In this episode, we explore some of the anti-patterns that Roadmaps can create in a team. We discuss the process of change and some ideas on how to make the Roadmaps better for team and stakeholders.
In this episode, we also refer to a book that gives concrete visual tools that can be used also for Roadmapping. The book is Actionable Agile Tools by Jeff Campbell, and is published by Oikosofy, which also publishes this podcast.
About Sebastian Hitzler
Sebastian works as a dedicated Scrum Master for two delivery teams at Fidor Solutions in Munich. The team members are from 10 different countries and spread into 3 different locations in Germany, Spain and Ukraine. Fidor enables clients to become digital banks based on their ecosystem. Sebastian also works with the wider organisation to help them transform with lean and agile.
Many organizations are stuck in the “let’s write a document, then a contract before we even get started” anti-pattern. Here’s the problem: no matter how careful you are with the original contract, there will be problems because the understanding of the contract will diverge over time. In this episode we talk about a different approach. And with Barry we review the steps he used to move from Big Upfront Contract to Co-creating with the Customer! A radical new approach enabled by the adoption of Scrum.
About Barry Overeem
Barry, the learning facilitator as he calls his blog, considers himself a 100% Scrum Master. It’s such a comprehensive and interesting role that he gives it his full focus and keeps learning and discovering new aspects every day!
Many organizations adopting Agile as of today are in a transition. From the Project Management paradigm to the Agile paradigm. How can we engage with Project Management to help the organization evolve? This is the topic of today’s conversation with Joe Anderson: how do you engage with Project Management to help the organization move towards Agile?
About Joe Anderson
Joe is a Scrum Master at a small travel technology company with a passion for bringing out the best in people and building deep relationships. He works hard to foster an environment of safety, fun and learning with a focus on relentless improvement.
There are plenty of opportunities to help teams and organizations change and improve. In this episode, we talk about how trying to help teams reduce project risk can help drive change. Arif explains the steps he took to help the team change the way of working by focusing on simply reducing the risk of the project. A simple project management approach that can drive change to our ways of working.
In this episode, we discuss the concept of a Walking Skeleton that can help focus the team and reduce project risk.
About Arif Bobat
Arif is an experienced Scrum Master with a passion for enabling teams achieve their potential, Arif loves challenging situations. In the last 5 years he has been made redundant twice and fired twice. He is not afraid of speaking up when he sees anti-patterns and/or a lack of willingness to change behaviours.
Donald joined one team and found that they only had a very superficial knowledge of Scrum. They knew the ceremonies, the meetings, the formalities, but something was off. In this episode we discuss how you can “test” if your team really understands Scrum, and how to help the team realize where they are in their journey to adopt Scrum.
About Donald Ewart
For more than 10 years, Don has been a scrum master and coach working in different sectors in London and across the UK as an independent consultant.
With a background of 10+ years in several development roles for web and finance systems, Donald has a good technical knowledge of modern development techniques, and can quickly build rapport and respect with development teams, understanding their issues and helping them to find the right solutions.
Venetia, a Scrum Master got the order from project management: the project must be moved to a new team, hundreds of miles away in another city! Wow, what a challenge!
When we discuss changes on the podcast we very often talk about Agile adoption, Agile transformation or some other “larger” kind of change. Venetia was facing a different story. She was facing a change of team for an existing product! In this episode Venetia shares how they were able to successfully onboard new team members (in a new city!) and change the whole project to that new team over a period of a few months. A real, tangible change that everyone needed to get used to, and execute it at the same time!
About Venetia Foo
Venetia has been on her agile journey since 2007 and has been a witness to the best and to the worst of it. She is passionate about learning and continuous improvement. She uses a variety of skills to empower and enable teams to perform at their best.
Change is a dreaded word in many work places. They may be associated with fads, change of management, new processes that make our jobs harder, etc. But sometimes – when adopting Agile for example – change is something that helps us all and our customers! How can we help teams, especially teams with a long experience in pre-agile methods, to change and adopt Agile? Jac shares with us the Lego Scrum game and how that helped him bring a new hope to an old organization.
About Jac Hughes
Jac is a scrum master who has a passion to help teams become empowered, autonomous but mostly importantly productive. Jac has served 7 years in the Royal Navy before moving into the world of IT.
As Jac puts it: “it was a dream to have the whole team co-located”. But invariably, as Scrum Masters, we will face distributed teams. So we must prepare for those teams. There are many possible problems. The lack of interaction, the cultural expectations in different countries, the problems with the remote meeting technology. How are we to prepare to handle these challenges? Jac explores the topic and shares his experience on working well with distributed teams.
About Jac Hughes
Jac is a scrum master who has a passion to help teams become empowered, autonomous but most importantly productive. Jac has served 7 years in the Royal Navy before moving into the world of IT.
As Balazs puts it, you don’t expect public sector organizations to be the most Agile organizations ever. However, if you do things right – like Balazs shares with us in this episode – you can make a big impact with relatively small changes. In this episode Balazs shares how he was able to help a team go from ineffective and long daily meetings to sharp, clear and quick daily meetings.
About Balazs Tatár
Balazs is a technical project manager, working for the European Commission in Brussels, Belgium. Currently he plays the Scrum Master role in a support team of one of the biggest web project at the European Commission. He is a former technical lead and fan of open source technologies.
How do you turn around a ship that is going south? When people leave quickly, you don’t even keep the little knowledge gathered in the team. Just like in our organizations today, the Santa Fe was losing key people and suffered from very low morale. This was the moment when Retired Captain David Marquet entered the ship. The Santa Fe was about to change, and Captain Marquet shares with us the key moments in that story as well as very practical tools you can use as a Scrum Master to help your team go from follower to leader.
Acknowledging what you don’t know and still being a leader
Leaders are expected to know a lot. In fact, in the US Navy submarine captains are put into school for 1 year before taking office in the ship. Captain Marquet shares with us the moment when he gave his first order and was made aware that his order was impossible to carry out.
Many leaders do this, but are never told by their subordinates that the order is impossible to execute. This moment of understanding led Retired Captain David Marquet to start a new practice aboard the Santa Fe: being silent to allow people to express their intent. Later on the Captain and his crew developed the “I Intend to” method that is described in his Turn the Ship Around book, and enabled the major transformation in the ship: from 1 leader and 134 followers to 135 leaders on board. This simple technique can dramatically unlock the capabilities of your organization and your team.
Captain Marquet also shares the simple techniques that allowed him to make the “I intend to” approach work. Listen in for the details.
Giving up control, the key to self-organization and a major challenge for leaders today
Leaders are leaders because they are able and willing to take control of difficult situations. And they add value by helping their teams face and resolve difficult situations. However, the challenge is that when we do take control, we immediately send the message to the team that they are not supposed to. How do we get out of that pattern? Captain Marquet shares with us his approach, an approach that he uses today with leaders all over the world. Practicing giving up control is one way we can learn to unlock the power of the organizations and teams we work with.
Listen in to learn about this simple, but effective practice and how it can help you – as a Scrum Master – let the team raise up to the challenge. To take ownership on their own. This simple technique alone can trigger the process of self-organization
Audience question: how to deal with bad apples?
As a Captain in the Navy, Captain Marquet had to deal with all kinds of people and in situations where there was no other choice. You can’t fire a person while you are at sea for 6 months. That person can be a key to a future critical situation, so we need to make sure everyone can contribute to the challenges we face. How do you do that when there’s a “bad apple” in the team? Captain Marquet reviews with us his approach to tackling that kind of issue that we will have to face, sooner or later, in our Scrum Master career.
George W. Bush famously proclaimed “I’m the decider!” But is that really the role of a leader? How about the role of the leader as the one responsible for the structure, the system where the teams and individuals perform their work?
Captain Marquet challenges us with the idea that we, as leaders, are responsible for the system of work. The structure and methods of interaction and collaboration. While the people in the team or organization are responsible for the real work. The content of the work. If we don’t follow this simple approach we end up micromanaging outcomes as Captain Marquet says.
Be authoritarian in the system of work, but decentralize decisions about the work content.
Act your way into a new way of thinking
How can we bring this kind of change to our organization? No change can happen without the attention and focus of the leaders in the organization. And in this aspect lies one of the key insights of the book by Captain Marquet: “Instead of trying to change mind-sets and then change the way we acted, we would start acting differently and the new thinking would follow.”
The story that Captain Marquet conveys in his book is a striking example of how you can change culture in an organization, and radically improve results with simple, and sometimes counter-intuitive, lessons on leadership.
About Captain L. David Marquet
Captain David Marquet (pronounced: MAR-KAY) was assigned to command the nuclear powered submarine USS Santa Fe. The Santa Fe ranked last in retention and operational standing. He literally “turned his ship around” by treating the crew as leaders, not followers, and giving control, not taking control. This revolutionary approach not only took the Santa Fe from “worst to first” in the rankings, but also created more subsequent leaders than any other submarine. Stephen R. Covey called the Santa Fe “the most empowering organization [he’d] ever seen” and wrote about Captain Marquet’s leadership practices in his book, The 8th Habit.
Captain Marquet is the author of Turn the Ship Around! A True Story of Turning Followers Into Leaders.
This was Fortune magazine named it the #1 must-read business book of the year, and USA
Today listed it as one of the top 12 business books of all time.
David Marquet is here to share with us the powerful message that in highly effective organizations, leadership is not for the select few at the top; he will share with us how he and the crew of Santa Fe developed a way to create leaders at every level.
To find out more, visit Captain Marquet’s site, buy Turn the Ship Around!