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
- Outside analysts
- Frontline R&D and operations (devs)
- Sales and procurement
- Natural historians (old timers who’ve been around ages)
Structured methods for learning (1, page 61-2)
|Organisational climate and employee satisfaction surveys||Learning about culture and morale||Managers 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 unit||Identifying shared and divergent perceptions of opportunities and problemsAsk vertically/ horizontally through the organisational structureAsk all the same questiosns and look for similarities/ differences||Managers leading groups of people from different functional backgroundsCan be useful at lower levels if the unit is experiencing significant problems|
|Focus groups||Probing issues that preoccupy key groups of employeesGathering groups together lets you see how they interact and identify who displays leadershipFostering discussion promotes deeper insight||Managers 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 decisions||Illuminating 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 analysis||Examining interactions among departments or functions and assessing the efficiency of a process||Managers 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 tours||Learning firsthand from people close to the product. Listen to concerns of staff and customers||Managers of business units|
|Pilot projects||Gaining deep insight into technical capabilities, culture, and politics (not the primary purpose of the project)||Managers at all levels|
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))