Why Scrum fails for some, and not for others.
- 1. How Misconceptions About ęhe Product Owner Role Harm Your Organization, And What ęo Do About It. Volume 1 Episode 1 Amazing Scrum WHY SCRUM ISN'T MAKING YOUR COMPANY VERY AGILE
- 2. This story first appeared as a video at https://youtu.be/cr2rjaGmUzo 以下のサイトにて、本ストーリーの日本語版ビデオおよび コミック版をご覧いただけます。 http://seattlescrum.com/jp/ MJ thanks Shinya Shibusa, Benjamin Leffler, Tommi Johnstone, and Yoko Hinoue for their help telling this story. Please send comments and corrections to mj@seattlescrum.com or tweet them to @michaeldotjames.
- 3. Scene 7 23Why Is It Unnecessary To Create New Roles Such As "Chief Product Owner"? Scene 6 20HOW CAN WE HELP PEOPLE STUCK IN THIS ROLE WHILE INCREASING TEAM SELF ORGANIZATION AND CROss FUNCTIONALITY? Scene 5 18What Sucks About Being A Team Output Owner? Scene 4B 15How Does Misinterpreting THE Product Owner Role Reduce Value Delivery? Scene 4A 12How Do Real Product Owners Deliver THE Highest Customer Value? Scene 3B 11How Does Misinterpreting THE Product Owner Role Reduce Developer Motivation And Empathy For Customers? Scene 3A How Does Misinterpreting THE Product Owner Role Delay Customer Feedback? Scene 2 3How Does Your Large Organization Misinterpret THE Product Owner Role? Scene 1 1How Is THE Product Owner Role SuPPosed To Work? Contents
- 4. (C) 2019 Michael James (mj). All rights reserved.1 Team Scrum master SM Vision and Priorities PO Product Owner DD D DD D WAS RIGHT THERE SHARING OUR BUSINESS OBJECTIVES. OUR PRODUCT OWNER, AN ENTREPRENEUR, Vision and Priorities Vision and Priorities IT WAS EASY TO KNOW OUR PRODUCT VISION AS IT EVOLVED, AND OUR PRIORITIES AS THEY EMERGED. Developer D Small Co. | FIRST DID SCRUM AS A PRODUCT DEVELOPER IN A VERY SMALL COMPANY. How Is THE Product Owner Role SuPPosed To Work? Scene 1:
- 5. (C) 2019 Michael James (mj). All rights reserved. 2 The Product Owner may do Product Backlog management or have the Development Team do it. The Product Owner remains accountable. -Scrum Guide SM AS WE GREW INTO A SELF-MANAGING TEAM, OUR PRODUCT OWNER LEARNED TO DELEGATE MORE AND MORE TO US. Team D D D D D D Team D D D D D D Team D D D D D D Team D D D D D D IT ALSO HELPED THAT WE WERE A CROss-FUNCTIONAL TEAM, INCLUDING A UI DESIGN EXPERT. CROSS FUNCTIONALITY CUSTOMER INTERACTION HELPED US KNOW THE DETAILS OF WHAT TO DO. C Customer D Details PO Team DD D DD D Product Backlog PB HE PRIORITIZED ONE PRODUCT BACKLOG AND WE REFINED IT TOGETHER.
- 6. (C) 2019 Michael James (mj). All rights reserved.3 THINKING ONLY ABOUT TEAM PRODUCTIVITY, IN THOSE DAYS IT SEEMED TO MAKE SENSE FOR EACH TEAM TO HAVE ITS OWN PERSON TRYING TO ACT AS PRODUCT OWNER. SM PB PO D D D D D D SM PB PO D D D D D D SM PB PO D D D D D D SM PB PO D D D D D D PO SM D D D D D DPB SCRUM WORKED SO WELL FOR ME IN A SMALL COMPANY, WHY NOT JUST COPY-PASTE THE SAME PATTERN INTO A LARGE ORGANIZATION? SM WHEN | STARTED WORKING AS A SCRUM MASTER WITH LARGER ORGANIZATIONS, | MADE THE MISTAKE OF FOCUSING ON TEAM PRODUCTIVITY. Scene 2: How Does Your Large Organization Misinterpret THE Product Owner Role?
- 7. (C) 2019 Michael James (mj). All rights reserved. 4 TOO WITH RESPECT, WHEN | SAY TEAM OUTPUT OWNER, PLEASE CONSIDER THAT IT MAY APPLY TO YOU OR OTHERS YOU CURRENTLY CALL "PRODUCT OWNER." |’LL CALL THIS COMMON DEVIATION FROM SCRUM A TEAM OUTPUT OWNER, BECAUSE THAT’S WHAT THE ORGANIZATIONS |’VE SEEN ARE ACTUALLY EXPECTING FROM THEM. THE ORGANIZATION EXPECTED THEM TO FOCUS ON THEIR TEAM’S DELIVERY. Whole Product Authority Scrum PO not Scrum tOO BUT UNLIKE MY PRODUCT OWNER FROM SCENE 1, THESE PEOPLE LACKED THE AUTHORITY TO MAKE MAJOR BUSINESS DECISIONS ABOUT THE WHOLE PRODUCT.
- 8. (C) 2019 Michael James (mj). All rights reserved.5 THOSE TEAMS INITIALLY SEEMED PRODUCTIVE AT STUFF AND THERE WAS KIND OF AN ILLUSION OF IMPROVED AGILITY. D D D D D D D D D D D D Whole Product Authority not Scrum Team Backlog TB Scrum Product Backlog PB WITHOUT AUTHORITY TO PRIORITIZE THE WHOLE PRODUCT BACKLOG, EACH TEAM OUTPUT OWNER WAS IN CHARGE OF A TEAM BACKLOG. WE'LL SOON SEE WHY THIS IS NOT A SCRUM ARTIFACT.
- 9. (C) 2019 Michael James (mj). All rights reserved. 6 S.O.S. Scrum of Scrums S.O.S. S.O.S. Scrum of Scrums THAT OFTEN DEVOLVED INTO A TRADITIONAL PROJECT MANAGER STATUS MEETING. AS A NAIVE AGILE COACH | DIDN’ T KNOW WHAT TO DO EXCEPT A PATTERN |’D HEARD OF CALLED "SCRUM OF SCRUMS." PO TB SM D D D D D D THEY IMPROVED THEIR INTERNAL COLLABORATION -- WITHIN TEAMS PO TB SM D D D D D D PO TB SM D D D D D D PO TB SM D D D D PO TB SM D D D D D D PO TB SM D D D D D D -- BUT NOT BETWeeN TEAMS.
- 10. (C) 2019 Michael James (mj). All rights reserved.7 DD D DD D SO WE CAN MORE QUICKLY LEARN WHAT OUR END USERS REALLY NEED. CPO SM C C REAL SCRUM TEAMS TRY TO DEVELOP SHIPPABLE PRODUCTS EVERY SPRINT D D D D D D Small Co. SM CPO Scene 3A: How Does Misinterpreting THE Product Owner Role Delay Customer Feedback?
- 11. (C) 2019 Michael James (mj). All rights reserved. 8 internal objectives internal objectives FOCUSING ON THE INTERNAL OBJECTIVES OF MIDDLE MANAGERS INSTEAD OF BROADER BUSINEss OBJECTIVES CAN CAUSE TEAMS TO TRY TO INCREASE OUTPUT, TOO Team output is gOod, right? velocity!TOO SOMETIMES MEASURED AS "VELOCITY." TEAMS IN LARGE ORGANIZATIONS SOMETIMES ONLY MAKE COMPONENTS THAT ARE NOT END-TO-END, CUSTOMER-CENTRIC FEATURES. TOO SM TB D D D D D D component component
- 12. (C) 2019 Michael James (mj). All rights reserved.9 BUT IN THE BIG PICTURE, FOCUSING ON THAT CAN INCREASE INTEGRATION PROBLEMS AND ACTUALLY DELAY OUR ABILITY TO GET A CUSTOMER RESPONSE! PO TB SM D D D D D D PO TB SM D D D D D D PO TB SM D D D D D D PO TB SM D D D D D D PO TB SM D D D D D D from team 1 component component from team 2 PEOPLE SOMETIMES THINK TEAMS SHOULD FOCUS ON INCREASING THEIR OUTPUT. IT’S EASY TO GET DISTRACTED BY MEASURABLE THINGS LIKE "VELOCITY." from team 1 component from team 2 component WHAT WIlL HApPEN later WHEN COMPONEntS MADE BY BY DIfFEREnt TEAMS DON’T FIT toGEthER?
- 13. (C) 2019 Michael James (mj). All rights reserved. 10 LONGER END-TO-END CYCLE TIMES WITH THE CUSTOMER REDUCE AGILITY. SM "Hyperproductivity" can hurt. Work InProgress! Expect Delays! MORE FOCUS ON INTERNAL OBJECTIVES FROM INTERNAL ORGANIZATIONAL LAYERS MEANS LEss FOCUS ON BUSINEss OBJECTIVES. PO TB SM D D D D D D PO TB SM D D D D D D PO TB SM D D D D D D PO TB SM D D D D D D PO TB SM D D D D D D IF OUR WORK HAS TO BE INTEGRATED WITH OTHER STUFF TO GET SHIPPABLE FEATURES, IT CAN TAKE LONGER TO GET A REAL CUSTOMER REACTION, LEARN FROM IT, AND ADJUST OUR DIRECTION.
- 14. (C) 2019 Michael James (mj). All rights reserved.11 D D D TRYING TO SATISFY INTERNAL GO-BETWEENS ISN’T NEARLY AS FUN OR EFFECTIVE AS TALKING TO REAL CUSTOMERS USING OUR PRODUCT. DD D DD D DD D DD D TB TOO TB TOO C DD D DD DTOO SM TB DEVELOPMENT TEAMS OFTEN DON’T TALK TO CUSTOMERS AND END USERS! DEVELOPERS SEE GO-BETWEENS AS THEIR MAIN CONNECTION TO THE CUSTOMERS OR EVEN THE OTHER TEAMS. ANOTHER WEIRD THING ABOUT LARGE ORGANIZATIONS … Scene 3B: How Does Misinterpreting THE Product Owner Role Reduce Developer Motivation And Empathy For Customers?
- 15. (C) 2019 Michael James (mj). All rights reserved. 12 D D D D D D We do high order work! We are not JIRA ticket takers! PO A REAL PRODUCT OWNER CAN MAKE MAJOR BUSINESS DECISIONS AND EVOLVE THE PRODUCT VISION AS WE LEARN MORE. Details Vision and Priorities Vision and Priorities D D D D D DSM C I make major busineSs decisions! THE CUSTOMER-CENTRIC PRODUCT BACKLOG DESCRIBES PROBLEMS — NOT TASKS— AND THE DEVELOPMENT TEAM CAN DO THE HIGH-ORDER WORK OF DEVISING SOLUTIONS. PB Scene 4A: How Do Real Product Owners Deliver THE Highest Customer Value?
- 16. (C) 2019 Michael James (mj). All rights reserved.13 No RolesCROSS FUNCTIONALITY AS A CROSS-FUNCTIONAL TEAM, THEY SHOULD BRING OR LEARN ALL THE NECESSARY SKILLS TO DO HIGH-ORDER WORK. SCRUM COMBINES CROSS FUNCTIONALITY WITH THE REMOVAL OF ROLE DISTINCTIONS. DOMAIN UX DEPLOYMENT INTEGRATION TESTING DESIGN ARCHITECTURE CODING ANALYSIS D D D D D D CROSS FUNCTIONALITY Development Teams are cross functional, with all the skills as a team necessary to create a product Increment. - Scrum GuideSM THEY DON’T ONLY CODE TO SPECIFICATIONS.
- 17. (C) 2019 Michael James (mj). All rights reserved. 14 THERE’S NO STRUCTURAL CHANGE TO THE ORGANIZATION, AND THE TEAM IS ALREADY IN THE HABIT OF TAKING ON HIGH ORDER PROBLEMS AND LEARNING NEW THINGS. D D D D D D PB NEW ITEM NEW ITEM NEW ITEM item item PO WHEN THE PRODUCT OWNER HAS MADE A MAJOR BUSINESS DECISION, HE OR SHE CAN CHANGE THE PRODUCT BACKLOG TO REFLECT THIS. THOSE ADDED THINGS MIGHT SOMETIMES BE USEFUL, BUT THEY AREN’ T PART OF SCRUM. THE MAIN BENEFITS OF SCRUM ARE FROM ELIMINATING PROCESSES AND ROLES. ELIMINATING ROLES PUTS PROCESS OWNERSHIP IN THE TEAM’S HANDS! SOME PEOPLE THINK SCRUM IS ABOUT ADDING STUFF LIKE BURNDOWN CHARTS, FIBONACCI NUMBERS, VELOCITY. Scrum recognizes no titles for Development Team members, regardless of the work being performed by the person. - Scrum Guide SM
- 18. (C) 2019 Michael James (mj). All rights reserved.15 THEIR SKILLS WILL BE OUT OF DATE. THEY WON’T KNOW THAT THERE ARE OTHER USEFUL TECHNIQUES. OUR CODE ONLY OVERSPECIALIZATION (OTHER TEAMS CAN’T UNDERSTAND THEIR CODE EITHER.) DD D DD DTOO TB A TEAM IN A LARGE ORGANIZATION RUNS THE RISK OF BECOMING OVERSPECIALIZED IN ONE AREA OF THE CODE. Scene 4B: How Does Misinterpreting THE Product Owner Role Reduce Value Delivery?
- 19. (C) 2019 Michael James (mj). All rights reserved. 16 D DOUR CODE ONLY D D OVERSPECIALIZATION D MAYBE FROM BEING TOO FOCUSED ON OUTPUT. OR MAYBE TOO COMFORTABLE BEING TOLD EXACTLY WHAT TO DO. TEAMS ALSO FALL INTO THINKING THIS IS OPTIMAL, SCRUM MASTERS, MANAGERS, COACHES, AND TRAINERS CAN ALL BE FOOLED BY LOCAL OPTIMIZATION. $5 Item $8 item $7 item $5 Item $5 item $10 item $ 1 item TOO WE’lL HAVE thE IlLUSION thAT SCRUM IS WORKING. THE TEAM OUTPUT OWNER WILL TRY TO ORDER THE LOCAL BACKLOG TO DELIVER THE MOST VALUE. $5 Item $8 item $7 item $5 Item $5 item $10 item $ 1 item
- 20. (C) 2019 Michael James (mj). All rights reserved.17 PO TB SM D D D D D D PO TB SM D D D D D D PO TB SM D D D D D D PO TB SM D D D D D D PO TB SM D D D D D D PO TB SM D D D D D D PO TB SM D D D D D D PO TB SM D D D D D D OUR TEAM’S TOP ITEM IS LEss IMPORTANT THAN THE WORK OTHER TEAMS DON’T HAVE TIME TO START! KEEPING SEPARATE TEAM BACKLOGS — SEPARATE LISTS — HIDES THIS PROBLEM. OUR IMPACT ON THE CUSTOMERS WILL BE LIMITED. AND CHANGING DIRECTIONS — THE WHOLE #$@*& POINT OF AGILITY — WILL BE DIFFICULT. SM Only a few teams are doing the most valuable work! *%$&@#! $8000 Item $7000 item $7000 item $7000 Item $6000 item $6000 item $ 8000 item BUT THE BENEFIT TO CUSTOMERS IS LESS THAN IT SHOULD BE. THERE’S MORE IMPORTANT WORK HIDDEN IN OTHER BACKLOGS THAT OUR TEAM ISN’T LEARNING ABOUT!!
- 21. (C) 2019 Michael James (mj). All rights reserved. 18 THEY RISK BECOMING REQUIREMENTS ENGINEERS, BUSINESS ANALYSTS, OR PROJECT MANAGERS. TOO requirements engineer business analyst project manager THEY ARE “ACCOUNTABLE” FOR THINGS THEY CAN’T CONTROL. TOO THEDEVELOPERS THEBUSINESS TOO THEY ARE INTERMEDIARIES WITHOUT THE AUTHORITY TO MAKE MAJOR BUSINESS DECISIONS. TOO TEAM OUTPUT OWNERS ARE STUCK IN THE MIDDLE. Scene 5: What Sucks About Being A Team Output Owner?
- 22. (C) 2019 Michael James (mj). All rights reserved.19 In no way did I envision the Product Owner becoming a business analyst that was responsible for requirements engineering. -Ken Schwaber SM https://kenschwaber.wordpress.com /2011/01/31/product-owners-not-proxies/ TOO Details Clarification AdministrationCoordination Motivation Reporting Dependencies OR PUSH THE TEAM FOR MORE OUTPUT. THE TEAM OUTPUT OWNER IS UNDER PRESSURE FROM ELSEWHERE, NOT ABLE TO BE AN ENTREPRENEUR. THEY MIGHT COORDINATE THE TEAM’S WORK WITH THE WORK OF OTHER TEAMS, TRACK DEPENDENCIES, DO ADMINISTRATIVE WORK, STATUS REPORTING. THEY MIGHT TRY TO WRITE PERFECT “USER STORIES” AS DETAILED REQUIREMENTS, THEN CLARIFY THEM WHEN THEY AREN’T PERFECT. TOO ClarificationDetails
- 23. (C) 2019 Michael James (mj). All rights reserved. 20 TEAM responsibility Individual Development Team members may have specialized skills and areas of focus, but accountability belongs to the Development Team as a whole. - Scrum Guide SM THE PLACES THIS WORKS ALREADY HAVE A SOCIAL ENVIRONMENT THAT MINIMIZES POWER DIFFERENCES AND PEOPLE SHARE RESPONSIBILITY NATURALLY, JUST AS A ROLE-FREE TEAM IS REQUIRED TO DO. TOO Individual responsibility POWER DISTANCE Low High POWER DISTANCE Low High D D TOO D THEY GET A LOT DONE HAVING SOMEONE IN THE ROOM WHO CAN GIVE IMMEDIATE FEEDBACK. OF COURSE WE ALL WANT THAT. | RESPECT PRACTITIONERS WHO FEEL THAT ONE PERSON PER TEAM PLAYING THIS ROLE IS APPROPRIATE FOR THEIR SITUATION. Scene 6: HOW CAN WE HELP PEOPLE STUCK IN THIS ROLE WHILE INCREASING TEAM SELF ORGANIZATION AND CROss FUNCTIONALITY?
- 24. (C) 2019 Michael James (mj). All rights reserved.21 SM We limit agility by pretending that Team Output Owners are the Product Owner. FOR THEM, STATUS DIFFERENCES LINKED TO ROLES ARE VERY REAL … IS A TEAM SELF ORGANIZING IF WE GIVE ONE MEMBER A SPECIAL ROLE? DO WE SEE THE CONTRADICTION OF SAYING "ALL MEMBERS ARE EQUAL," BUT ONE MEMBER IS MORE "EQUAL" THAN OTHERS? D D D D D D D D D D D D D D D D M MM M M M M MM POWER DISTANCE Low High BUT IN TYPICAL ORGANIZATIONS, PEOPLE ARE INFLUENCED BY LAYERS AND TITLES.
- 25. (C) 2019 Michael James (mj). All rights reserved. 22 They are self-organizing. No one (not even the Scrum Master) tells the Development Team how to turn Product Backlog into Increments of potentially releasable functionality. - Scrum Guide PLEASE WRITE TO ME ABOUT WHAT BAD THING YOU IMAGINE WOULD HAPPEN AND |’ LL MAKE FOLLOW-UP COMICS ABOUT THOSE CONCERNS. SM D D D D D DD TEAM SELF ORGANIZATION HAPPENS WITHOUT ROLES. WHAT’S SCARY ABOUT THAT? D THEN THE TEAM COULD FIGURE OUT FOR THEMSELVES WHO WOULD DO WHAT IN EACH SITUATION INSTEAD OF BEING CONSTRAINED BY A PROCESS IMPOSED FROM OUTSIDE. DD D?TOO WHY BE AFRAID OF THIS PERSON JOINING WITHOUT ANY SPECIAL ROLE DESIGNATION SEPARATING THEM FROM THE OTHERS? … WHEN THE SCRUM MASTER AND MANAGEMENT CREATE THE ENVIRONMENT THAT ALLOWS IT. TO AVOID ADDING UNNECESSARY LAYERS, CONSIDER THE REASON SCRUM HAS ONLY THREE ROLES, AND THE POWER OF ROLE-FREE TEAM SELF ORGANIZATION
- 26. (C) 2019 Michael James (mj). All rights reserved.23 BUT THIS WEEK THE HIGHEST PRIORITY WORK FOR THE COMPANY IS TO PROGRAM THE FISH TO CHANGE COLORS WHEN THE WATER TEMPERATURE VARIES. OUR TEAM MUST LEARN NEW SKIllS TO HELP THE BUSINEss SUCCeeD. D DDD LET’S IMAGINE WE’RE ON A TEAM THAT USUALLY PROGRAMS ROBOT FISH TO STAY TOGETHER IN SCHOOLS. NOT WHAT WAS EASIEST FOR THEM IN THE PAST.TB IF | WERE TRYING TO DEVELOP A PRODUCT WITH MULTIPLE TEAMS, AND IF OUR LONG-TERM SURVIVAL DEPENDED ON LEARNING TO FOCUS ON THE MOST IMPORTANT THINGS, |’D KEEP THE MOST IMPORTANT PROBLEMS IN ONE REAL PRODUCT BACKLOG. |’D ASK THE TEAMS TO FOCUS ON OUR ONE REAL PRODUCT BACKLOG, PB SM In the long run, the only sustainable advantage is your organization’s ability to learn faster than your competition. - Peter Senge Scene 7: Why Is It Unnecessary To Create New Roles Such As "Chief Product Owner"?
- 27. (C) 2019 Michael James (mj). All rights reserved. 24 SM Whole Product View! AND TO TEACH THE PRODUCT DEVELOPERS THAT COLLABORATING ACROSS TEAMS IS NOW A DEVELOPER RESPONSIBILITY. D D D D DD TO FOSTER A WHOLE PRODUCT VIEW, | WOULD ASK THE SCRUM MASTERS TO REMOVE THE BArrIERS BETWEEN TEAMS, SM SM D D D D D D D D D D D D D D D D D D D D D D D D D D D D D D D D D D D D D D D D D D SM SM SM One Product Backlog is used to describe upcoming work on the product. -Scrum Guide SM D D D D D D D D D D D D D D D D D D D D D THAT’S SOMETHING THEY CAN WORK OUT WITH EACH OTHER AS THEY DECIDE FOR THEMSELVES WHICH TEAMS WILL DO WHICH PRODUCT BACKLOG ITEMS EACH SPRINT. OF COURSE TEAMS WON’T BECOME INTERCHANGEABLE. PB
- 28. (C) 2019 Michael James (mj). All rights reserved.25 IT COULD TAKE YEARS BEFORE ALL THIS WORKS THE WAY |'M DESCRIBING, BUT IT HAS BEEN DONE BEFORE. Everyone must spend face time with customers and users to build empathy and insight. - Jeff Patton SM D PB D C D D D po D C NOW THE DEVELOPERS WILL HELP MANAGE THE PRODUCT BACKLOG. SM The Product Owner may do Product Backlog management or have the Development Team do it. - Scrum Guide D D D D D D D D D D D D D D D D D D D D D D D D D D D D D D D D D D D D D D D D D D C C C C C |'D ALSO WANT TO REMOVE BARRIERS PREVENTING DEVELOPERS FROM GETTING DETAILED CLARIFICATION FROM CUSTOMERS SO WE DON'T NeeD TO SPOON-FeeD DEVELOPERS ANYMORE.
- 29. (C) 2019 Michael James (mj). All rights reserved. 26 Product Owner Product Owner LET'S CALL THIS PERSON PRODUCT OWNER. ? WE DON'T NEED TO INVENT A NEW NAME FOR OUR ULTIMATE SOURCE OF PRIORITIES, BECAUSE IT'S NOT REAllY A NEW ROLE. PB PB PB PB PB PB PB PB PB PB WE'LL NEED SOMEONE WITH REAL AUTHORITY AND VISION TO MAXIMIZE THE VALUE OF OUR WORK. OUR PRODUCT BACKLOG SHOULD CONSTANTLY CHANGE. PB PB PB
- 30. (C) 2019 Michael James (mj). All rights reserved.27 C C C C CONVERSATIONS ABOUT DIRECTION, PRIORITIES, BUSINEss STRATEGY, AND VISION. CONVERSATIONS ABOUT DETAILS OF USER NeeDS. CUSTOMER CAN BE DIRECTLY CONSULTED BY DEVELOPERS, AVOIDING HANDOFFS. DEVELOPMENT TEAM MEMBER COULD ALSO BE A BUSINEss DOMAIN EXPERT, UI/UX DESIGNER, FORMER TOO, ETC. ONE PRODUCT OWNER AND ONE PRODUCT BACKLOG DESCRIBE THE WHAT. SCRUM MASTER AND MANAGEMENT ON A DIFFERENT PLANE, NO LONGER COORDINATING OTHERS' WORK. NOW THEY ABOLISH HARMFUL POLICIES AND TEACH SYSTEMS THINKING. PB D D D D D D D D D D D D D D D D D D D SM M SM M SM po po FLUID, ROLE-FRee COORDINATION SPANS TEAMS. TEAMS OWN THE HOW.
- 31. (C) 2019 Michael James (mj). All rights reserved. 2 If you want to learn more about how to deal with the problems described in this story, MJ (Michael James) has written many things, including the Scrum Master Checklist at http://ScrumMasterChecklist.org. Email him at mj@seattlescrum.com or tweet him at @michaeldotjames. https://youtu.be/1BZf_Oa7W94. (That's the letter O, not a zero.) Watch https://less.works. Visit Large Scale Scrum: More With LeSS, Larman/Vodde (2016). FIRST READ Scaling Lean & Agile Development, Larman/Vodde (2008). THEN READ Practices for Scaling Lean & Agile Development, Larman/Vodde (2010). THEN READ
- 32. (C) 2019 Fans of LeSS. All rights reserved. When you get tired of MORe, try LeSS.