{"id":2684,"date":"2015-11-10T07:56:36","date_gmt":"2015-11-10T15:56:36","guid":{"rendered":"https:\/\/lookforwardconsulting.com\/?p=2684"},"modified":"2026-03-03T17:22:46","modified_gmt":"2026-03-03T17:22:46","slug":"just-be-honest-my-first-ten-years-of-scrum","status":"publish","type":"post","link":"https:\/\/thescrumacademy.com\/es\/2015\/11\/10\/just-be-honest-my-first-ten-years-of-scrum\/","title":{"rendered":"Just Be Honest: My First Ten Years of Scrum"},"content":{"rendered":"

Back in 2005, I had just finished working on my last XP team and about ready to begin work for a large defense contractor in San Diego (HUGE<\/strong> mistake!!).\u00a0 I had some free time between jobs and noticed that Ken Schwaber<\/a> would be in San Diego to teach one of the very early Certified ScrumMaster courses<\/a>, so I signed up.\u00a0 It is one thing to read about Scrum on the Internet (which is where most of the information about Scrum was found back then) and another thing to hear Ken describe how it works in person.<\/p>\n

\"squirrels1\"<\/a>What I remember most about that experience was Ken\u2019s urgency on the need for change in the software industry.\u00a0 Over and over again, Ken emphasized that our behavior as software professionals has been contributing to most of the challenges we experience in our industry – late delivery, poor quality, broken commitments, low morale, bad relationships, staff turnover, low profit margins, lack of innovation, etc., etc.\u00a0 Ken identified two factors as source of these challenges.\u00a0 One, the willingness of software professionals to cut quality as management demands the impossible, aka deliver a squirrel burger<\/a>.\u00a0 Two, we would rather tell lies and give excuses, explanations and justifications for our shortcomings than confront the truth – we kinda suck at building high-quality software.<\/p>\n

In the classic story of \u201cMLB Tix\u201d, Ken asked people to role play a scenario where a software team over-promises the head of Major League Baseball (MLB) a fully functional ticket reselling site before opening day of the upcoming baseball season (remember this was 2005 so ticket reselling did not exist then).\u00a0 Unfortunately, the site is not ready on opening day and all Hell breaks loose.\u00a0 Now a representative from the software team (unlucky CSM participants) have to explain to the baseball commissioner (Ken) what was going on.<\/p>\n

Group after group gave Ken excuses, justifications or promises of a quick fix and each was sent back to their tables by an angry Ken Schwaber.\u00a0 After six failed efforts, one person from the audience finally just asks, \u201cOK, so what would you do in this situation?\u201d\u00a0 Ken\u2019s response, \u201cI would tell the baseball commissioner the truth.\u00a0 We screwed up and we are sorry.\u00a0 We want to make this right, so we will work with you until we find a fix.\u201d\u00a0 This response has stuck with me for ten years because of its simplicity – just be honest and commit to working with the customer to fix things.\u00a0 That is what any customer wants to hear.<\/p>\n

Here are the real big changes I have seen with Scrum since beginning in 2005.<\/p>\n

    \n
  1. Work is \u201cdone\u201d or \u201cnot done\u201d:<\/strong>\u00a0 in old Scrum literature there was an emphasis on the hours left remaining on a specific feature (Product Backlog item) or engineering task (Sprint Backlog item).\u00a0 Understanding time remaining is not inherently bad, but with the wrong mindset this often lead to micromanagement and conformance to estimates.\u00a0 What helps people make this transition is to limit the size of Sprint Backlog items to no more than one or two days.\u00a0 If an Sprint Backlog item is bigger than that, it needs to be broken into smaller pieces.<\/li>\n
  2. Addition of the Task Board:<\/strong>\u00a0 every single Scrum Team has some type of visual control to help them manage their work.\u00a0 Oddly enough, Task Board<\/a> is not a practice identified in the Scrum framework.\u00a0 Tobias Mayer calls the Task Board the \u201cHeart of Scrum\u201d and wrote a short essay on this topic in his book, The People\u2019s Scrum: Agile Ideas for Revolutionary Transformation.\u00a0 The really, really successful Scrum Teams have done away with the all that nonsense surrounding electronic Task Boards for simple post-it notes on a wall.<\/li>\n
  3. The end of pigs and chickens:<\/strong>\u00a0 if anyone is unfamiliar with this fable, it is best illustrated<\/a> by Mike Vizdos<\/a>.\u00a0 Jeff Sutherland offers a good commentary<\/a> on how and why they created the original metaphor of pigs and chickens.\u00a0 As of 2011, the metaphor is no longer officially part of Scrum<\/a> canon.\u00a0 Thank God this hokie story is fading into the past!<\/li>\n
  4. Scrum of Scrums:<\/strong>\u00a0as Scrum began to gather momentum, teams and organizations began to use Scrum for larger and larger efforts with more and more Scrum Teams.\u00a0 Unsurprisingly, coordination among Scrum Teams became an issue, so the concept of Scrum of Scrums<\/a>\u00a0was introduced.\u00a0 Scrum of Scrum was ALWAYS intended to be a gathering of technical people meeting as a virtual team to solve problems, but somehow along the way Scrum of Scrums morphed into a status meeting between ScrumMasters.\u00a0 Recent writing from Jeff Sutherland has suggested that the Scrum of Scrums is a real cross-functional team charged with the responsibility of making the product increment potentially shippable each Sprint.<\/li>\n<\/ol>\n

     <\/p>\n

    10 years of Scrum articles<\/strong><\/h4>\n

    Top Ten Articles You Didn\u2019t Read: Best of the Best<\/a><\/p>\n

    That Happened in 2005? Retrospective of the Big Moments of 2005<\/p>\n

    Mastering the Agile Mindset: The Next Ten Years of Scrum<\/a><\/p>\n

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

    Back in 2005, I had just finished working on my last XP team and about ready to begin work for a large defense contractor in San Diego (HUGE mistake!!).\u00a0 I […]<\/p>\n","protected":false},"author":1,"featured_media":7277,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_monsterinsights_skip_tracking":false,"_monsterinsights_sitenote_active":false,"_monsterinsights_sitenote_note":"","_monsterinsights_sitenote_category":0,"_price":"","_stock":"","_tribe_ticket_header":"","_tribe_default_ticket_provider":"","_tribe_ticket_capacity":"0","_ticket_start_date":"","_ticket_end_date":"","_tribe_ticket_show_description":"","_tribe_ticket_show_not_going":false,"_tribe_ticket_use_global_stock":"","_tribe_ticket_global_stock_level":"","_global_stock_mode":"","_global_stock_cap":"","_tribe_rsvp_for_event":"","_tribe_ticket_going_count":"","_tribe_ticket_not_going_count":"","_tribe_tickets_list":"[]","_tribe_ticket_has_attendee_info_fields":false,"footnotes":""},"categories":[208,7,32,22,10,77,206,56,210,44,5,8,217],"tags":[],"class_list":["post-2684","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-advanced-practitioners","category-agile-scrum","category-agile-transformation","category-coaching","category-developers","category-distributed-teams","category-practitioners","category-scrum-board","category-scrum-framework","category-scrum-master","category-scrum-methodology","category-scrum-tools","category-scrum-values"],"yoast_head":"\nJust Be Honest: My First Ten Years of Scrum - The Scrum Academy<\/title>\n<meta name=\"description\" content=\"Carlton Nettleton has been teaching Scrum since the beginning of 2005. 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