Helping organizations and teams change can sometimes be a very frustrating experience for the experienced Scrum Master. To lead a change process it is not enough to “know” what needs to be changed. The change happens only when people realize what they have to gain, and what needs to change for that to happen. In this episode we discuss how sometimes being patient is the best thing we can do to help change move along.
About Andreas Plattner
Andreas is an Agile Coach @ Daimler. He is has been a passionate Agilist and Scrum Master for over 10 years. He works on and cares for organizational health.
Some teams get to a point where they are ready to take ownership of their own work and process. When that happens it is good to have a conversation and map-out the team’s journey to taking over and working without the daily presence of a Scrum Master. In this episode we talk about that journey, and how we, Scrum Masters can and should help the teams in their journey to self-organization.
About Mark Cruth
Mark has been playing in the Agile space since 2009, helping multiple organizations move towards a more Agile perspective on work across several industries, including manufacturing, eCommerce, and FinTech. Today Mark works as an Agile Coach for Quicken Loans, as well as operates his own Consulting company called Teal Mavericks.
There are different stages in a change process. First we start by getting the early adopters interested and practicing Agile, then we hit the first resistance waves and deal with them. Later we face the late majority and what Jason Little calls the un-movables. In this episode we talk about the change process as a whole and discuss the impact that Communities of Practice can have on an organization’s change journey.
About Denis Salnikov
Agile Coach and Scrum Master passionate about creating and fostering happy workplaces and safe environments. Denis calls himself an Agile Mythbuster.
This is the case of a team that was working well. They understood Agile, they had experience, they practiced Agile. However, there was a problem. The Product Owner was missing. What happened? What were the problems, and what change management approach was used to help the team and the PO collaborate? Listen in to explore this and learn about how role playing can help you tackle tough situations with your team.
About Shubhang Vishwamitra
Shubhang is a passionate agile practitioner originally from Bangalore, India. Who’s worked in Japan and Finland and is currently based in London and working as scrum master.
Shubhang has an extensive background in software development and agile delivery model in smartphone, travel and finance industries. He believes that having a technical background helps to connect with teams and ease the flow of discussion in solving complex problems.
Visualization is one of those tools we often ignore, or dismiss because it does not fit the distributed world we live in. However, that’s one of the most important ways to get a change started. In this episode we explore how adding a simple visualization (Kanban Board) helped a team to go from Chaos to a flow of work.
In this episode we refer to Modern Agile, a community of practitioners asking: what’s next for Agile?
About Sarah O’Brien
Sarah is passionate about helping teams work together to bring value to their work lives. She has worked in the Scrum Master role for the past 6 years after transitioning out of waterfall as a senior software engineer. Her (not so) secret goal is to help people bring agile practices home.
Change is a big scary word in many organizations. But why is that? In this episode we talk about change in a different way. We explore what change would be, if it were the basic operating model of the organization. We talk about Nils Pflaeging’s work, about Complexity and how it affects the way organizations work in reality (as opposed to theory). As Jella says: “Change should be like adding milk to coffee.”
Jella has a background in linguistics (totally non-tech) and calls herself “agile native” (having never worked any other way, at least in software development). She works as a Scrum Master since 2014 at Qudosoft in Berlin. She has worked with both colocated as well as distributed teams.
Working with a team is hard enough when the organization is stable and not going through a major upheaval. But when an organization is in massive change, how can we keep teams motivated and engaged with the work? In this episode we discuss the story of a team that was “alone” in the middle of a major organizational change, and what they did to keep the motivation and even going far beyond the call of duty. An inspiring story of how, sometimes, change comes from the team itself!
Lynoure has worked in many roles in the IT, from operations, scrum mastering and requirements analysis to programming, even a little as a tester. She’s worked in agile teams since 2000 and loves being an adapter type, bringing in a wider perspective into her projects and to help different types of personalities to work together.
The adoption of a new process can be a great example of how change happens and is gradually accepted, and then adopted by the teams and team members. In this episode we explore a Kanban adoption, and how the process of Kanban also had an impact on the change itself.
In this episode we talk about ScrumBan, a development approach that tries to pick the best components of both Scrum and Kanban.
About Kathy Andersen
Kathy works as a Scrum Master with a team implementing a billing management system for a company called Hudl. Hudl is headquartered in Lincoln, Nebraska and provides video review and performance analysis tools for coaches and athletes to review game footage and improve team play. Kathy took an uncommon route to the software world, and since then she has had the luck of working on a diverse set of projects and teams. You’ll find her speaking at conferences and participating in the agile community.
Work life is a serious thing. We spend (at least) one-third of our time awake at work, and in some cases much more time than what we spend with our families most days of the year.
Now imagine what would happen if your work would be falling apart. You have too much work, and are being constanly interrupted. Your authority and ability to contribute is undermined. And on top of it your place of work is literally crumbling: the roof collapsed and what is left is being innudated by dirty water that runs off from the roof’s debri.
Meet Ibu Elsye! Ibu Elsye is the lady dressed in black in the picture or “Mrs.” Elsye if you don’t speak Indonesian ;).
She’s General Manager of a hospital, Rumah Sakit Bungsu (aka The Bungsu), that Marcus Hammarberg helped, in Indonesia. General Manager; what is that, in a hospital? I’m happy you asked: basically she’s in charge of everything that is not health care. Food, laundry, maintenance, security staff, drivers … you name it.
In The Bungsu, if you need something fixed – go to Ibu Elsye.
But Ibu Elsye’s work life was not going very well…
Sometimes we have to work on team-level changes. Changes about how to release for example. In this episode we explore one such change, and everything that we need to be aware of when working with team, stakeholders and a process that needs to improve. We may think that team-level changes are simpler or easier than other types of changes, but are they really?
About Umer Saeed
Umer is a Scrum Master, joining us from London, UK, currently working for one of the largest TV broadcasters in the UK, ITV. He has 5 years experience working in Agile environments spanning across Sports, Broadcasting, Travel and Publishing.