Friday, June 18, 2010


We have suggested in other posts that a tremendous amount of improvement can be made in, to over-simplify, 5 areas:
* ScrumMaster leading the removal of impediments
* Product Owner executing the 85-33% rule (like the 80-20 rule)
* Team having more fun!
* Team reducing Technical Debt all the time
* Continuously better Business Value Engineering

And why do we not see more improvement if there is indeed so much improvement there to be had?

How much improvement? Easily 5x - 10x over not that long a period of time.

So, why not?

Well, first, it is hard. It takes some hard work, but mostly hard thinking and hard conversations.

Second, we must actually believe that serious improvement is possible. Not so easy when we see so much baloney (I was sorely tempted to use a more technical term) happening all the time.

Third, we must actually want serious improvement (this is a key place where fun comes in). You must want it in very part of your body, almost. All of them must want it (well, many of them).

And then, we must have courage. To fight our own stupidity. To persevere against some hardships and some ups and downs. To fight others' stupidity. And to fight all the slings and arrows and natural shocks that come into a daily lives.

And we must focus. Maybe that means working on only one of the 5 areas above at any one time.

It is there. Go for it.


5CentsWorth said...

I think the most important thing a scrum master must rememberer that their job is to create an environment where the team member is able to reach their peak possible performance. The basic of scrum will allow you to perform as a scrum master if you keep in mind every word you say , everything you do is about creating a high performance environment. A high performance environment for the team, even the fun should be about creating focus momentum and energy

Joe Little said...

Hi 5 Cents,

I think you meant this, but for other readers....
1. To me, it is all about the whole team's output, not the output of any individual. So, the SM must optimize the whole team's mojo.
2. "High performance environment" is often interpreted as some sort of team spirit or improved interpersonal relationships. And that *is* important (IMO). But the SM should balance all the impediments, and knock down the biggest one at the time. And that may be, for example, better continuous integration. And of course there can be yet other, very different top impediments.
Jeff Sutherland says if they are not having more fun, they aren't doing it right. So I think your point there is well taken.