simple as the daily stand ups.
Then I took a closer look and noticed the team problem solving, self-organizing, and trying out Scrum practices without any nudging from me. Within a month of their introduction to Scrum, the team was making changes to their environment and beginning to introduce new practices into their coding conventions. Within six months the team decided to re-architect their entire code base - to make it more Agile! The skeptics on the team were starting to ask for books and beginning to encourage each other to try new practices. We adopted a try-it-before-you-buy-it approach, so if something didn't work, we would throw it on the give-away pile. We reached that point where you just know you're practicing Scrum because you feel it.
So, where are we now? We continue to struggle with interruptions and bits of scope creep. I'm more aware of how often I was controlling, even as a self-professed non-controlling project manager. Our sprint goals aren't particularly impressive, but we work together as a collective group. Two new members joined the ranks and have already become an integral part of our team. Our release schedules and pace are sustainable and our ability to plan is markedly better each month. The priorities of the organization are clear and aligned. We continue to try new ideas: the latest is the integration of User Stories as requirements. We are excited to come to work. Recently, a co-worker described the development team as the most productive, focused, and excited as he's ever seen them (he's worked with this team for five years). I maintain implementing Scrum is one of the harder things I've done in my career as a project manager--and I believe one of the most rewarding as well.