Posted in Scrum

Considerations for a New Organisation

Scrum 

Scrum and Agile Training

  • What training has been partaken by team members and the wider organisation?
  • Are Scrum terms used comfortably across the organisation?
  • What misconceptions are embedded about Scrum or Agile? Are there any sour tastes?
  • What is the want for future training?

Journey to Scrum

  • What efforts have been made to change the organisation? What happened? 
  • Who has been instrumental in shaping this organisation? 
  • What was the decision behind using Scrum?
  • Are there any parts of Scrum that are not comfortable? With who? Why?

Ways to Learn about an Organisation

People to speak to

External 
  • Customers  
  • Suppliers 
  • Distributors 
  • Outside analysts 
Internal 
  • Frontline R&D and operations (devs) 
  • Sales and procurement 
  • Staff 
  • Integrators 
  • Natural historians (old timers who’ve been around ages) 

Structured methods for learning (1, page 61-2)

METHODUSESUSEFUL FOR
Organisational climate and employee satisfaction surveysLearning about culture and moraleManagers at all levels Dependent on the granualrity and how good the survey is/ if the data has been collected and analyses properly
Structured sets of interviews with slices of the organisation or unitIdentifying shared and divergent perceptions of opportunities and problemsAsk vertically/ horizontally through the organisational structureAsk all the same questiosns and look for similarities/ differencesManagers leading groups of people from different functional backgroundsCan be useful at lower levels if the unit is experiencing significant problems
Focus groupsProbing issues that preoccupy key groups of employeesGathering groups together lets you see how they interact and identify who displays leadershipFostering discussion promotes deeper insightManagers of large groups of people who perform a similar functionUseful for senior managers as a way of getting quick insights into the perceptions of key employee constituencies
Analysis of critical past decisionsIlluminating decision-making patterns and sources of power and influence
Who exerted influence at each stage?
Higher-level managers of business units or project groups
Process analysisExamining interactions among departments or functions and assessing the efficiency of a processManagers of units or groups in which the work of multiple functional specialities must be integratedLow level managers as a way of understanding how their groups fit into larger processes
Plant and market toursLearning firsthand from people close to the product. Listen to concerns of staff and customersManagers of business units
Pilot projectsGaining deep insight into technical capabilities, culture, and politics (not the primary purpose of the project)Managers at all levels

Organisational Processes

Examine four aspects (1, page 160)

  • Productivity: Does the process efficiently transform knowledge, materials, and labour into value?
  • Timelines: Does the process deliver the desired value in a timely manner?
  • Reliability: Is the process sufficiently reliable, or does it break down too often?
  • Quality: Does the process deliver value in a way that consistently meets required quality standards (Learning from your team through interviews (page 59))

References

  1. The First 90 days by Michael D. Watkins

Explore more


Which direction?

Product Goal

Hypotheses

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