{"id":1925,"date":"2014-08-14T09:14:51","date_gmt":"2014-08-14T16:14:51","guid":{"rendered":"http:\/\/lookforwardconsulting.com\/?p=1925"},"modified":"2025-01-28T11:31:31","modified_gmt":"2025-01-28T11:31:31","slug":"scrum-art-twice-work-half-time","status":"publish","type":"post","link":"https:\/\/thescrumacademy.com\/es\/2014\/08\/14\/scrum-art-twice-work-half-time\/","title":{"rendered":"Scrum: The Art of Doing Twice the Work in Half the Time"},"content":{"rendered":"

\u201cNo one should spend their lives on meaningless work.\u201d<\/p><\/blockquote>\n

This was the first sentence I underlined in the latest book by Scrum co-creator, Jeff Sutherland<\/a>, Scrum: The Art of Doing Twice the Work in Half the Time.\u00a0 This simple sentence speaks to fundamental reason why Scrum exists in the first place and serves as the rasion d\u2019\u00eatre<\/em><\/a> for starting Scrum in your organization – no one should spend their lives on meaningless work.\u00a0 For those unfamiliar to Scrum, this slender volume offers a powerful and persuasive argument for the need for change in simple terms without a lot of jargon.\u00a0 For those experience with Scrum, this book will reignite your sense of purpose and give you a deeper appreciation for the history and origins of Scrum.<\/p>\n

\"ScrumBook_Jeff\"<\/a>The book is roughly organized in three sections – the origins of Scrum, discussions on the key elements of Scrum that make Scrum work and then chapters that illustrate why things need change in business (and the wider world).\u00a0 Since this book is not your typical book on Scrum, I am going to focus my review on the insights I gained reading this new and exciting work.<\/p>\n

In the chapter \u201cOrigins of Scrum\u201d, it was interesting to learn that one of the early inspirations for Scrum came from the research of Rodney Brooks\u00a0at MIT<\/a>\u00a0and his creation of six-legged, autonomous robots.\u00a0 In his research, Dr. Brooks did not develop a single brain that coordinated the movement of the robot legs.\u00a0 Instead, Dr. Brooks and his team embedded simple rules within each leg and the insect-like robots had to learn how to walk and navigate the building through trial-and-error.\u00a0 When the robot was turned on, each leg would try to do its own thing with predictable results – not go anywhere, struggle and thrash around.\u00a0 Through a process of inspect-and-adapt, the legs would learn how to coordinate their movement stepwise and begin to act like a single unit.\u00a0 This observation prompted this question from\u00a0Jeff Sutherland:<\/p>\n

\u201cWhat would happen if we could come up with a simple instruction set for teams of people to work together just like those legs?\u201d<\/p><\/blockquote>\n

When I read this story, I was inspired to think how scaling Scrum is a lot like the six-legged robots learning how to walk.\u00a0 By design, Scrum has no scaling framework since the basic rules of scaling Scrum are embedded within Scrum – empowered, autonomous Teams deliver value every Sprint while searching for ways to continuously improve. \u00a0This is the reason why LeSS is so compelling<\/a>, it focuses on allowing this continuous improvement to happen in a large enterprise. \u00a0Little by little, through the process of inspect-and-adapt, multiple Scrum teams learn how to coordinate their actions and get better at delivering the product.\u00a0 No central brain is needed to direct everything, just a referee to remind the individual parts what they have learned collectively.\u00a0 So why do so many scaling efforts rely on a single brain to direct everything in a big project? \u00a0IMO, they do not trust the Teams doing the work and think that directing everything from a central source is clearly more efficient.<\/p>\n

In the chapter \u201cTeams\u201d, Jeff shares the definition of a Scrum Team is taken directly from Takeuchi\u2019s and Nonaka’s original paper, \u201cThe New New Product Development Game<\/a>\u201d.\u00a0 According to Takeuchi\u2019s and Nonaka’s research, the best product teams are transcendent (a sense of purpose beyond the ordinary), autonomous (self-organizing, self-managing and the power to make their own decisions) and cross-functional (all the skills necessary to complete the project). \u00a0So how do we create a Scrum Team? \u00a0They are cross-functional, are given an audacious Vision and given time and space to self-organize around the solution. \u00a0Why does this work? \u00a0Because research shows this is most effective!<\/p>\n

What was most interesting in this chapter was the research Jeff cites talking about the performance of teams.\u00a0 It is well known in the software industry that there is a 10:1 difference in productivity<\/a> between the very best contributors and the very worst. \u00a0 What Jeff points out is that research shows that there is a 2000:1 difference in the productivity between the very best teams and the very worst teams!!\u00a0 And why do we see such a difference in team productivity?\u00a0 It is due to a broken system that asks them to do meaningless work, robs them of their autonomy and asks them to accept mediocrity rather than greatness.<\/p>\n

The chapter on \u201cHappiness\u201d is a thought-provoking addition to a book on Scrum.\u00a0 Lots of books have chapters on Product Backlogs, Planning, ScrumMasters, Product Owners, estimating, user story formats, but when was the last time a book on Scrum spent time discussing happiness?\u00a0 This is the first book I have seen that says a Scrum Team should be focused on happiness.\u00a0 Why?\u00a0 Because happiness precedes important outcomes and is an indicator of thriving [business outcomes].\u00a0 In his own work, Jeff has observed productivity triple by simply focusing on improving the happiness of his staff.\u00a0 Jeff found this happiness metric to be a leading indicator of productivity increases (or decrease).<\/p>\n

Looking to begin capturing your own happiness metric to validate Jeff\u2019s experiment?\u00a0 These are Jeff\u2019s four questions he asks during every Retrospective:<\/p>\n

    \n
  1. On a scale of 1 to 5, how do you feel about your role in the company?<\/li>\n
  2. On a scale of 1 to 5, how do you feel about the company as a whole?<\/li>\n
  3. Why do you feel that way?<\/li>\n
  4. What one thing would make you happier next Sprint?<\/li>\n<\/ol>\n

    No book on Scrum can avoid the topics of estimating and planning and Jeff spends time going over the basics in the chapter called, \u201cPlan Reality Not Fantasy\u201d.\u00a0 For folks experienced with Scrum, this chapter is an unfussy review of user stories, relative estimating, planning poker, velocity and related concepts.\u00a0 For people who do not know much about Scrum, this is a great way to introduce planning and estimating topics without all the jargon.\u00a0 What stood out for me in this chapter was the story about the need to confront reality of a project in danger.<\/p>\n

    A CEO of a publicly traded company committed the business to an audacious goal that if not met would have serious repercussions on the company\u2019s stock price and allow competitors to enter the market.\u00a0 This is one of those goals where the date absolutely could move and execution would have to be flawless.\u00a0 Unfortunately, by the time Jeff arrived on the the scene this company had spent six months of valuable time planning the whole effort and realized they were going to be a year late.\u00a0 Adding to the complexity of the effort were seven distinct groups within this company, each owned a part of the system being developed – a complex system that had to function flawlessly – and nobody wanted to do anything differently.\u00a0 Oh, and he had a requirements document thousands of pages long and that stood two feet tall on the conference table.<\/p>\n

    So what Jeff have these project leaders do?\u00a0 He gave everyone scissors, tape and told them to cut out all the requirements they absolutely had to deliver in order to meet the CEO\u2019s goal.\u00a0 Once that was complete, these small strips of paper were taped on the wall.\u00a0 Want to guess how much was leftover on the table – fifty percent of the paper.\u00a0 Fifty percent of the two foot requirements document was full of just garbage words, stuff people never ready and unnecessary requirements!\u00a0 Imagine if they had spent three months writing down the fifty percent they really needed and spent the other three months validating their assumptions with proof of concepts and throw away code?\u00a0 You have to read the rest of the book to see how this project was saved.<\/p>\n

    For me, I found the chapters \u201cThe Way the World Works is Broken\u201d, \u201cWaste is a Crime\u201d and \u201cChange the World\u201d the most inspiring and compelling.\u00a0 There is one item I want to highlight from the chapter \u201cWaste is a Crime\u201d that we do not talk about much in software, but have a big impact on Teams – assholes.\u00a0 Jeff defines an asshole \u201cas someone who likes spinning other people up and putting them in a tizzy\u201d.\u00a0 They create a great deal of emotion waste.\u00a0 In his opinion, these folks are \u201cmerely indulging the negative aspects of their personality\u201d and seriously impact the performance of the Team.\u00a0 Jeff has no tolerance for assholes and neither do I.\u00a0 Confronting these people is hard work and I can offer no easy answers for dealing with assholes.\u00a0 My only suggestion is to use your Crucial Conversation skills<\/a>\u00a0and be firm on how you want the behavior to change.<\/p>\n

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

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