{"id":2057,"date":"2014-12-23T05:33:56","date_gmt":"2014-12-23T13:33:56","guid":{"rendered":"http:\/\/lookforwardconsulting.com\/?p=2057"},"modified":"2025-01-27T11:02:27","modified_gmt":"2025-01-27T11:02:27","slug":"ask-management-goals-interview-jeff-sutherland-co-creator-scrum","status":"publish","type":"post","link":"https:\/\/thescrumacademy.com\/es\/2014\/12\/23\/ask-management-goals-interview-jeff-sutherland-co-creator-scrum\/","title":{"rendered":"Ask Management What Their Goals Are – Interview with Jeff Sutherland co-creator of Scrum"},"content":{"rendered":"

\"JeffSutherland\"Want to know what executives and senior leaders really want from Scrum? \u00a0Want to know how to avoid disaster with Scrum? \u00a0In our final practitioner interview of 2014, I have the pleasure to share my conversation with Jeff Sutherland, inventor and co-creator of Scrum and the CEO of Scrum Inc<\/a>, on these topics and more.<\/p>\n

Earlier this year, I published my book review<\/a> of Jeff’s latest book, Scrum: The Art of Doing Twice the Work in Half the Time, and was throughly impressed. \u00a0Thinking that all of you would enjoy more insights on Jeff’s experience and what he hears from senior leaders, I contacted him to see if he would be\u00a0interested in participating in our series of practitioner interviews<\/a> and he said “Yes”. \u00a0Also, I am not the only one who emphasizes the importance of delivering working software at the end of each and every Sprint!<\/p>\n

    \n
  1. Please tell us a little about what you do each day and why is it important?<\/strong> \u00a0As the inventor and co-creator of Scrum, the most widely used Agile framework in the world, I have a unique opportunity to coach people into a better way of working that helps individuals be more successful and productive and make the world a better place. \u00a0So every day I work on that by teaching, coaching, writing or organizing for my next engagement. \u00a0I also meditate, play with my grandchildren, take my dog for long walks and watch Person of Interest<\/a>.<\/li>\n
  2. When you first began with Scrum, why were people interested in this new way of working?<\/strong> \u00a0The developers working with me had software deliveries that were always late with too many bugs. \u00a0Management was upset and the customers were unhappy. \u00a0As a member of the President\u2019s Advisory Council for ACCION<\/a>, a micro-lending non-profit, I saw how poor people who couldn\u2019t feed their families could bootstrap themselves out of poverty with a small loan, a business plan, and perhaps most important – a team. \u00a0Within a few weeks they could feed the kids, within a month or two they could buy shoes and clothes so they could send their children to school, and in six months they were building a new house. \u00a0I asked the developers if they wanted a better life, they had shoes, but no working software. \u00a0I told them I had some ideas from working with poor people and my Team helped me create Scrum.<\/li>\n
  3. So what was the result?<\/strong> \u00a0Six months later they were delivering so much software that the customers and the management asked them to slow down.<\/li>\n
  4. Now that Scrum has enjoyed such great popularity and success, what continues to draw people to Scrum? \u00a0What keeps them interested in Scrum? \u00a0<\/strong>Surveys show that most people hate work. \u00a0They can\u2019t be creative, can\u2019t focus and don\u2019t find meaning or purpose in the work they do. \u00a0They are under pressure, overworked and have no life. \u00a0They are ordered around and can\u2019t work on what they want and have no liberty. \u00a0As a result they are depressed and unhappy. \u00a0Scrum gives people back life, liberty and the pursuit of happiness, the inalienable rights of every American. \u00a0Scrum is based on how the best teams in the world work. \u00a0Such teams have transcendent goals; they want to make the world a better place. \u00a0The teams decide how to meet those goals, they decide how to do the work, they decide how much work to do; they have autonomy. \u00a0They collaborate in cross-functional teams building knowledge, creativity and joy. \u00a0This is why they like it. \u00a0If they give it up they go back to no life, no liberty, and no happiness. \u00a0Of course, there are a lot of dysfunctional Scrum teams out there and people don’t enjoy working in those environments. \u00a0So at Scrum Inc<\/a> we focus constantly on coaching, training, teaching, writing, to help people understand how to achieve the promise of life, liberty and pursuit of happiness.<\/li>\n
  5. What are the three biggest stumbling blocks for executives and senior leaders in adopting Scrum for their organizations? \u00a0<\/strong>The three biggest blocks are (a) command and control hierarchies that put pressure on people and take away their life. \u00a0Studies show that people working in these environments lose an average of ten\u00a0points of IQ and are much sicker than other people. \u00a0They are unengaged in the workplace and their productivity is low. \u00a0(b) Managers think they can micro manage, order people around and get the job down. \u00a0But the average failure rate of traditional project management is 86% and yet managers, not knowing any better, hope that more meetings, more reports and more pressure will solve the problem. \u00a0They treat people like slaves and take away their liberty. \u00a0That leaves workers unengaged, uncommitted, working slowly with poor quality. \u00a0(c) Surveys show that the majority of people are looking for a new job because they hate their work. \u00a0This leads to high turnover and even lower productivity.<\/li>\n
  6. So what are your observations about managers in these situations you describe?<\/strong> \u00a0Managers aren\u2019t that happy either. \u00a0More global competition with faster Agile companies threatens to put these traditional managers out of business and out of a job.<\/li>\n
  7. What would be some\u00a0next steps for managers when they are in these situations?<\/strong> \u00a0They need to become Servant Leaders<\/a>. \u00a0They need to provide visionary goals that inspire people to great achievement. \u00a0They need to learn how to make their people happier so they are more productive. \u00a0Their inability to do these three things creates their three major blocks identified earlier.<\/li>\n
  8. What sort of language should Scrum practitioners be using when talking to executives and senior leaders about these concerns? \u00a0<\/strong>Managers want numbers, not talk. \u00a0A lot of teams don\u2019t know their velocity of production and cannot show they have improved. \u00a0They don\u2019t measure their happiness and improve it; instead they complain all the time. \u00a0Then they say management doesn\u2019t support them so they can\u2019t do Scrum. \u00a0Teams need to ask management what their goals are. \u00a0Then they need to deliver on these goals 400% faster with twelve\u00a0times the quality like Toyota does. \u00a0Then management will take notice. \u00a0This will take time with the teams making small incremental improvements. \u00a0Persistence is essential.<\/li>\n
  9. Is there anything specific you might recommend for these executive and senior leaders to help them through the transition?<\/strong> \u00a0It is helpful to have management training by Agile peers to show how to set up, participate, and gain the full benefits of Scrum. \u00a0That is why we have our CEO and COO at Scrum Inc. do as much management training as possible. \u00a0It is extremely effective.<\/li>\n
  10. We have all seen how an organization will start out great with Scrum, then a leadership change occurs at the top (or the middle) and shortly thereafter Scrum is shown the exit. What can Scrum practitioners be doing to help prevent this from occurring in their organization? \u00a0<\/strong>There needs to be immediate training for the new executives by their Agile peers. \u00a0Buy in is essential or a good Scrum will be destroyed. \u00a0This is a self-correcting problem as bad management will destroy market leadership, reduce revenue, and can even put the company into bankruptcy or turn them into the walking dead. \u00a0Other Agile companies will take over their market. \u00a0Their best people will leave and go to Agile competitors.<\/li>\n
  11. What practices, activities or attitudes do you see Scrum practitioners doing that puts their credibility at risk with executives and senior leaders? \u00a0<\/strong>They tell them about the great benefits of Scrum and then coach Teams that are not delivering working software at the end of every Sprint, not fixing bugs immediately when they find them, not constantly improving productivity and not delivering impact to the market. \u00a0Recently, during a tour of twelve\u00a0of the leading companies in Silicon Valley, I found the majority of teams unable to deliver working software. \u00a0I asked the management why they were hiring dozens of Agile coaches when they couldn\u2019t deliver working software. \u00a0Two management teams said they were firing their Agile coaches and starting to train internal coaches who could deliver working software.<\/li>\n
  12. What do you see are the greatest challenges for Scrum in the next decade? \u00a0<\/strong>The greatest challenge of success is the widespread adoption of Scrum by those who don\u2019t understand how it works, don\u2019t implement it properly and will probably give it up for what they think is the next fad (which won\u2019t help them either).<\/li>\n
  13. What are your hopes for the future of Scrum? \u00a0<\/strong>My goal for Scrum was to give people the opportunity to grow as individuals and have great fun taking back their power and regaining control of their life by delivering at least twice as much product with quality that allowed them to sell it for twice the price. \u00a0When the company has 400% more money, the management is happy, the employees are happy, the investors are happy and the customers are happy. \u00a0My hope is that every person on the planet can have a better life and achieve remarkable things with Scrum. \u00a0I think it is easily doable if Scrum gets into the educational system. \u00a0The leading implementation of Scrum today is in some of the high schools in the Netherlands. \u00a0Check out eduscrum.com<\/a>\u00a0–\u00a0their results are amazing.<\/li>\n<\/ol>\n","protected":false},"excerpt":{"rendered":"

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