{"id":1839,"date":"2014-03-13T06:55:00","date_gmt":"2014-03-13T13:55:00","guid":{"rendered":"http:\/\/lookforwardconsulting.com\/?p=1839"},"modified":"2025-07-09T11:25:52","modified_gmt":"2025-07-09T10:25:52","slug":"nine-ways-ensure-succeed-scrum-part","status":"publish","type":"post","link":"https:\/\/thescrumacademy.com\/es\/2014\/03\/13\/nine-ways-ensure-succeed-scrum-part\/","title":{"rendered":"Nine Ways to Ensure You Succeed with Scrum – Part I"},"content":{"rendered":"

Would you like to avoid the same trap many companies fall into when beginning with Scrum? \u00a0Last week, I got a call from a new client and it became apparent they found themselves in the same swamp like many others after a few months of doing Scrum. \u00a0The call went something like this.<\/p>\n

Carlton:<\/b>\u00a0“Sooo…tell me some of the things that you have done so far.”<\/p>\n

Client:\u00a0<\/b>“We started Scrum about two years ago by sending some people to Certified ScrumMaster (CSM) course.”<\/p>\n

Carlton:\u00a0<\/b>“OK – good. \u00a0Education is a good place to start. \u00a0So then what happened?”<\/p>\n

Client:\u00a0<\/b>“Not much. \u00a0We thought more would have happened, but after eight to ten weeks everything pretty much stalled out.”<\/p><\/blockquote>\n

While education is a good place to start, unless people being to change their behaviors and ways of working together not much is going to happen. \u00a0I have found the best way to encourage new, more healthy behaviors is to change the constraints of the system.\u00a0 Once the new constraints are in place, the job of a ScrumMaster (or change agent or consultant) is to observe how the Scrum Team self-organizes into a new set of behaviors and nudge the Scrum Team (and the business) in the right direction.\u00a0 \u00a0To help you with finding the right set of constraints that support Scrum, I am going to offer a list of constraints first identified by long time Certified Scrum Trainer Michael James<\/a>.\u00a0 His work is consistent with my experience as well.<\/p>\n

A word of caution, one thing that I have observed that does NOT<\/b> work is being flexible with the constraints.\u00a0 If you change the constraints, you change the behaviors of the Scrum Team.\u00a0 These constraints encourage people to work in a way that is more Scrum-like, which I am assuming that is your goal.\u00a0 If that is not your goal, then pick and choose the constraints you want.\u00a0 If you are interested in doing Scrum, stick with these constraints.\u00a0 Additionally, I find when more constraints are in place and the stronger the organization respects the constraints, the faster the Scrum Teams take off and the less danger the organization has of stalling out. \u00a0Finally, I find when the constraints are removed or are seriously weakened, the Scrum Teams tend to self-organize back into their old patterns of working.<\/p>\n

    \n
  1. The Team tries to build a [potentially] shippable product every Sprint, starting with the first Sprint<\/strong> – \u00a0Scrum is all about delivering product each and every Sprint. \u00a0Any outcome offered by a Scrum Team that does not meet this objective should be considered a failure. \u00a0I tend to view this type failure more as a learning opportunity, or a\u00a0challenge, for the Scrum Team (and the organization) to figure out how we can get one step closer to that objective, rather than the means to punish people. \u00a0In most cases, people are doing their best they can within the constraints of the business and it is the environment that gets in the way of this goal.\u00a0 Consistently I have found that Scrum tends to \u201cstall out\u201d when the business leaders are not committed to the process and fails to offer the Scrum Team what it needs to be successful. \u00a0However, if we do not hold the Scrum Team (and the organization) accountable to deliver product at the end of each Sprint, even the very first Sprint, then lots of environmental factors that inhibits the delivery of potentially shippable product are allowed to remain. \u00a0Always deliver something of value that can demonstrated at a Sprint Review no matter how small.<\/em><\/li>\n
  2. The Product Owner prioritizes<\/strong> – this one is really obvious, but I am surprised how often this can be troublesome for organizations starting up with Scrum. \u00a0Scrum works best when the roles are fully inhabited and committed to by the participants and the business. \u00a0IME, when the roles are weak, Scrum is mediocre at best and is on its way to \u201cstall out\u201d. \u00a0The Product Owner role is the most important role in Scrum and the most difficult.\u00a0 It requires a great deal of knowledge and experience about how the business operates, an understanding how the product benefits the business and an awareness of the overall business trends that shape the product direction.\u00a0 In the beginning, it is unusual that one person will know all this information and the Product Owner should seek out Stakeholders for this input.\u00a0 While anyone can give the Product Owner advice on the priorities, in the end the Product Owner must have the final say on the business priorities to support their accountability and focus on inhabiting their role in Scrum. \u00a0If someone else is allowed to have that final say, then in reality that person is the Product Owner, not the person doing the job or who has the title. \u00a0There is only one Product Owner for the Team – everyone else is a Stakeholder.<\/em><\/li>\n
  3. Clear goals are set for each Sprint<\/strong> – a Scrum Team exists to deliver new value and capabilities to the business.\u00a0 If a Scrum Team is not providing new value to the business, it should be disbanded and the staff assigned to other more valuable efforts.\u00a0 The sad reality is that in many organizations, they do not have the courage to cancel a Team when the time is right and fail to offer clear goals and objectives.\u00a0 The common result is that Scrum Teams just \u201cdo stuff\u201d until they \u201cstall out\u201d.\u00a0 For me the Sprint Goal – a concise, one to two sentence summary, in the language of the business,\u00a0that unites all of the work the Team is doing – is absolutely essential for Scrum. \u00a0For Team members, the Sprint Goal explains why the work they are doing is valuable to the business and offers greater opportunities to contribute beyond their functional duties. \u00a0For Stakeholders, the Sprint Goal helps them understand how the Team contributes to the success of the organization and when the Team needs their feedback and participation.\u00a0 If the Product Owner cannot define the Sprint Goal they either have not thought out what they are trying to accomplish with the product or we have reached the end of the life for the Scrum Team. \u00a0Do not begin Sprint Planning until the Product Owner has defined a clear, easy-to-understand Sprint Goal.<\/em><\/li>\n
  4. The Sprint timebox<\/strong> – again this is another really obvious constraint, but I find lots of mushy and\\or porous boundaries between Sprints. \u00a0Just to reiterate, a timebox is a fixed increment of time that neither expands nor contracts. \u00a0In Scrum, it can be as short as a week and as long as 30 days. \u00a0A key breakthrough in the adoption of Scrum in an organization is when people start \u201cto get real\u201d about what can be accomplished with the resources available and time allotted.\u00a0 This only happens when the Scrum Team finally has the courage to stop telling the business what they want to hear and ask them to make choices based on empirical data, i.e. the progress to date of the Scrum Team.\u00a0 The timebox supports these new behaviors in two ways.\u00a0 One, the Scrum Team and the Stakeholders get into a regular rhythm of communication, feedback and inspect-and-adapt.\u00a0 While the outcomes of Scrum may not be predictable, the touch points and opportunities to make adjustments are predictable.\u00a0 Two, the timebox asks the Scrum Team to make a commitments to deliver the Sprint Goal before the end of the timebox.\u00a0 This commitment is not pushed onto the Team by the Stakeholders, but a commitment the Team makes based on the available information at the time of Sprint Planning.\u00a0 At Sprint Planning, the Stakeholders review how close the Team came to meeting the Sprint Goal or not.\u00a0 If we keep extending the timebox by \u201cjust another day or two\u201d, the Team will never learn what is their true capability to deliver. \u00a0Never extend the timebox – when it is over, it is over.<\/em><\/li>\n<\/ol>\n

    The original draft of this article included all nine common constraints necessary to support an organization\u2019s successful adoption of Scrum, but it was getting too long.\u00a0 Come back in a few days and I will share the rest of the list.<\/p>\n

    \"Scrum<\/p>\n","protected":false},"excerpt":{"rendered":"

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I am an international speaker, trainer and author of the book, Fourteen Observations of Good Scrum Practice and my book has been translated into Spanish. My passion is to share my excitement, enthusiasm and encouragement with teams and organizations as they reach for higher levels of performance and engagement. My business is to help your business grow and flourish.","url":"https:\/\/thescrumacademy.com\/es\/author\/admin\/"}]}},"_links":{"self":[{"href":"https:\/\/thescrumacademy.com\/es\/wp-json\/wp\/v2\/posts\/1839","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/thescrumacademy.com\/es\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/thescrumacademy.com\/es\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/thescrumacademy.com\/es\/wp-json\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"https:\/\/thescrumacademy.com\/es\/wp-json\/wp\/v2\/comments?post=1839"}],"version-history":[{"count":0,"href":"https:\/\/thescrumacademy.com\/es\/wp-json\/wp\/v2\/posts\/1839\/revisions"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/thescrumacademy.com\/es\/wp-json\/wp\/v2\/media\/7469"}],"wp:attachment":[{"href":"https:\/\/thescrumacademy.com\/es\/wp-json\/wp\/v2\/media?parent=1839"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/thescrumacademy.com\/es\/wp-json\/wp\/v2\/categories?post=1839"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/thescrumacademy.com\/es\/wp-json\/wp\/v2\/tags?post=1839"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}