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Embarrassment-Driven Development - david o’brien @iamdavidobrien

Lack of Quality Focus in Scrum ditto

Product Owner … vs e.g. Champion

Lack of Technical Focus - including not limited to engendering disrespect for the technical side, and implicitly the technical people.

Be sure to mine the die in a fire stuff etc.

esther’s six rules of change

Suggestions made on CST Slack

  • Take stronger action to make continued learning a necessity. Might require literal forced expiration of CSM. That, of course, would be bad for business.

  • Provide much deeper support for “managing management” for CSMs, in particular protecting the team from oppression and other Dark Scrum™ actions.

  • Put much stronger emphasis on producing the Increment and how to use it to manage the process, the PO, and the stakeholders.

  • Acknowledge that Scrum is occasionally used to build software and that there are things people really must know how to do to do software in Scrum style. Invest real dollars in getting that training out there, recognizing that the odds are strongly against a multi-day paid training regimen for all developers.

  • Explore the very real possibility that Scrum’s dictates from decades ago are no longer quite in tune with the world, and adjust the teachings.

  • Analyze the causal loops – not just the good ones – that come from things like Sprints and Backlogs, and devise training, education, practices, techniques for countering the negative ones and enhancing the positive ones.

  • Consider taking positions like those of SAFe, that everyone needs Scrum training, not just some former BA you’ve chosen to carry the mixed job of PO and SM.

  • Observe that CSM training is not the best first training for everyone and do something about it.

  • Do real research into the success and failure of the whole world of would-be Scrum, not just surveys of out own satisfied customers. Figure out causes of difficulty and work on them proactively.

  • Accept that if you’re in the business of changing the world, not everything you do is going to be directly paid for by the person you help, and find more ways to help people who can’t or won’t pay, including managers and team members, even ones who have never spent a dime with the Scrum Alliance.

  • increase focus and training on the impact of quality on the flow of value

  • accept and integrate important ideas from outside, a bit faster than “stories” and “task boards” got adopted. possibly acknowledge sources. we’re all in the same system.

  • repudiate and work against notions like “twice the work in half the time”, which cause people to think “go faster” instead of steering and working incrementally toward value.