When Steve joined this team, they had been working on a governmental website project for 2 years, and there was very little visible progress. Steve started by observing what was going on in the project and found that the teams were not working together, and time was spent finger-pointing. Steve started his work by first accepting where the teams were, and did simple things like continuing the Status Meeting they had already, but making subtle changes to instill an Agile mindset. And then things started changing. Listen in to learn about the tools and approaches Steve used to completely transform those teams and that environment.
About Steve Silbert
Steve is an Agile Coach living in Jacksonville, Florida. He is co-curator of SketchnoteArmy, sits on the board of directors for a spiritual innovation incubator, and designs agile games in his spare time.
In a project within a health care organization, Jesse observed that the structure of the software was starting to mimic the structure of the organization, it was following Conway’s Law, which states that the software architecture will mimic the structure of the organization that develops it (and vice-versa).
In that organization, they wanted to move towards a more cross-functional setup, implementing the idea of Feature teams. In this episode, we discuss how a change like this can be implemented.
About Jesse Houwing
Father of 2, husband of 1, Professional Scrum Trainer with Scrum.org, Steward of the Scaled Scrum curriculum there, gadgeteer and techy at heart. Lives in the middle of The Netherlands.
In a regulated environment, where tools and processes were mandatory, Ludmila started to work with a team that was already overwhelmed with process-related meetings. How do you work with a team that wants “no meetings”… Listen to this episode, as Ludmila describes her approach and what worked for her and the team.
About Ludmila Reyter
Ludmila started as a project manager and became a scrum master early on, and has been working with teams in the software development sector for 7 years now – but with other teams in general (basketball, studies) much longer.
She loves to see people working together successfully, which of course means going through some tough times, too. Ludmila realized that the things she once learned somehow rearrange, and has a thought for us: never be sure that what you think you know will always be true!
When trying to help Scrum teams, we may get stuck in discussing what to do to improve. In this story, Mahesh shared how he went about working with a team to improve even when they didn’t know what would be the “right” solution for their problems. This is a story that emphasizes the importance of working continuously, even if in small steps, to help the teams we work with.
About Mahesh Jade
Mahesh is an Agile evangelist dedicated to championing the cause of building winning teams and winning products. A facilitator by passion, a coach, and an agilist at heart, he works to bring agility to the organization and humanizing the workplace.
When Leigh started to work with this team, he wanted to help them focus on improving their process without pushing Scrum or Agile on them. This was a startup team, they were already pretty “agile”.
Leigh started with a Futurespective, to help them get a sense of the direction they wanted to go in. Leigh then used different data sources to help the team improve, and the outcome of the Futurespective to help them prepare for some of the difficult situations they would have to face.
About Leigh Griffin
Leigh is an Engineering Manager in Red Hat working with distributed Agile teams. His focus is on the Agile mindset through proactive Coaching and helping teams to grow.
We often see Scrum Masters come from the team’s ranks. A tester, a developer and sometimes even project managers take on the Scrum Master role. Ben suggests a different approach and shares his own story. Ben started his Scrum Master role when he was a director of a department, and he explains why senior leaders benefit from, and should also practice the role of the Scrum Master.
In this episode, we talk about adopting Scrum in larger organizations, and the key role that leadership roles play in that process.
About Ben Maynard
Ben is an experienced coach, trainer, and mentor assisting senior leaders in medium to large organizations with organizational design and the cultural repercussions.
In this episode, we talk about a legal team that was adopting Scrum. Adopting Scrum in non-software teams can be a challenge, and we talk about the challenges that Jacy faced when working this team. We share some of the most important lessons about understanding the different situation those teams are in, and learning to adapt to their needs, instead of pushing the software perspective on them.
About Jacy Ong
Jacy is a big anime fan! And she has found a strong connection between sports anime and her work as a scrum master. As she puts it: “nothing feels more rewarding than to watch your teams grow and achieve goals they never thought they could possibly achieve. :)”
This is the story of a merger between an older, bigger company and a startup. The scene was set for conflict, as these companies had very different cultures and different structures, and that was just the start of the troubles that Chris and the team had to face. The older, more established company, naturally wanted the startup to start following their process, but how they went about it, made things even worse. In this episode, we talk about how we can introduce a process to a new team (or teams) in a way that gains commitment, and engagement.
About Chris Stone
Chris is The Virtual Agile coach, a #PeopleFirst champion, and an Agile Evangelist / Agile Transformation Lead / Scrum Master possessing over 8 years of experience within the IT industry.
When we help teams adopt Agile, and practice Scrum, there are some common problems we need to prepare for. In this episode, we talk about the skills and role training that are required to get a team started with Scrum, and how the first few sessions on story writing and planning are so important. Adrienne shares some of the tools and approaches that have worked for her when helping teams that are just getting started.
About Adrienne Rinaldi
Adrienne Rinaldi is an Agile Transformation Coach and co-founder with PinnacleTek Consulting. She has a passion for topics such as emotional intelligence in agile leadership, cultural transformations and breaking the norms in hierarchical organizations. She has enabled value-based strategy and business agility at many levels of client organizations: teams, programs and portfolios. When not being an agilist, Adrienne’s activities a published book (about beer and yoga!), mountaineering, hiking (Colorado 14er finisher), kayaking and spending time with friends/family.
In this episode, we dive deep into the role of a coach, and what are some of the aspects we must keep in mind for all of our assignments. We also discuss how to work with leadership to help the Agile transformation take shape and progress.
Arjay has been an Agilist for over a decade. In the last few years he’s focused on Agile and “product development” for non-software applications. A considers himself a teacher at heart, he uses metaphors and story-telling to help others see their challenges from a different perspective and overcome them.