Scrum Guide | The Agile Revolution Podcast

Renee and Craig are at Agile 2019 in Washington, DC and talk to Gil Broza, Agile Mindset and Leadership Coach / Trainer at 3P Vantage and author of “The Agile Mind-Set“, “The Human Side of Agile” and “Agile for Non-Software Teams” and they talk about:

Agile 2019 talk – “How to Help your Non-Software Colleagues Adopt Agile“
Outside of software, they notice Agile and want what they have – a different team experience and doing things better
Focus on a principle based transformation rather than practices – have conversations early and often on how we want to be and how we want to operate
The Agile Manifesto principles are partial and software heavy, the values and beliefs are the root and leadership should keep these alive
26 principles in “The Agile Mind-Set” book and includes transparency (which is harder in areas like HR and Finance)
Craig’s Agile 2010 talk “I’m The Business & Agile Was My Idea” (and we were before our time!)
The practices really don’t matter and there aren’t really equivalents outside of software
We are obsessed with the how in Agile (the implementation), Lean has always been about principles
We have crossed the chasm of Agile at team level but not at scale – or have we? Nail it before you scale it!
Ceremonies mean people turn up and go through the motions (The Scrum Guide says events), use workflow instead of process (which means I do work and send it in for approval), work item or task instead of user story (Scrum calls them backlog items)
The common denominator between software and the rest of the organisation is the principles
If you don’t think differently, doing differently won’t matter
Renee recommends “The Human Side of Agile” as well as “Coaching Agile Teams” for new Scrum Masters
Heart of Agile (Gil is not familiar with it so Renee and Craig channel their inner Tony to explain it!)
Oath of Non Allegiance
Are you coaching around values, principles and mindset or practices?

TheAgileRevolution-177 (57 minutes)

Craig catches up with Dave West, product owner and CEO at Scrum.org, at the Agile 2016 conference in Atlanta. They talk all things Agile and Scrum including:

Water-Scrum-Fall came about because Scrum is often delivered in the context of a organisational waterfall lifecycle
Scrum implies a magical Product Owner that is empowered and understands the market to effectively create a backlog and manage it and the Scrum Guide provides very litte guidance around this
Nexus is a way of getting multiple teams working from the same backlog and provides an exoskeleton to Scrum
“Scrum 21 Years and The Future” talk at Agile 2016
People don’t get Scrum, it is always surprising how few people have read the Scrum Guide
The Scrum Guide is in audiobook form (but not yet in Klingon)
The Sprint Review is not a phase gate, it is the opportunity to inspect and adapt at the boundary of the sprint, try running it with continuous delivery and production results
The way mono goes through a high school is the way in which Scrum should go through an organisation (according to Dave!)
Some of the initial ideas and avenues for Scrum include The New New Product Game, Agile Manifesto, Agile Alliance and Scrum Alliance
Scrum.org was created to push the focus of Scrum back to the delivery of software (rather than the world of work and LEGO) and to decouple the assessment from the classes
Scrum.org assessments include PSM I (I understand Scrum), PSM II (I practice Scrum) and PSM III (I am a coach / mentor around Scrum) to validate your learning as you grow into the role of a Scrum Master
Over a million people a day are doing a Daily Scrum!
State of Scrum – after 21 years the world is full of Scrum and software is being developed better, but the profession has not improved in the way we had wanted it to (we are not driving to value fast enough and we are not engaging the business correctly)
Software is the business now, Scrum cares about product delivery
Looking into Evidence Based Measurement in Scrum, how to help people do done (Scrum Delivery Kit)
Organisational change is almost impossible – it is hard to change the existing organisation to do Scrum
“Software in 30 Days” book and section on Scrum Studio (how do you build a persistent studio that delivers innovation on a business level)
Pragmatic Marketing