to learn that these moments are about giving positive, constructive feedback and for teambuilding! Another big aspect of developing trust is that it can only be built over time. We found that the most important thing to do as early as possible is delivering what was promised. This is fundamental! If you repeatedly deliver what you committed to and show it again and again to the stakeholders, you build a track record and show you are capable of delivering what was promised. Trust is now developing and you can take the next steps. It is very important, therefore, not to over-commit to what will be delivered next sprint!
#3 Using Scrum as a fix, without knowing the problem
Although we as Agilists are always glad to welcome any new members to the family, we're not glad to see people or entire companies joining for all of the wrong reasons. When implementing any method, you will have to make very sure you know what your goal is! In order to successfully implement Scrum, you will have to realise that just implementing the mechanics of the Scrum process is not just going to make life better. Implementing Scrum cannot be your goal!
We often see that we are asked to come in and help a company move to the ‘next level'. "We are doing Scrum, but we still have all our usual problems, just like we did before ...". When in return we ask what expectations were and how they measured progress and what their biggest problem with achieving expected results is, people often don't know what to reply ...
Before starting to implement any organizational change, you should have a clear vision of what you are trying to solve and where the most pain is at the moment. Answering these questions might not always be as easy as you would think. Let's see if we can define some steps to help you out.
Before even being able to think of any existing problems, let alone their solutions, we will need to be able to recognize the symptoms of possible problems. Here are a few we came across;
- Management is just unable to steer projects ;
- Lots of rework after we thought the project was finished;
- Deadlines are not met;
- Budget overrun is the standard;
- Employees are unhappy with their jobs;
- Clients are unhappy with products or services delivered to them;
- Unable to align work with other departments in the company
Where does it hurt?
The above is just an example of possible symptoms one might encounter when critically looking inwards to one's own organisation. Please note that these are just symptoms. And although Scrum can strongly reduce them, you still don't really know whether the problems causing these symptoms will disappear! So let's move over to the next questions to answer.
What causes the hurting?
When you're coming down with a fever, it can be very dangerous to take some fever suppression medication. Although this might make you feel better in the short term, it could be that you overlook the actual problem entirely. It might be that you have an infection which will become worse without you knowing it (because you suppressed the symptoms!). Better to go to the doctor and find out what the real problem is so you can get the right treatment and really fix the problem!
So, why didn't we meet our deadlines? Is it because of deadlines being imposed upon us, knowing full well that they are just not doable? Are deadlines not communicated clearly over all layers of the organisation? Are we too dependant