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Daily Scrum Pocketcasts – Episode 4

Ever since the accidental creation of my book “Scrum – A Pocket Guide” in 2013, and its deliberate evolution in 2019, I’ve been receiving inquiries about an audiobook version. So far, I have not been able to make that happen but the 2020 pandemic storm got me into implementing the audio idea in a different form.

In subsequent daily broadcasts I have read all chapters from my pocket guide to Scrum. Every reading session happened on working days at 3 pm CET (Central European Time), with each session continuing were the previous session ended. The sessions were open for 100 attendants and were time-boxed to a total of 1 hour of me reading.

On Friday 27 March 2020 I delivered episode 4 of my “Daily Scrum Pocketcasts” in which I have read following chapters from my book:

2.7 The Scrum values

3. TACTICS FOR A PURPOSE

3.1 Visualizing progress
3.2 The Daily Scrum questions
3.3 Product Backlog refinement
3.4 User Stories
3.5 Planning Poker
3.6 Sprint length
3.7 How Scrum scales

Besides the recorded episode being available on my YouTube channel, find the audio version on SoundCloud.

 

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Daily Scrum Pocketcasts – Episode 3

Ever since the accidental creation of my book “Scrum – A Pocket Guide” in 2013, and its deliberate evolution in 2019, I’ve been receiving inquiries about an audiobook version. So far, I have not been able to make that happen but the 2020 pandemic storm got me into implementing the audio idea in a different form.

In subsequent daily broadcasts I have read all chapters from my pocket guide to Scrum. Every reading session happened on working days at 3 pm CET (Central European Time), with each session continuing were the previous session ended. The sessions were open for 100 attendants and were time-boxed to a total of 1 hour of me reading.

On Thursday 26 March 2020 I delivered episode 3 of my “Daily Scrum Pocketcasts” in which I have read following chapters from my book:

2.5 Playing the game (continued)
2.6 Core principles of Scrum

Besides the recorded episode being available on my YouTube channel, find the audio version on SoundCloud.

 

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Daily Scrum Pocketcasts – Episode 2

Ever since the accidental creation of my book “Scrum – A Pocket Guide” in 2013, and its deliberate evolution in 2019, I’ve been receiving inquiries about an audiobook version. So far, I have not been able to make that happen but the 2020 pandemic storm got me into implementing the audio idea in a different form.

In subsequent daily broadcasts I have read all chapters from my pocket guide to Scrum. Every reading session happened on working days at 3 pm CET (Central European Time), with each session continuing were the previous session ended. The sessions were open for 100 attendants and were time-boxed to a total of 1 hour of me reading.

On Wednesday 25 March 2020 I delivered episode 2 of my “Daily Scrum Pocketcasts” in which I have read following chapters from my book:

1.6 Combining Agile and Lean

2. SCRUM

2.1 The house of Scrum
2.2 Scrum, what’s in a name?
2.3 Is that a gorilla I see over there?
2.4 Framework, not methodology
2.5 Playing the game (intro)

Besides the recorded episode being available on my YouTube channel, find the audio version on SoundCloud.

 

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Daily Scrum Pocketcasts – Episode 1

Ever since the accidental creation of my book “Scrum – A Pocket Guide” in 2013, and its deliberate evolution in 2019, I’ve been receiving inquiries about an audiobook version. So far, I have not been able to make that happen but the 2020 pandemic storm got me into implementing the audio idea in a different form.

In subsequent daily broadcasts I have read all chapters from my pocket guide to Scrum. Every reading session happened on working days at 3 pm CET (Central European Time), with each session continuing were the previous session ended. The sessions were open for 100 attendants and were time-boxed to a total of 1 hour of me reading.

On Tuesday 24 March 2020 I delivered episode 1 of my “Daily Scrum Pocketcasts” in which I have read following chapters from my book:

Foreword by Ken Schwaber
Preface
1. THE AGILE PARADIGM

1.1 To shift or not to shift
1.2 The origins of Agile
1.3 Definition of Agile
1.4 The iterative-incremental continuum
1.5 Agility can’t be planned

Besides the recorded episode being available on my YouTube channel, find the audio version on SoundCloud.

 

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Daily Scrum Pocketcasts

Ever since the accidental creation of my book Scrum – A Pocket Guide (A Smart Travel Companion) in 2013, and its deliberate evolution in 2019, I frequently receive inquiries about the availability of an audiobook version.

Although I see value in the idea, I have not been able to make it happen so far.

Given the current pandemic storm, forcing many friends of Scrum to remain at home, I decided to implement upon the audio idea in a slightly adjusted form.

Starting Tuesday 24 March 2020, I have planned a first series of five “Daily Scrum Pocketcasts.” In subsequent daily broadcasts I will read my Scrum Pocket Guide front to back. I will do a reading session on working days at 3 pm CET (Central European Time), with each session continuing were the previous session ended. The sessions are open for 100 attendants. Registered attendants can send me questions about the book, or parts of it. I plan to read for 30-45 minutes every day after which I hope I can address questions related to the chapter(s) of the day. Every daily session will be time-boxed to a total of 1 hour.

I plan to also record the sessions and make them available via my YouTube channel. I hope to collect the questions and my (written) answers in a document that, if all works out, I will share for free with everyone.

I have no idea where this will take us, how long it will last, or how the idea and its emerging implementation will unfold. Of one thing I am sure, it won’t all be smooth. Come find out with me, and register on Zoom (or copy following link to your browser https://us04web.zoom.us/meeting/register/upclduugrT8ruk_h1txTV8KP1_59Dj9sZg). Note that each session requires separate registration.

Warm regards
Gunther
your independent Scrum Caretaker

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Minimal measures for minimal stability in a complex world (that will help you optimize your Scrum)

Scrum, in its more general definition, is a simple framework to help us address complex challenges. Product development is the subset of complex problem domains where Scrum took root first; by explicitly acknowledging software and new product development to be complex work, serving to deliver complex products in complex circumstances.

Scrum is increasingly being discovered as a simple framework to address complex problems and situations other than software and product development. More and different people, teams and organizations ask for guidance and support on their journey of Scrum, no matter the nature of their problem. Organizations discover that fighting complexity with complexity is not helping. Too much waste, organizational redundancy and fundamental impediments remain unaddressed by the overly complex approaches that organizations use. No sustainable agility is achieved. Organizations discover that they have been seeking for (or were pointed to) universal truths where there are none.

Complex work, of which software and product development are good examples, does not have the high degree of predictability to apply the old approaches that build on linearity, causality and predictive management.

One aspect of ‘complexity’ are the parameters, variables and events that influence an activity and its course. Think of your work, make a list. Consider how predictable the listed variables are, how much control you actually have over them and how sure you are that you listed all of them. However, it is not only the number of known parameters that is important, but also the available as well as the required knowledge over these parameters. What is the level of detail required to comprehend a variable as well as the future behavior of that variable? How long does it take to gather that information? How stable is that information, once collected? Even if a parameter is known, the level of detail may be too deep to be able to manage and control it. And then, of course, the behavior of the parameter is still not necessarily predictable. A known variable may still behave completely different compared to what was planned or expected to happen. And, do not forget that all variables, known and unknown, are related and impact each other, typically in non-linear ways.

‘Complexity’ is also dependent on the nature of the work itself. The combined steps, tasks and activities that make out complex work are not predictable with any degree of high precision. They have not been performed before, or not in the same way or context. They are not repeatable. New insights, techniques and approaches emerge, even while the work is already taking place. Also, the exact and detailed outcomes of complex work are hard to describe and predict before or even at the beginning of the actual work. Expectations change. Markets evolve. Competitors surprise you. And, complex work typically requires the cognitive and creative capabilities of people performing the work. The engagement and involvement of people is dependent on more circumstances than we comprehend, let alone can control.

Complex work is actually more unpredictable than it is predictable. Complex problems are dynamic, not static. The degree of dynamism of a problem or activity requires the right forms of process and stability to be in place in order to have some form of control. Stability in complex work performed in a complex world comes not from fixing requirements, outputs, timelines or plans. These are destined to be unstable and will change. Stability is not about certainty or predictability. Stability is about an environment and boundaries within which to explore and experiment, within which to continually diverge and converge towards incremental solutions answering your complex needs.

Too many organizations end up in total chaos when they experience how the old elements of stability no longer work, but fail to replace them with the minimal measures that would help them optimize their Scrum to better address their complexity:

Start with identifying your problem (product).

In a typical Scrum setting, the problem is developing complex solutions, often a product or a service.

Define and identify your product first. Then organize your Scrum, or re-imagine your Scrum, to optimally tackle your problem or serve your product.

I have observed too many many organizations form Scrum Teams within existing specialist silos and departments, doing little more than renaming existing titles and functions to Scrum terms,
certainly not minding the scope of their Scrum, let alone capitalizing on synergies that exist across those individual Scrum Teams, like the fact that they actually all work on the same product. Disconnectedness is not resolved. The complex problem is not adequately tackled. Parts or components of product are being built, rather than integrated, cohesive product versions that provide end-to-end value.

Have dedicated teams working in dedicated team spaces.

Complex problem-solving requires focus, interaction, communication, collaboration, cross-fertilization and collective intelligence. It requires dedication.

Teams should not be all over the place in terms of getting dragged to external meetings regularly or having to work in multiple teams or on multiple projects. Your teams should be able to primarily dedicate their time maximally on the problem/product at hand, self-manage their work in Sprints and even figure out and establish their own team size and team composition. I have observed too many teams that were really jelling and achieving a highly collaborative state, until being pulled apart by people external to the team; resource managers, departments heads, project management offices. Each one of those teams ultimately plummeted, demotivated.

Teams definitely need a dedicated team space to get the most out of their collaboration, conversations and interactions. Open offices kill innovation and creativity, even more when combined with clean wall policies. People dare not speak up or need to move to separate meeting rooms to do so. Open offices are good for… office work, not for intense and collective problem-solving.

Benefit from the consistency that the Scrum events provide without industrializing your Scrum to death.

Scrum by default offers stability and consistency by suggesting to keep Sprint length stable over a substantial period. It allows people to, often unconsciously, grow an intuition of what is (not) possible, which is extremely helpful in forecasting Sprint and Product Backlog work. It offers minimal stability. It is why Sprints, as container events, have a fixed time-box. Sprints don’t end sooner or later than the set time-box, while the other events can end sooner. Sprint is a stable container event that provides overall rhythm and cadence to the opportunities for inspections and adaptations foreseen within a Sprint; Sprint Review, Daily Scrum, Sprint Review and Sprint Retrospective.

I am astonished however how organizations dictate a fixed Sprint length to all teams across the organization, regardless of their problem, technology, business domain, product. Organizations tend to industrialize their Scrum, rather than standardize on Scrum. Scrum can be introduced and adopted, allowing all within an organization to speak the same language, without eliminating the option of tuning your Scrum to a specific context.

Scrum only defines that Sprints should be no longer than 4 weeks. Within that range every complex product development endeavor can decide over its own right-size Sprint length. This right-size stability factor is not necessarily the same for all products. This brings us back to the necessity of identifying your product or service first, and then organizing your Scrum to optimally serve your product (including considering the Sprint cadence for all teams serving the product).

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Announcing the book “97 Things every Scrum practitioner should know”

During the fall of 2019, I got totally consumed (and sometimes drained and overwhelmed) by an exciting new Scrum book project. Having finalized the manuscript I finally feel comfortable sharing more information about it.

O’Reilly Media envisioned adding a book about Scrum to their “97 Things” series and got in touch with me (through Dave West of Scrum.org). By the end of August 2019, we decided to get started. I had the honor of curating the initiative. We agreed on calling our new book “97 Things every Scrum practitioner should know.” The goal was to compose a book consisting of 97 essays with diverse angles and perspectives on the Scrum framework from contributors globally.

I had no idea what I was getting into, or how much 97 actually is (a lot, I discovered), or where it would take me. But I liked the challenge. Once into it, I liked it so much that I decided to make it my main focus, holding off most other work request and re-ordering my existing plans. It turned out an exciting and insightful experience. I had the pleasure of collecting, editing and ordering essays about Scrum from seasoned Scrum practitioners across the planet on behalf of the many seeking Scrum practitioners out there.

In a few incremental waves, we ended up inviting 129 people to contribute, not minded by their title, organization or position. We invited potential contributors for their insights, past or on-going, and the potential value of sharing them with fellow practitioners. In the end, 69 authors accepted our invitation and delivered one or more articles (indeed, an average of 1.406 articles per author). I cannot thank them enough for going through the effort of writing down their thoughts, perspectives and experience, and their willingness to make them available for Scrum practitioners worldwide.

Find an overview of them, alphabetically sorted, in the PDF “97 Things every Scrum practitioner should know (Contributors).” Or try to recognize them on following overview:

In the current version of the manuscript, the 97 essays are grouped and ordered* along following themes:

  • “Start, Adopt, Repeat.” holds 11 Things.
  • “Products Deliver Value.” holds 11 Things.
  • “Collaboration Is Key.” holds 10 Things.
  • “Development Is Multi-faceted Work.” holds 12 Things.
  • “Events, Not Meetings.” holds 10 Things.
  • “Mastery Does Matter.” holds 12 Things.
  • “People, All Too Human.” holds 8 Things.
  • “Values Drive Behavior.” holds 6 Things.
  • “Organizational Design.” holds 9 Things.
  • “Scrum Off Script.” holds 8 Things.

I also owe a huge thank you to O’Reilly Media for the trust and the collaborative partnership, specifically to Chris Guzikowski and Ryan Shaw for initiating this endeavor and to Corbin Collins for sustaining it. More than being a king of punctuation, Corbin has impressively improved the language and clarity of quite some, if not all, of the 97 Things.

I look forward to keeping you updated on the publication date, which we will derive from our actual progress. It is not expected to be later than July 2020, and will probably be sooner. As we speak, O’Reilly and I are working really hard to turn my manuscript into a book available for you, dear reader.

I believe we will be able to connect the world of seasoned practitioners to the world of seekers through “97 Things every Scrum practitioner should know.”

Warm regards
Gunther Verheyen
independent Scrum Caretaker
December 2019
(updated February 2020)

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“Scrum – Una Guida Tascabile” is now widely available

As I was working on the second edition of my pocket guide to Scrum in 2018, Michael F Forni proposed to create an Italian translation of my book. It was the start of a collaborative endeavour, in which he got help from Fabio Panzavolta and Aniello Di Florio, towards self-publishing the translation.

I am humbled and honoured for announcing that the result is now available as Scrum – Una Guida Tascabile (Un compagno di viaggio smart)“, in Kindle and in paperback format via Amazon.

I wish all Italian speaking friends of Scrum much joy reading my translated thoughts, beliefs and considerations of Scrum, that simple framework to address complex challenges. I feel forever indebted to Michael, Fabio and Aniello for making my book available for all Italian readers, and to Barbara Knijff of Jellylab for creating the cover.

Loving regards
Gunther
independent Scrum Caretaker

Here is how Michael, Fabio and Aniello introduced their work in the book:

Nel ringraziare Gunther per questa fantastica opportunità – consapevoli della grande responsabilità che porta il compito di tradurre un così importante testo divulgativo come la sua Guida a Scrum – chiediamo al lettore di essere comprensivo e di focalizzarsi il più possibile sulla sostanza del pensiero dell’autore, piuttosto che sulla forma di volta in volta scelta dal traduttore: il reale valore di manuali come questo non sta infatti nel successo – o meno – di riuscire a cogliere esattamente il senso della singola parola o frase, bensì quello di trasmetterne efficacemente i concetti, gli esempi e le pratiche da applicare al proprio contesto individuale.

Per la traduzione della terminologia Scrum, ferma restando l’assoluta inopportunità, pienamente condivisa con l’autore, di modificare o storpiare i consolidati sostantivi caratterizzanti del framework (oramai divenuti d’uso comune nella Comunità Internazionale degli Agile practitioners) – sono state tenute in debita considerazione: 1) le traduzioni passate ed attuale delle versioni in Italiano de “La Guida a Scrum” 2) il lessico oramai d’uso comune tra i praticanti di Scrum 3) la nostra sensibilità di bilingue, che naturalmente risente delle esperienze personali.

Contiamo che il lettore sia indulgente e non ce ne voglia; qualora rilevasse errori, imprecisioni o volesse dare il proprio contributo migliorativo, saremo felici di essere contattati per apportare ulteriore valore a quest’opera.

Buona lettura!

Michael Fabrizio Forni – Co-traduttore e curatore dell’opera
Fabio Panzavolta – Co-traduttore
Aniello Di Florio – Correttore bozze

 

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Can you say ‘yes’? (10 questions about your Scrum)

I call myself a  Scrum Caretaker. I aspire inspiring people using Scrum. I prefer showing that I care by sharing positive experiences and cases that demonstrate how amazing working with Scrum can be, what problems can be tackled and how to, the level of excellence we can build into our products, how Scrum can engage people. Ultimately I hope to help people employ Scrum to re-humanize their workplace.

But then it regularly dawns on us — the many, many misconceptions that exist over Scrum. We feel provoked to try to correct the recurring and worrying interpretations of Scrum that are out there. Sometimes that is fun. Often it is not. It can be energizing. In general it drains us. A few lifetimes can be spent fighting that battle. We limit the energy spent fighting to make room for constructing. 

A good place to start is reminding people of what ought to be in place according to Scrum. It provides clarity over what is mandatory in Scrum (and therefore, what is not).

Unlocking the benefits of Scrum requires however a lot more than just knowing what Scrum consists of. Scrum is the foundation to a complex adaptive system (‘CAS’) producing results that cannot be attributed to its individual components separately. Unlocking the benefits of Scrum depends more on the way the whole of Scrum is being used, through the rules that bind its constituent parts together. Unlocking the benefits of Scrum depends even more on what the people practicing Scrum do, more than what they know or say in the name of theory. It depends on how people interact within the framework, the conversations they have.

Here are 10 questions to help you assess what you do with the 11 elements of Scrum. Can you say ‘yes’?

  1. The accountabilities of Product Owner, Development Team(s) and Scrum Master are identified and enacted?
  2. Work is organized in consecutive Sprints of 4 weeks or less?
  3. There is an ordered Product Backlog?
  4. There is a Sprint Backlog with a visualization of remaining work for the Sprint?
  5. At Sprint Planning a forecast, Sprint Backlog and a Sprint Goal are created?
  6. The result of the Daily Scrum is work being re-planned for the next day?
  7. No later than by the end of the Sprint a Done Increment is created?
  8. Stakeholders offer feedback as a result from inspecting the Increment at the Sprint Review?
  9. Product Backlog is updated as a result of Sprint Review?
  10. Product Owner, Development Team(s) and Scrum Master align on the work process for their next Sprint at the Sprint Retrospective?

Minimally, make sure that you remain aligned (6) and that you regularly check what else might be needed (10). Upon that foundation, grow towards saying ‘yes’ to all questions, meanwhile collaboratively exploring different  If you don’t overthink your way of working along that road of evolution, you might find Scrum to be of a bare essence actually.

Minimally, make sure that you remain aligned (6) and that you regularly check what else might be needed (10). Upon that foundation, grow towards saying ‘yes’ to all questions.

If you don’t overthink your way of working along that road of expansion and evolution, you might find Scrum to be of a bare essence actually. Do know that understanding that Scrum requires 11 elements to be in place is only the beginning. My 10 questions might help you better understand how they relate to each other. Find yourself at the beginning still. Understand how all of them serve empiricism, the act of regular inspection and adaptation, and how inspection without adaptation makes no sense in a world of Scrum. Separate rules from tactics to play the game. Use empiricism also to explore different tactics

My Scrum Gameboard not only represents the 11 mandatory elements, but also 3 principles underlying Scrum. Understand how the Scrum Values drive behavior.

Keep learning.
Keep improving.
Keep… Scrumming.

Warm regards
Gunther
independent Scrum Caretaker

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The Scrum Glossary and the Scrum Values are now also available in Tamil

Thanks to the hard work of Mohammad Umar Farooq and Balachandhiran Sankaran, the international versions of the Scrum Glossary and the Scrum Values have been expanded with Tamil.

Download your PDF of the Scrum Glossary, your PDF of the Scrum Values and your poster of the international Scrum Values. Share and use them as you see fit.

The descriptions are now available in more than 20 different languages, thanks to all volunteers that worked hard to create these gifts.

  • Arabic: Rasheed Raya
  • Belarusian: Vasili Shymanski
  • Chinese (simp/trad): Lana Sun, Wei Lun Teh, Chee-Hong Hsia
  • Danish: Rasmus Kaae, Mikkel Toudal Kristiansen
  • Dutch, English: Gunther Verheyen
  • Filipino: Shirley Santiago, Warren Yu
  • French: Fabio Panzavolta, Mohamed Gargouri
  • German: Uwe Schirmer, Peter Götz, Dominik Maximini
  • Greek: Thodoris Bais, Nikolas Friligkos
  • Hindi: Punit Doshi, Hiren Doshi
  • Italian: Michael F. Forni
  • Persian: Mehdi Hoseini
  • Polish: Paweł Feliński, Krystian Kaczor
  • Portuguese: Leonardo Bittencourt
  • Russian: Konstantin Razumovsky
  • Spanish: Alex Ballarin, Pablo Bernardo
  • Tamil: Mohammad Umar Farooq, Balachandhiran Sankaran
  • Turkish: ilkay Polat, Lemi Orhan Ergin
  • Ukrainian: Andrii Glushchenko
  • Vietnamese: Khoa Doan