Scrum Around the World - Scrum Day Bandung
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The document discusses how culture can impact the adoption of Scrum. It presents the Lewis Model for categorizing cultural behaviors as linear-active, multi-active, or reactive. Case studies show how Scrum has been implemented differently in various cultures. For example, linear-active cultures emphasize structure, metrics, and deadlines while multi-active cultures are more people-centric and experimental. Overall, the document argues that understanding cultural differences is important for successful collaboration, and that Scrum provides practices to implement agile values while allowing for cultural adaptation.
Scrum Around the World - Scrum Day Bandung
- 1. SCRUM AROUND THE WORLD David Spinks
- 2. About me • Over 15 years experience in the IT industry • Worked in a variety of industries: eCommerce, social housing and education • Previously worked as a Software Developer and Team Leader • 6 years as a Scrum Master and Agile Coach • Loves travelling, the outdoors and spending time with my guitar!
- 3. Session objectives • Increase awareness of different cultural types, values and behaviours • How Scrum fits in with the different culture types • Share experiences how Scrum has been adopted in various parts of the world • Encourage you to consider cultural types to optimise organisational relations across national boundaries
- 4. Agenda 1) Review Scrum values 2) Categorising behaviours 3) The Lewis Model 4) Our ‘Scrum around the world’ study 5) Case studies and findings so far 6) Summary 7) Q&A and group discussion
- 5. Agenda 1) Review Scrum values 2) Categorising behaviours 3) The Lewis Model 4) Our ‘Scrum around the world’ study 5) Case studies and findings so far 6) Summary 7) Q&A and group discussion
- 6. The Scrum values from Scrum.org
- 7. Agenda 1) Review Scrum values 2) Categorising behaviours 3) The Lewis Model 4) Our ‘Scrum around the world’ study 5) Case studies and findings so far 6) Summary 7) Q&A and group discussion
- 8. Which Category of behaviour do the Scrum values best fit into? Category A Category B Category C
- 9. Categorising behaviours • Behavioural and culture differences arise from many factors • Misunderstandings arise when we have a clash of culture • The ability for individuals to interact successfully is essential • Understanding each other culturally is key to this
- 10. Agenda 1) Review Scrum values 2) Categorising behaviours 3) The Lewis Model 4) Our ‘Scrum around the world’ study 5) Case studies and findings so far 6) Summary 7) Q&A and group discussion
- 11. Richard D. Lewis – “When Cultures Collide”
- 12. Which category do Scrum values best fit into? Category A Category B Category C by Richard D Lewis
- 13. The Lewis Model by Richard D Lewis
- 14. The Lewis Model by Richard D Lewis
- 15. Agenda 1) Review Scrum values 2) Categorising behaviours 3) The Lewis Model 4) Our ‘Scrum around the world’ study 5) Case studies and findings so far 6) Summary 7) Q&A and group discussion
- 16. Practices come from principles and values by Ahmed Sidky
- 17. How do national cultures impact Scrum adoption?
- 18. Our study – Scrum around the world • We are travelling around the world to find out!
- 19. Agenda 1) Review Scrum values 2) Categorising behaviours 3) The Lewis Model 4) Our ‘Scrum around the world’ study 5) Case studies and findings so far 6) Summary 7) Q&A and group discussion
- 21. Linear-actives in Scrum • Highly structured • High use of metrics and project reporting • Common use of project plans for long term planning • Committed to get things done ‘on time’ – working extra hours is common • Quality sometimes suffers to meeting deadlines • Separation between work and social life • Hierarchy and ‘command and control’ difficult to give up
- 22. Linear-active case study – London Web Design Agency • Works in customer engagement • Very competitive • Impediments removed quickly • Working extra hours is common • High turnaround of staff • Strong analysis on ROI
- 24. Multi-actives in Scrum • People-Centric • Open • Intertwined work and social life • Experimental • Unafraid to adapt the ‘rules’ • Questioning • People and product driven • Lightweight metrics • Too much communication / loss of focus
- 25. Multi-active case study - Scrum and Holocracy • Software development and consultancy company • No Hierarchy, no job titles • Teams are completely self- managing • Decisions made by everyone in collaboration, eg - Which contracts to take - Financial decisions - Recruitment
- 26. Multi-active case study - pay rise experiment • Specialists in building web and mobile apps • One team given complete autonomy on deciding who gets what share of the pay rise • The team devised a three step process; - Create transparency - Create equality - Devise reward system
- 27. Similarities in Scrum teams/organisations in all cultures • Teams buy into quality and are about the products they build • Most people want to do a good job • Common difficulties with Product Owner role - Understanding the role - Allocating adequate time / resource • Traditional management thinking is hard to give up • Adopting Scrum, or any Agile method is hard
- 28. Agenda 1) Review Scrum values 2) Categorising behaviours 3) The Lewis Model 4) Our ‘Scrum around the world’ study 5) Case studies and findings so far 6) Summary 7) Q&A and group discussion
- 29. Summary • Many factors influence behaviour and culture • Understanding each other culturally is key to high performance • The Lewis Model is one way of categorising and understanding cultural behaviours • Frameworks such as Scrum give us practices that implement Agile values • Cultural values and behaviours may mean that Scrum is adapted differently in different parts of the world • More research is needed
- 30. What is next – Reactive cultures in Scrum
- 31. QA / group discussion
Editor's Notes
- #3: Introduction – who we are We are based in UK – excited to be in Indonesia – ties with our interest in other cultures.
- #4: Not a Session on basics of Scrum – assuming working knowledge of Scrum process
- #7: Commitment – people personally commit to achieving the goals of the sprint Focus – everyone focuses on the work of the sprint and the sprint goal Openness – The scrum team and its stakeholders agree to be Open about all of the work and challenges of performing the work Respect – Team members respect each other as capable independent people Courage – Team members have the Courage to do the right thing and work on tough problems If we look at the Scrum values specifically, what behaviours do we exhibit that demonstrates them? Interpretation of these values can differ. There are many factors that influences how we behave
- #9: Audience participation 3-5 minute group discussion
- #10: Behavioural differences arise from factors such as; religion, generation, gender, class, political beliefs, language, region and nationality Understanding essential for high performance at both team level and at organisation level
- #12: ‘When Cultures Collide’ – sold over 1 million copies and published in 15 different languages He visited 135 countries, working in 20 them Created the cultural categories based on behaviour The model has been used all around the world by leaders seeking a strategies to deal with cultural differences
- #14: Model maps how strongly people of different nations exhibit characteristics from each category. Not to stereotype nations, rather indicate which nationalities an individual may have sympathy towards No one category will dominate, there will be behaviours from the other two, it is a question of much. Eg of countries, Indonesia is Reactive with strong Multi-active tendencies UK Strongly Linear-Active, I do show LA chars
- #15: Relations between extremes - Multi and reactive – time consuming interactions - Linear and reactive – works well - Linear and multi active - difficult relationships Eg Attitude to time. LinearActive has detailed plans and gets upset if this is broken. MultiActive thinks dates are flexible because of relationship with partner, more can be done if things are done in parallel Some reactive sees cyclic time, sun rises and sets, generation follows generation, stocks rise and fall – things will not change, certainly not by rushing - get upset by Americans that leave business meetings to catch a flight when business is not concluded Japanese How do people in different categories demonstrate adherence to the Scrum values?
- #17: Frameworks like Scrum are simply a set of practices that apply a set of values and principles. Organizations are complex adaptive systems, each unique with its own set of challenges, values, objectives and culture. There is no framework or set of behaviours and practices that is one size fits all.
- #18: Will culture mindset affect how practices used? If so, how much? Is there a universal ‘Scrum culture’? Do underlying cultural traits prevail? How have different cultures adopted Scrum to suit them? Are some cultures naturally more suited to adopting Scrum than others?
- #19: Currently in qualitative research phase where we visit companies and Agile practitioners 3 months in South America (Jan-Apr), 3 months Asia Pacific (Apr-Jul) Next phase Europe and US (Jul-Oct) Objectives Increase awareness of different culture types and impact they will have on how we interact Understand How Scrum fits in with the different culture types Share experiences how Scrum has been adopted in various parts of the world Encourage the global Agile community to share experiences Encourage leaders to consider cultural types
- #23: Customer engagement agency Data gathering for marketing campaigns / lead generation eg get customers to sign up for newsletters
- #25: Metrics eg. Use of story maps instead of project plans
- #26: No Hierarchy - All rules apply to all in the company. - People are empowered and trusted in their role, no ‘manager’ can overrule or veto decisions of people who have been given accountabilities as part of their role. Teams are completely self-managing - No ‘manager’ or Scrum Master. Facilitator roles oversee teams for resourcing needs, the bigger picture, dependencies, strategic directions and things are not missed Decisions made by everyone in collaboration Result is highly motivated and engaged staff. Job market is very competitive but turnaround here is low. A nice symbol of the company wide trust is that all of the keys to the office hang in the open space, with access freely given to all.
- #27: Impact of team member leaving New team member negotiated a lower starting salary Closeness of team shown by considering people’s personal needs, eg if a member is having a child or they have an emergency
- #28: Lewis mentions that ‘field’ is a strong influence on culture, IT people around the world are going to share many similar behaviours
- #30: Company size and culture probably has more of an influence. How much? Biggest challenges come with distributed teams and multi-national teams More qualitative and quantitative research is needed
- #32: What will we find? Ask audience and QA….