Scrum (n): A framework within which people can address complex adaptive problems, while productively and creatively delivering products of the highest possible value. (2)

Definition of Scrum

Framework not Methodology (1)
Servant Process not Commanding Process (1)
Goal = to optimise and control the creation of valuable software (1)

Origins in New New Product Development Game

Demonstrated complex product success
By self-organising team
The team were given objectives, not tasks (tasks make teams blinkered) (1)

Origins of the name

“The term comes from the game of rugby, and it refers to the way a team works together to move the ball down the field. Careful alignment, unity of purpose, and clarity of goal come together. It is the perfect metaphor for what I want teams to do” (5, page 8)

House of Scrum

created by Gunther Verheyen (1)

The walls are the main activities of Scrum (inspect and adapt)
The foundation for the activities is transparency
The roof keeps the house safe (the increment) from the unpredictable from outside the house
Inside the house is the space to create (including the principles, rules, roles)

Increment

See Increment

Inspect (2)

Frequent inspection of artefacts and progress toward Sprint Goal
To see if there is variance between where we are and where we want to be
Not too frequent to get in the way of work
Performed by skilled team members at the point of work

Adapt (2)

For when deviation from desired outcome for anything will lead to an unacceptable product
As soon as possible to minimise further deviation
Four events for inspect and adapt

Transparency (2)

Artefacts of the product must be visible to all people responsible for the product
Common understanding
Example is the definition of done

“if there is more truth in hallways than in meetings, you have a problem”
4, page 317

Empiricism

Empiricism: "Empiricism asserts that knowledge comes from experience and making decisions based on what is known." (2)

Empirical Process Control (1)

Closed Loop System (Empirical Process)

Actual outcome is regularly compared with desired outcome to diminish undesired variance
Creates transparency
The Sprint and Daily Scrum are examples
Self-correction is applied (no need to know the details up front)
Complexity means steps and tasks are not predictable as they are not repeatable

Open Loop System (For reference)

Cynefin

Scrum Tapas Video on Introduction to the Cynefin Model

Sketch notes above by ‘Sketching Maniacs’ from the Wikipedia page

Techniques

Scrum Improvements Exercises

Scrum Elements Team Exercise (3)

Write each element of the Scrum Framework on a separate sticky
Write complementary practices the team uses on a different coloured sticky (e.g. story points)
Score each sticky from 1 (not doing this) to 5 (mastered this)
Discuss how the team can get each Scrum element to 5. Are the complementary practices getting in the way?

Scrum Across the Organisation (3)

Gather the Scrum Masters together
Use the liberating structure, 15% Solutions to answer the below question
- ‘What’s within my control that I can change to get our organisation 15% closer to where it needs to be?’