{"id":1849,"date":"2014-03-27T06:16:59","date_gmt":"2014-03-27T13:16:59","guid":{"rendered":"http:\/\/lookforwardconsulting.com\/?p=1849"},"modified":"2025-01-28T11:57:43","modified_gmt":"2025-01-28T11:57:43","slug":"managers-get-limiting-options-scrum","status":"publish","type":"post","link":"https:\/\/thescrumacademy.com\/es\/2014\/03\/27\/managers-get-limiting-options-scrum\/","title":{"rendered":"Managers Get More by Limiting Their Options in Scrum"},"content":{"rendered":"

What do you think about putting rules around management’s behavior when learning how to do Scrum? \u00a0In the previous installments (Part 1<\/a> and Part 2<\/a>), I shared with you Michael James’s<\/a> nine constraints he places around Scrum Teams to encourage them to self-organize into new patterns of behavior consistent with Scrum. \u00a0In this last article, here are the five constraints MJ puts around management and senior leaders to support them into self-organzing into new patterns of behavior which support Scrum. \u00a0Scrum is all about a new way of thinking. \u00a0These \u00a0constraints encourage new types of conversations, responses to common pressures in the office and support the adoption of Scrum.<\/p>\n

    \n
  1. Avoid interrupting Sprints:<\/strong> once the Team completes Sprint Planning and commits to the delivery of the Sprint Goal, the Team should be allowed to finish the work uninterrupted. \u00a0Now urgent things come up in business and we want to be responsive to that in Scrum. \u00a0If managers and senior leaders find these urgent items come up frequently within a Sprint, then perhaps shortening the Sprint length is needed. \u00a0This is the main reason why 30 day Sprints are no longer common – business moves too fast today to protect the Scrum Team from interruptions for 30 days. \u00a0Usually the business can resist the temptation to interrupt a Sprint for two weeks. \u00a0However, if that is not possible I will go to one week Sprints. \u00a0My next strategy to deal with urgent issues is to bring them to the Product Owner. \u00a0In Scrum, Product Owner is responsible for the business outcomes and balancing the development effort with responding to urgent requests. \u00a0The Product Owner has the final word on making scope changes once a Sprint is underway and should almost always defer an item rather than introduce an interruption to the Team’s focus. \u00a0Of course, there are exceptions and I am not going to deal with that nuance here. \u00a0Do not change the scope of a Sprint once it has started. \u00a0If an urgent request arises within a Sprint, speak with\u00a0the Product Owner, let them decide how and when to respond and support\u00a0their decision.<\/em><\/li>\n
  2. Avoid distracting Team members or splitting them across Teams: <\/strong>if you want people to deliver more, then we have to stop interrupting their train-of-thought and their focus. \u00a0Leadership and management can introduce all sorts of distracting elements during a Sprint due to their authority, the types of questions they ask, the concerns they raise and even their presence in the Team room<\/a>. \u00a0Be mindful that when a senior leader or manager is present, they tend to cause a disruption to the equilibrium of the Team. \u00a0This is not to say managers cannot participate in a Sprint, but they just have to keep in mind they will be a distraction. \u00a0The next behavior that needs to change is the desire of some managers to split individuals across\u00a0multiple Teams simultaneously. \u00a0This is called Task Switching is one of the classic wastes of software development<\/a>. \u00a0This has been know since DeMarco<\/a> and Lister wrote <\/span>Peopleware<\/span> in 1987 and was reinforced in 2001 by researchers at the University of Michigan Ann Arbor.\u00a0 In the Ann Arbor study, reasearchers showed that worker productivity drops between 20% to 40% as one switches between tasks.\u00a0 When this happens multiple times a day, this time lost adds up fast. \u00a0<\/span>Be mindful of how managers and senior leaders interact with the Team during a Sprint. \u00a0Business leaders need to provide enough resources and staff so Team members can be 100% dedicated to one Team.<\/span>
    \n<\/span><\/em><\/li>\n
  3. Avoid tilting the Team’s pool table:\u00a0<\/strong>\u00a0what does this metaphor mean? \u00a0I believe MJ is referring to the idea we should avoid changing the level of the pool table so that the balls all fall into one pocket or tend to favor one side of the pool table over another. \u00a0One item that MJ calls out is designating a particular Team member a “lead”. \u00a0While leads sometimes serve an important decision-making role for software teams, they also can severely diminish self-organization and collaboration in Scrum. \u00a0In classic Scrum, there are no titles within a Team beyond “Team member”. \u00a0Some bad behavior leads have done on past Scrum Teams are assign work, give estimates and provide solutions to development problems. \u00a0ScrumMasters need to watch for this type of behavior and should intervene when leads (or any member of the Team) diminishes self-organization, collaboration and commitment. \u00a0In addition, here are two common ways I have seen Team’s pool table get tilted – awarding bonuses to individual contributors rather than the entire Team and showing favoritism towards one functional role (i.e. development over test, IT over business, etc.). \u00a0There are lots more, so be on the lookout for ways decision makers and senior leaders stack the game to a certain outcome. \u00a0Reward, praise and\u00a0criticize the\u00a0Team as a single unit rather than a collection of individual contributors.<\/em><\/li>\n
  4. Avoid judging the Team by anything other than its results every Sprint:<\/strong>\u00a0as my CST colleague Mike Vizdos<\/a> is fond of saying, “Deliver. And be awesome.” \u00a0In the context of Scrum, the main thing manager and senior decision makers should be concerned with is “Did the Scrum Team deliver on their commitment defined by the Sprint Goal?” \u00a0 If we can say “yes”, then things are probably OK with the Scrum Team and the program. \u00a0If the Team did not deliver on their commitments by the end of the Sprint, it does not matter if your dashboard (or \u00a0your favorite metric) was yellow, red or green. \u00a0We have a problem that needs to be fixed. \u00a0MJ specifically identifies comparing estimates to actuals as one type of \u00a0behavior which should be \u00a0avoided, but there are all sorts of business metrics, while may be important to managing a project or program successfully, are generally irrelevant to the Scrum Team. \u00a0 Once the Scrum Team gets out of the habit of delivering 100% on their commit to the Sprint Goal each and every Sprint, and management supports and enables that behavior be focusing on other business metrics, then Scrum is on it’s way out in an organization. \u00a0Demand potentially shippable product each Sprint and be satisfied with nothing less.<\/i><\/li>\n
  5. Support the ScrumMaster in resolving external impediments:\u00a0<\/strong>the ScrumMaster exists in Scrum to support the Scrum Team in reaching higher levels of productivity, quality and customer satisfaction. \u00a0From time-to-time, ScrumMasters will encounter external impediments to prevent the Scrum Team in reaching these goals. \u00a0 These impediments often are disguised in the form of organizational policies, procedures and standards and are inhibiting the Team from delivering potentially shippable product at the end of each Sprint. \u00a0 In many cases, many of these external impediments are easy to fix since the policies, procedures and standards were put in place to deal with the weaknesses associated with the classic phase-gate approach (i.e. waterfall) to software development. \u00a0Now that we are doing Scrum, we should reexamine these policies, procedures and standards to evaluate which can be eliminated, relaxed or lightened up. \u00a0The default position is to eliminate unnecessary policies, procedures and standards (since \u00a0Extra Processes<\/a>\u00a0are waste), but some things must remain to protect the business, customers and end users. \u00a0As long as the ScrumMaster is pursuing the goal of organizational improvement and faster delivery of end-to-end value, allow the ScrumMaster latitude in chasing down and resolving these issues. \u00a0For the more challenging impediments, partner with the ScrumMaster to create, socialize and implement a long lasting fix. \u00a0Provide the ScrumMaster support, time and resources to work on organizational improvements on your behalf and schedule regular, meaningful conversations to gauge the effectiveness of their work.<\/em><\/li>\n<\/ol>\n

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

    What do you think about putting rules around management’s behavior when learning how to do Scrum? \u00a0In the previous installments (Part 1 and Part 2), I shared with you Michael 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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\/1849","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=1849"}],"version-history":[{"count":0,"href":"https:\/\/thescrumacademy.com\/es\/wp-json\/wp\/v2\/posts\/1849\/revisions"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/thescrumacademy.com\/es\/wp-json\/wp\/v2\/media\/7464"}],"wp:attachment":[{"href":"https:\/\/thescrumacademy.com\/es\/wp-json\/wp\/v2\/media?parent=1849"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/thescrumacademy.com\/es\/wp-json\/wp\/v2\/categories?post=1849"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/thescrumacademy.com\/es\/wp-json\/wp\/v2\/tags?post=1849"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}