observable results. Think feedback loops (all around). The new reality, for which higher agility is needed, mandates that what works today might not work tomorrow. What works for one company (i.e. a complex system of interconnected people, processes and tools) might not work for another company. What works for one combination of teams, technology and business might not work for another combination.
Signposts that might help you detect whether an illusion of agility is being created:
It is not a transformation if it doesn’t change how you work;
It is not an Agile transformation if it doesn’t simplify how you work;
It is not an Agile transformation of Scrum if it doesn’t increase the actual collaboration of people (customers, teams, stakeholders).
Note. None of the above makes sense if no proper attention is given to technical excellence.
The new reality tells us we need to act in the moment more than we did before. Ever. Embracing uncertainty and unpredictability has a great potential too. Getting the most out of the possible thrives upon acceptance of the unwritten state of the future and what that future might bring. It reminds us that we are not alone in this, that each individual, no matter their function, level, position or silo, can contribute. Living the art of the possible against unpredicted outcomes has the potential benefit of engaging people as it shapes their future. Acceleration comes from vision, determination and dedication; from the courage to move away from following a plan or copying a model to continually shaping and re-shaping your future.
Regardless an organization’s past attempts and choices, the path of hard work is always a workable way out, a way to break the illusion of agility.
In 2013 I accidentally created a book, “Scrum – A Pocket Guide”. In 2018 I deliberately evolved my Scrum travel companion into a second edition.
I am humbled over the many unanticipated consequences of the accidental creation of my pocket guide to Scrum. I equally enjoyed updating my book to a second edition 5 years later. This time around it was a deliberate evolution rather than an accidental creation. The first batch will be available 16 January 2019 and soon after in all major formats (hard copy, Kindle, PDF, eBook, ePub) via all main channels worldwide.
Who would have figured that there was room for a second edition of my pocket guide to Scrum? Certainly as my book remained in the best-seller list of my publisher all the time?
Obviously and fortunately, that does not mean there are no further evolutions to mind.
Not only have I found new ways to express Scrum, while working with teams and executives, facilitating various classes, and connecting with practitioners at events. We also adopted terminology that better expresses the intentions of Scrum.
Beyond these intrinsic drivers for change, I observe how the balance of society keeps rapidly shifting from industrial (often physical) labor to digital (often virtual) work. In many domains of society, the unpredictability of work increases, drastically and continually. The need for the Agile paradigm is bigger than ever, and thus the value of the tangible framework of Scrum to help people and organizations increase their agility while addressing complex challenges in complex circumstances.
More and different people look for guidance and insights on their journey of Scrum, increasingly in domains beyond software development. Organizations look for clear insights in the simple rules of Scrum as their current ways of working fail them in the Complex Novelty space.
As the third Scrum wave is rising, the second edition of “Scrum – A Pocket Guide” remains the simple and straightforward compass for those that want to surf that wave. This second edition more than ever offers the foundational insights into Scrum for Complex Novelty players and their organizations to properly shape their Scrum.
Some of the updates in the second edition that stand out (a bit more than the other changes) within the preserved overall structure (of chapters and modules):
The definition of Agile is condensed to three key characteristics.
Observations are added on the post-chasm years of Agile.
The Scrum Game Board is slightly tweaked.
The forward-looking design of the Scrum events is expressed more clearly.
A Release Burn-down chart as a forecasting tactic is added.
The pictures, naming and descriptions of the included scaling tactics are improved.
I thank Blake McMillan (Soulofscrum.com) and Dominik Maximini for their much-appreciated review of this second edition. I thank all translators for their past and on-going efforts to spread my words in different languages. Stay tuned for more news about translations.
If I have done a proper job of re-imagining my book, the second edition won’t feel like a new book. A word-by-word comparison would prove otherwise.
independent Scrum Caretaker
(Thank you, Higher View, for your professional expertise in video creations)
Contrary to a common assumption, the creation of my book “Scrum – A Pocket Guide” (2013) was anything but a long-lived hope, ambition or dream. As I shared with Joe (Jochen) Krebs on his Agile.FM podcast, it was an accidental and unplanned endeavor.
By the end of January 2013 I was not only entering my last period of work at a large consulting company, I was also asked by Dutch publishing house Van Haren to review a manuscript of a book about Scrum.
That turned out more difficult than expected. I gave it a few attempts but each time I ended up not finishing the manuscript completely or fluently. I found myself changing and updating the content way too much. And -most of all- I found myself not recognizing and not liking much of what I was reading. I felt bad about it. I felt even worse for being unable to turn my findings into positive, constructive feedback that would be helpful for both the (unknown) author and the publisher.
After a few weeks of mentally running around in circles I decided to skip a detailed reading, but go through the manuscript once more and list my biggest findings. At the bottom of the still impressive list, my most important remark to the editor was to not mention my name as a reviewer in case it was decided to move forward with the publication.
Soon I received news that the publication was cancelled. It turned out that most reviewers were not too impressed. The publisher shared that they still saw value in a book about Scrum and asked how I envisioned a possible involvement. A quick consultation round within my network, including Ken Schwaber, helped me set aside the doubts whether I could write a book myself and got me into grabbing the opportunity.
I was completely unsure of what I was getting myself into, but I felt somewhat comforted by the idea that I had 2 full months to work on it (April-May 2013), the time between ending my work at the consulting company and starting my partnership with Ken at Scrum.org.
I additionally found comfort in the fact that I had already published quite some articles and blog notes on Scrum. I assumed that I could easily assemble them into a book. How I was wrong! As soon as I had brought my previous publications together, the real work started, taking much, much more time than I ever could have anticipated. That time went into writing and rewriting, eliminating, simplifying, improving flow and cohesion, stepping back, waiting and getting back to it, aiming at barely enough descriptions to trigger the reader’s imagination. My first working title was “The path of Scrum (A comprehensive travel companion)“. That changed into „Scrum Pocket Guide (A smart travel companion)“ and ended up as “Scrum – A Pocket Guide (A Smart Travel Companion)”.
At the heart of my book are the (mandatory) rules of Scrum, from a deep understanding of the purpose of the rules, the main principles underlying Scrum and the Scrum Values. The essential rules are clearly distinguished from (possible) tactics to apply the rules. Some historical perspective to the becoming of Scrum (and Agile) is added, while I end the book reflecting on the future state of Scrum, the challenges that lie ahead of us. I consider “discovery” and “journey” the ultimate key words in the way I wanted to present the Scrum framework. Scrum is the compass that guides people and organizations on their journey of discovery in the land of complex challenges. Adopting and employing Scrum is in itself however also a journey of discovery. Hence the subtitle of my pocket guide to Scrum, “A Smart Travel Companion,” and the picture on the initial cover.
When visiting the Scrum.org office in Burlington-Boston in June 2013 I shared my final manuscript with Ken, and Ken kindly agreed to write a foreword, which he delivered in August (find it below).
Finally, in November 2013 I was able to announce that my book was released to the world, and available in all major formats (hard copy, Kindle, PDF, eBook, ePub) and via all main channels worldwide. If you have trouble finding my book, ask Google.
And my personal amazing journey as an author continued, with many unanticipated consequences of the accidental creation of my pocket guide to Scrum:
In the spring of 2016 I created a Dutch translation of my book as “Scrum Wegwijzer“.
In 2017 (spring) Peter Götz and Uwe Schirmer created a German translation as “Scrum Taschenbuch“.
All that time, my book remained in the best-seller list of my publisher, Van Haren (the Netherlands).
In 2018 I have created a second edition of my book. This time around it was a deliberate evolution rather than an accidental creation.
In 2018 several people approached me to create translations of my book. Stay tuned for more news.
It is quite amazing and humbling that the result of my accidental work in 2013, after 5+ years, is more alive than ever, and that demand is big enough for a deliberate evolution into a second edition of the book. I hope you open up my book again now in a while, to find information that is most valuable to where you are on your journey at that time.
independent Scrum Caretaker
(Thank you, Higher View, for your professional expertise in video creations)
The foreword to “Scrum – A Pocket Guide” by Ken Schwaber, Scrum co-creator:
An outstanding accomplishment that simmers with intelligence.
Scrum – A Pocket Guide is an extraordinarily competent book. Gunther has described everything about Scrum in well-formed, clearly written descriptions that flow with insight, understanding, and perception. Yet, you are never struck by these attributes. You simply benefit from them, later thinking, “That was really, really helpful. I found what I needed to know, readily understood what I wanted, and wasn’t bothered by irrelevancies.”
I have struggled to write this foreword. I feel the foreword should be as well-written as the book it describes. In this case, that is hard. Read Gunther’s book. Read it in part, or read it in whole. You will be satisfied.
Scrum is simple, but complete and competent in addressing complex problems. Gunther’s pocket guide is complete and competent in addressing understanding a simple framework for addressing complex problems, Scrum.
April 2016, two years ago. Letting go of exclusively partnering with Ken Schwaber and working for Scrum.org was, if not just an even bigger step, certainly a more frightening one.
April 2018, today. Reflecting, looking back, those were decisions I ‚had‘ to take. For they were the most honorable decisions to take.
Looking back, I regret none of my job changes, despite the losses, the pain, the regret to find we were not in it together after all. They turned out very revealing experiences in many regards, not only professionally but certainly at a personal and human level (if ever those aspects can be separated). Looking back, those were the best decisions possible. Looking back, it leaves the misleading impression that it was all part of some bigger plan.
Looking back even further, I wonder. Quite some of my many job changes actually happened in springtime. More importantly probably, every single one was based on principles and values and was a forward-looking decision, in search of a different, if not better, future.
Over time, certainly, I started recognizing, appreciating and ultimately embracing that I am good at searching, not at finding, that I am good at travelling, not at arriving. Really good at not belonging too, an outsider. Wholeheartedly however. Walking the difficult path, facing the challenge to achieve what I may find I need to achieve without being part of formal, corporate or commercial structures anymore.
There are plenty of challenges, more than I ever will be able to handle, and probably even more deciding to be on my own 2 feet. Some challenges are known, most are not. What life is all about, right?
Allow me to thrive on deliberately emerging opportunities to bring value; to the individuals, the communities, the teams, the organizations I am grateful to work with.
I have wandered the fascinating realms of IT, technology and software development since graduating in 1992, except for the years of running a bookstore (1996-1999). I discovered an Agile way of working through eXtreme Programming and Scrum in 2003. It became my purpose, my belief and my core; spreading the Agile paradigm to help people create better products and humanize their workplace.
After a career as a consultant (2001-2013) and spending 3 years working exclusively at Scrum.org as partner to Ken Schwaber, in 2016 I decided to further my path as an independent Scrum Caretaker; a connector, writer, speaker, humanizer.
I’ve come to accept the difficulty of grasping what this holds. I understand the difficulty when people offer me positions and assignments, assuming I am desperate (for money, status, work). Regardless, through my self-chosen ‘title’ I consider the areas through which to deliver value to the world, to help that world become a better place to live and to work in.
“Classes“: Facilitating people’s knowledge and insights in Scrum through Professional Scrum Master and Professional Scrum Product Owner classes, and custom workshops.
“Writing“: Creating papers, a new book and blog notes (reproduced at some other channels).
“Consulting“: Working with teams and organizations, upon the non-negotiable requirements that it must be personal, about Scrum and serious.
Every activity involves plenty of hours of devising the right words and even many more hours of silent reflection, travelling mental cobblestone labyrinths. I don’t look for money for every single activity in every single service area. Context prevails.
From my standard offer of services:
Through my work I have come to appreciate the uniqueness of every person, team, department and organisation. It has inspired me to move away from fixed approaches. (…) I don’t require specific task descriptions. I require no title. I don’t post my assignments or expose the name of your organisation, unless you explicitly allow or ask me to do so.
Through the initiative of the Scrum Caretakers meetups, I see my experience confirmed that it is not easy being a Scrum Caretaker. It takes quite some intrinsic motivation, belief and dedication (a purpose) to give up (paid) time for mere collaboration on open-ended topics that rarely serve a commercial purpose. It did get me in touch with a lot of non-usuals suspects, outside of the threaded paths of ‘Agile’. The sheer beauty of that experience makes up for a lot of the sacrifices.
I am gratified for the opportunities I stumbled into through my years at work. It served me well in becoming what I didn’t know I wanted (or was able) to be. Most dots only got connected in retrospect, still making it seem as if there was a plan. There wasn’t. In general I had no clue. I still haven’t. But becoming an independent Scrum Caretaker did help me shift towards creating opportunities to deliver value, and help more people deliver value. Reciprocity.
Organizations suffer as they fail to act with agility through product releases, on the market, for users and consumers, facing competitors. Scrum is mandated and it is overlooked that the agility demonstrated outwardly also depends on the setup of internal structures.
Organisational rigidity is the result when people are separated in functional silos, when collaboration is instructed through hand-overs and governance, when go-see management is not practiced, when the daily work has no room for discontinuous innovation. Basically, such rigidity is the anti-thesis of Agile and impedes outward agility.
Scrum is a simple framework for complex product delivery. Scrum thrives on the self-organizing capabilities of collaboractive people creating finished versions of product in short cycles, called Sprints. Scrum is in itself agnostic of internal structures, positions, titles, hierarchies. Scrum has no mandatory rules for organisational constructs. Scrum is simple, not easy. The simple rules and roles of Scrum are most often twisted and broken to fit an existing organization. Yet, it is nearly impossible to benefit really from adopting Scrum without updating the internal operating systems.
The sensible and courageous way forward is to re-vers-ify, to re-imagine your Scrum to re-emerge your organization. It is a path, not the destination. The destination, an updated organization, is unknown, remains to be discovered.
Use Product Backlog as the single plan for one (1) meaningful initiative (project/product/service). Slice the initiative if it is too big.
Facilitate the eco-system with tools, infrastructure and a (Scrum) team zone in order for them to create sashimi releases. A controlled and automated deployment pipeline is certainly a much needed step forward.
Repeat, grow, learn, expand.
“Re-vers-ify” is a narrative to help people re-invent their organizations; an invitation for people to re-imagine their Scrum to re-vers-ify their organization. Over the course of 2017 I have introduced re-vers-ify in several ways. I have now highlighted the essence in a short movie. It takes only slightly over 3 minutes of your time. Enjoy!
Much has been said, is being said, and will be said about Scrum, the most adopted Agile process.
Scrum, in the end, is a simple framework for complex product delivery. Scrum has a limited set of mandatory rules and roles. They all serve to create an environment within which people inspect their work regularly, so they can adapt. Scrum is an open framework in the sense that people can employ a variety of specific practices. When these practices are employed well, the integral result is still… Scrum.
Despite/due to its popularity and simplicity, much misunderstandings exist. I highlighted the essence of the Scrum framework in a short movie. It takes less than 3 minutes of your time. Enjoy!