The team was being asked to measure individual velocity and compare that with each other’s velocity. Problems ensued! In this episode, we talk about the individual focus, and why that may be catastrophic for the teams. How do we get out of that anti-pattern? That’s the topic of today’s episode, where we share alternative metrics and other tools that can help the team focus again on collective success.
Featured Book: Start with Why, by Simon Sinek
Viyoma uses the lessons from this book in her own work. She found the inspiration and tools to find the “Why” in every situation. Read: Start with Why, by Simon Sinek.
About Viyoma Sachdeva
Viyoma has over 11 years of experience in Software and Product development across different domains and phases of software development cycle. She is a certified Scrum Master and Product Owner and has worked in an Agile delivery model for the last 6 years. Her experience includes many different domains like Marketing, manufacturing, retail and Public sector and she has worked in a patent of Epidemic disease predictions.
Viyoma believes that the Agile mindset and practices are keys to solve complex problems.
Sometimes we don’t need a super-smart, get things done person. Sometimes we just need a person in the team that can help the team grow. But what happens when we don’t have that kind of person? How do we handle those super smart people that want to direct the whole team? Listen in to learn what happened in Susan’s story, and what she learned from those events.
Featured book: Jurgen Appelo’s How to Change the World
Jurgen Appelo’s How to Change the World is featured this week. It explains how we can talk about in change in practice. Hands-on. It also describes how you can track the change in practice.
About Susan McIntosh
Susan McIntosh is an agile coach and scrum master, especially interested in training and agile transformations – both fast and slow. She finds analogies to improving workplace culture in her experience in theater, teaching, cooking, and parenting. Susan is an active participant in the agile community in Denver, Colorado.
Being in a rush is a common anti-pattern in software development. When deadlines are tight, and there’s a lot to do people enter the “rush” mode. They start taking short-cuts, drop communication, and complain about meetings. In this episode we discuss the anti-patterns coming from being a hurry and what to do about them.
This week we talk about the book Thinking Fast and Slow by Daniel Kahneman. In the book Kahneman explains why we are reliably over-optimistic, and gives some amazing concrete examples to prove that point.
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.
Scrum Masters are typically people committed to the success of the teams they work with. That’s great, but it can lead to problems. It may lead, for example, to the teams not making decisions on their own! In this episode, we discuss anti-patterns that develop in teams where the Scrum Masters act more like a team captain than a servant leader. Most importantly, we discuss what we need to do to transition from captain to servant leader.
The teams we work with are victims of their own limiting beliefs. They bump against the prejudices, and the lack of belief they have and need to break through before they can improve how they work. What do those “limiting beliefs” look like? Which limiting beliefs have you identified in your teams? Listen in and join the conversation on twitter! Mention @scrumpodcast and let’s keep identifying those limiting beliefs!
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.
In this story that Arif shares with us, he explains how you can focus the team because if you don’t the teams might succumb to indigestion: wanting to do too much. But how can you help the teams escape that anti-pattern? Listen in as Arif describes the steps he took to help the team getting out of that indigestion anti-pattern. As we discuss the anti-pattern we refer to the 3C’s for User Stories, a way to look at User Stories that drives collaboration.
Arif is an experienced Scrum Master with a passion for enabling teams to 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 behaviors.
In this episode, we discuss how teams, in the forming phase, may get stuck in the avoidance of conflict, and how conflict may actually be a sign that the team is progressing in their journey to be an effective team. It all starts with a human connection! We describe tools and signs that help us detect if our teams are stuck.
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.
Many of us have been in teams where there’s a “dominant” team member. But have we thought about the possible consequences that it may bring to the team? In this episode we explore the possible consequences that dominant team members can trigger. We also discuss a very unusual way to address such situations, one that takes into account the whole team, not just the dominant team member.
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.
Sooner or later we will be in a situation where someone has committed to a goal that the team did not co-create. A schedule the team did not work on. A plan that the team wasn’t aware of. These are normal anti-patterns that we will deal with in our role as Scrum Masters. And while, in some cases, it is better to run away, we also must be prepared and help our teams and stakeholders to deal with those anti-patterns. In this episode, we discuss those anti-patterns, how they can affect the teams we work with and also what we can do to avoid the common pitfalls that come with them.
About Jac Hughes
Jac is a scrum master who has a passion to help teams become empowered, autonomous bust mostly importantly productive. Jac has served 7 years in the Royal Navy before moving into the world of IT.
Blockers are our most common obstacle. We face them, the team faces them. In fact, most of our time is spent on either solving or helping team and stakeholders solve the most critical blockers to progress. In this show Balazs gives us some tips on how we can get the teams to crush the blockers. Help the team crush their blockers and you will see them blossom and progress faster than you could imagine.
About Balazs Tátár
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.