As more traditional companies adopt Scrum, we – the Scrum Masters – are in a particularly tough position. We need to bridge the old world, and the new reality of Scrum. In the old world (PRINCE2, PMI, IPMA Project management, etc.) there were reports. And lots of them. In Agile we believe that the only measure of progress is “running, tested software”. How do we combine the two?
In this episode we talk about how Darryl faced, and ultimately adapted to that reality.
Darryl is an IT professional specialising in Kaizen (continuous improvement), Agile delivery and coaching, Lean Thinking implementations and more recently applications of DevOps and Data Science. Darryl can also be found singing in rock/pop choirs, and watching or reading anything in the realm of Sci-Fi / Marvel.
When the deadlines approach, there’s a lot of pressure on the teams. It’s understandable that there is pressure, but why does that happen when the software the team produces often waits for weeks before being put in production or released?
What is a Scrum Master to do in these situations? Listen in while we discuss the pressures teams suffer, and what are the alternatives we have to help organizations and teams through that easy temptation to pile on more pressure
About Joanna Koprowicz
Joanna is an Agile Enthusiast with a burning passion to help organizations work smart not hard. She is one of the co-organizers of Agile-Lean Ireland Community. Currently she works as a ScrumMaster in Dublin.
Max’s first Retrospective was an exercise in the limits of planning. He shares with us how he prepared for that, and ultimate how it all failed. From that failure, however, came an important lesson that he still applies today.
Listen in to learn what Max learned about effective retrospectives after the failure despite the detailed plan for his first retrospective.
About Maximilian Fritzsche
Maximilian worked as a Scrum Master for several years and believes that the way to look at the role is to always have in mind the following quote: “Keep moving forward” – his favorite quote, and what he tries to do every day. “One step at a time!”
The way we reward people for the work they do, directly impacts how they act. In this episode we explore the impact of an individual reward system on how Abbas acted, and what he learned from that situation.
We explore motivation, relationships and most of all, the systemic impact of the reward systems we create in corporate environments.
About Abbas Ghahremani
Abbas is a Scrum Master who enjoys coaching individuals and teams who are on a journey of developing an agile mindset, focusing on values and principles which will make them work lean, collaborate and generally enjoy work more!
He calls himself an agile and product person focusing on delivering value early and often to customers.
After a successful assignment with one team, Andy moved on and started work with a new team. However, things were not as easy, or as simple as he expected. In this episode we talk about how every new team is a new experience, and we need to find our groove, rhythm and approach as Scrum Masters, to ensure that we are not surprised by the differences between teams and contexts.
Learning to adapt to new organizations, and new teams is a key skill for Scrum Masters and we discuss how we can do that.
About Andrew Hudson
Andy is a Scrum Master within the Media industry. He’s passionate about making work a motivating, enjoyable and empowering place to be. He wants to help teams and individuals reach their full potential and believes developing the right vision and mindset is more valuable to effective teams than any process or framework.
When we start our role as Scrum Masters in a new team, sometimes we suffer from the “new guy” syndrome. The new guy is the person that everyone tries to tolerate, but mostly ignore. That’s what happened to Gilberto. How can a Scrum Master recover from “new guy” syndrome in a hierarchical culture? Listen in as we discuss the process with Gilberto.
Gilberto is a Berlin-based Scrum Master. He is passionate about Agile, Lean, Scrum and most of all complexity. He is currently working at Takeaway, a leading online food delivery marketplace in Continental Europe.
Agile adoption is a process that can create fear in the organization. Not the least of which because it changes team composition (from component and functional teams to cross-functional teams). How do we identify the fears in the organization and address them may be the difference that makes Agile succeed or fail.
About Zeshan Ilyas
With a firm focus on Agile and Scrum methodologies, Zeshan has worked within high profile organisations, including the HSBC, Capgemini Financial Services, Talk, Talk, and many more.
Having worked with Agile companies for many years, Zeshan identified a need for a community of Agilists in Pakistan, which would bring together professionals adopting an Agile or Scrum approach, help increase awareness of Agile.
When we start our journey as Scrum Masters, we are not only learning something that is new to us, but we are also learning something that is new to everyone else. Scrum is new, even in it’s 20 or so years of life, there’s not been time to develop enough knowledge to claim a “definitive body of knowledge about Scrum”. Therefore, learning something that is yet undefined is a critical part of our journey as Scrum Masters.
Despite that realization, it is common to feel “we” are the failure, when in fact, we are just learning a new art. In this episode we discuss the impact of failure in ourselves, not just our learning, and we touch on how to bring the insights that Scrum helps uncover to the rest of the organization.
About David Spinks
David has over 15 years experience in the IT industry. He began his career as a software developer before becoming a Scrum Master in 2012. He calls himself an ‘agile adventurer’ and believes in continuous learning in himself and others. His passion is getting the best out of teams and seeing people reach their full potential. He has worked in a variety of industries, including eCommerce, social housing and education.
As an unlikely Scrum Master Jem went through a journey of adapting to a new industry, and a new role. In his eagerness to bring value to the organization and teams he worked with he focused on taking on more responsibility. But is that a good idea? What happens when the Scrum Master also takes the Product Owner role? Listen in as we discuss the anti-pattern of the Scrum Master that is also the Product Owner.
About Jem D’jelal
Jem trained to be a social worker, but ended up dropping out & joining the dark side instead : investment banking 🙂 In a funny way, Jem was led back to his passion – helping people. This happened when he was introduced to Scrum in 2006, and has been a career Scrum Master since. He calls himself “nomadic”, having had almost 30 roles in 10 + years. He does say that he will be searching for a home at some point. Some of Jem’s other passions involve running, a part time mentoring charity for repeating youth offenders in North London & callisthenics.
The line manager role is a critical role in any organization. When line management is confused, and scared Agile cannot be easily adopted. The reasons for the fear may well be imaginary, but the fear is real and drives their behavior.
In this episode we talk about the very critical role of the line manager in organizations adopting Agile.
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.