tag:blogger.com,1999:blog-3491762.post2299664394502469440..comments2023-10-22T06:10:35.936-04:00Comments on Scrum Log Jeff Sutherland: Roots of Scrum: Takeuchi and Self-Organizing TeamsJeff Sutherlandhttp://www.blogger.com/profile/07761053439034726679noreply@blogger.comBlogger4125tag:blogger.com,1999:blog-3491762.post-22590483202160240312010-03-21T14:35:06.924-04:002010-03-21T14:35:06.924-04:00Hi Jeff,
Thanks a lot for taking the time to resp...Hi Jeff,<br /><br />Thanks a lot for taking the time to respond in detail. You have helped me to understand better what you aim for, and perhaps I am beginning to see the light. :-)<br /><br />By the way, in 2008 I came all the way from Switzerland to Aarhus to take your ScrumMaster class. A few months ago you gave a class in Pfäffikon in Switzerland, didn't you? That's a ten minutes drive from where I work. Maybe that's a sign of how far Scrum has spread.<br /><br />Jensjmeydamhttps://www.blogger.com/profile/12241272243757124781noreply@blogger.comtag:blogger.com,1999:blog-3491762.post-44100826747950117222010-03-19T16:37:00.972-04:002010-03-19T16:37:00.972-04:00I'm emphasizing READY and DONE now because tha...I'm emphasizing READY and DONE now because that is the major source of disfunction on current Scrum teams. We are also emphasizing that the entire team needs to devote 5-15% of their total time to helping the Product Owner get the backlog ready for future sprints.<br /><br />In Takeuchi's teams the cross functional team often had to figure out what the product should be. Emergent leadership often occurred to enable this. The best Product Owners I know work with the teams this way.<br /><br />Remember Tacheuchi looks at their teams and it reminded them of the Scrum formation in Rugby. This is intense, focused, and very high energy. In this state, the team works with the product only to get the backlog clear and compelling so they can knock down a great product at high speed. <br /><br />For the precious few teams that are hyperproductive, it is all about entering into a flow state. People want to watch Tiger Woods hit the ball again so they can experience vicariously the moment when Tiger knows the ball is going in the cup when he is still swinging the club. This flow state merges what people love with the work they do and generates a powerful ecstasy. When the entire team goes into flow it is even more transformative than the individual state. <br /><br />The Apple management team conveyed some of this flow when they did the iPad launch video. It brought down the internet in Sweden at the time. I think this is the kind of thing you are looking for but it only comes after people can get working software at the end of a Sprint on a regular basis. Before that the impediments disrupt flow constantly.Jeff Sutherlandhttps://www.blogger.com/profile/07761053439034726679noreply@blogger.comtag:blogger.com,1999:blog-3491762.post-64208558648957063442010-03-18T14:05:09.250-04:002010-03-18T14:05:09.250-04:00Hi Jeff
Some time ago I've re-read the Takeuc...Hi Jeff<br /><br />Some time ago I've re-read the Takeuchi and Nonaka paper. I was struck by the fact that all the teams were given broad or even vague missions and were trusted to do the right thing.<br /><br />This is in stark contrast to the style of Scrum that you seem to favor these days. You tend to emphasize that teams should only start work on READY backlog items, i.e. items that leave very little room for discovery (apart from discovery at the implementation level).<br /><br />While I understand that this way of working leads to a high degree of /efficiency/, don't you see a possibility for teams to be more /effective/ if they engage directly with the users and master the subject domain? Wouldn't that be closer to the teams Takeuchi and Nonaka describe?<br /><br />By the way, I take great interest in everything you publish or say in public on "the first Scrum" at Easel, as I am sure do others. How about writing a book on this topic?jmeydamhttps://www.blogger.com/profile/12241272243757124781noreply@blogger.comtag:blogger.com,1999:blog-3491762.post-75225685622728578032009-06-06T00:39:47.963-04:002009-06-06T00:39:47.963-04:00Thank you for this post. Reading it in preparation...Thank you for this post. Reading it in preparation for Tobias Mayer's course in SF this month.<br /><br />One thing. "Like in martial arts the Sensei is moving before he even sees the motion of the attacher using a sixtth sense."<br /><br />As a former teacher of martial arts, I felt it absolutely critical that students knew that anything I could do, they could do. And, if they were good students, there would be many things they would learn to do much better than I could. <br /><br />Most *sensei* do not teach this way, which is why I opted for a truly agile martial art in the end. <br /><br />A major part of the reason I changed the way I practice law is due to the "agility" created once I took an objective look at what was taught in traditional styles. <br /><br />Everyone has this "sixth sense," the question is whether the leader chooses to nurture it every practice,--or whether the student is to told "wait until you grow up" (e.g. get a black belt) in order to have it made manifest.The Shiny Monkeyhttps://www.blogger.com/profile/15189224821641943515noreply@blogger.com