As you work, storing and associating information regarding your work, what you
look up ... an auxilliary brain and memory of what you're doing.

Thanks!

-----Original Message-----
From: VIRMAN@... [mailto:VIRMAN@...]
Sent: Friday, March 24, 2000 11:11 AM
To: scrumdevelopment@egroups.com
Subject: [scrumdevelopment] Re: No Subject


As you work, storing and associating information regarding your work, what
you look up ... an auxilliary brain and memory of what you're doing.

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Kent Beck and I have been doing some comparisons of XP and Scrum to see how
each can benefit from the other.  The first comparison is attached.
Ken Schwaber

Kent Beck asked, "What problems are solve by the Scrum planning process that
aren't addressed by the Planning Game?

I answered:

Primarily the inputs:

1. There is a list of tasks for Scrum planning that needs to be accomplished,
including defining infrastructure, technology, backlog (stories) and the
building of the prototype that implements a surface picture of the product.
2. A product plan, product vision is expected as input (for systems, this
could be a justification/high level requirements document).

These are defined using drill-down's from www.controlchaos.com, Plan Product.

We also use a Sprint during the planning process so that all of the standard
controls (daily Scrum meetings, impediment removal, cancellation of Sprints)
are in place and reinforced early on.

We've never had two situations the same.  Sometimes we already have
prototypes going in, sometimes we use three-7day Sprints, sometimes it takes
us half of the release to get the infrastructure in place, etc.  However, the
above input provide some starting point.

Ken

> Kent Beck and I have been doing some comparisons of XP and
> Scrum to see how
> each can benefit from the other.  The first comparison is attached.
> Ken Schwaber

My apologies for the tardiness of this comment, however, I feel compelled to
question the language in item 7 of the analysis, namely "One of the silly
rules is that management isn't allowed to change the product
[backlog]...during the [sprint]." In my opinion this is one of the most
fundamental and core mandates of Scrum, often overshadowing others of
seemingly greater importance.

While the primary goal of generating the backlog is to create the definition
of the product being delivered, of equal importance from a project
management aspect is the project "buy-in" which accompanies its approval.
The engineers' commitment to delivering the product as defined by the
backlog at the conclusion of the sprint is their "buy-in" to the sprint. No
accommodations are made with respect to schedule or definition once they've
approved the backlog.

The product managers' and marketing staff's commitment to the deliverable as
it is defined by the backlog is their "buy-in" that the sprint will produce
the result they accept and expect. No accommodations are made with respect
to content or scope of the deliverable once they've approved the backlog.

Moreover, the backlog then becomes the contract between the development and
product groups. It must be viewed by both as a train that's departed the
station and is bound for its destination. The product group may work on
where to go from there, i.e. generating backlog for second and subsequent
sprints, or it can pull the emergency cord and bring the whole train to a
halt in middle of nowhere. However, by communicating the gravity of
interrupting the sprint in exactly this metaphor of "pulling the emergency
cord," we mandate that the product group really commit to thinking through
any decision to pull that cord.

I have found no better way of managing not only the productivity of the
development group, but more importantly, their job satisfaction, which are
my ultimate responsibilities as a manager.

Regards,
Jeffrey

You are absolutely right concerning backlog management.  I sometimes use the
word "silly" about the rules (like chickens and pigs), because these little
rules are really major bulwarks in the Scrum approach.  However, if we start a
training session by going over the list of rules, everyone glazes and turns off.
If we say, this is the philosophy, the theory ... and, by the way, here is a
silly rule that enforces it, management gets it.  This avoids political
discussions, and is just following one of those rules regarding Scrum from which
all the benefits derive.

Ken Schwaber

> You are absolutely right concerning backlog management.  I
> sometimes use the word "silly" about the rules (like chickens
> and pigs), because these little rules are really major
> bulwarks in the Scrum approach.  However, if we start a
> training session by going over the list of rules, everyone
> glazes and turns off.  If we say, this is the philosophy, the
> theory ... and, by the way, here is a silly rule that
> enforces it, management gets it.  This avoids political
> discussions, and is just following one of those rules
> regarding Scrum from which all the benefits derive.
> Ken Schwaber

Hey, that chicken and pig joke predates Moses and for good reasons. ;-)

My training sessions (or expositions or sermons as they've been described)
never even broach the concept of rules or politics of ego. I simply talk
about reviews concluding with approvals committing to buy-in leading to
consequences for breach of the agreement by either party. For some reason
the suits in marketing, P/D, etc. seem to understand those terms better and
the sheer drama of their heads nodding knowingly seems to inspire the
engineers. Just my $.02.

Regards,
Jeffrey

I've been discussing Scrum with a number of Internet startup's and
have been surprised.  Many of the problems that Scrum solves persist
and the word on how easy it is to solve them using Scrum seems to be
narrowly distributed.

In particular, the problem of engineers thinking that product
management can't make up their mind, and that product management and
marketing think engineering can't deliver persists, along with the
floundering that results in no new releases. The other surprise
(which I guess shouldn't be) is the lack of awareness that
management's primary goals are to set a vision and to remove
obstacles.

Any ideas on how to get these and Scrum's other concepts out more
clearly?

Ken Schwaber

I think one problem is that many startups in the internet space are founded
by charismatic guys who may at one time have been hands on technically.  At
any rate they tend to have a lot of ego invested in the venture.  It's
difficult for this type of person to let go enough to stop at setting a
vision and removing obstacles.

--Marc Perrone

> -----Original Message-----
> From: Ken Schwaber [mailto:virman@...]
> Sent: Thursday, May 04, 2000 6:52 AM
> To: scrumdevelopment@egroups.com
> Subject: [scrumdevelopment] Problems Persist
>
>
> I've been discussing Scrum with a number of Internet startup's and
> have been surprised.  Many of the problems that Scrum solves persist
> and the word on how easy it is to solve them using Scrum seems to be
> narrowly distributed.
>
> In particular, the problem of engineers thinking that product
> management can't make up their mind, and that product management and
> marketing think engineering can't deliver persists, along with the
> floundering that results in no new releases. The other surprise
> (which I guess shouldn't be) is the lack of awareness that
> management's primary goals are to set a vision and to remove
> obstacles.
>
> Any ideas on how to get these and Scrum's other concepts out more
> clearly?
>
> Ken Schwaber
>
>
> ------------------------------------------------------------------------
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>

Ken,

<<Ken Wrote: In particular, the problem of engineers thinking that product
management can't make up their mind, and that product management
and marketing think engineering can't deliver persists, along with the
floundering that results in no new releases.>>
I view these conditions as cultural differences that exist (and persist)
between individuals and groups, even very small groups, and especially
in startups.  The non-engineers in startups usually come with experience
in business/management.  That's their form of "capital".  With that experience
comes preferences and biases (human nature, not a bad thing) towards methods
and results that make them comfortable (and made them candidates for the
startup.)  The engineers come from a different place.  They "get it done"
and view
iteration as a food group.  They are usually without significant business
experience
(not a bad thing) and almost always have never been exposed to business plans,
requirements specifications, functional specifications, test plans, release
plans,
production support plans, ... that the "experienced" non-engineer has come
to rely on.
These (latter) devices are the non-engineers tool kit.

<<Ken Wrote: The other surprise (which I guess shouldn't be) is the lack of
awareness
that management's primary goals are to set a vision and to remove obstacles.>>
Articulating a vision takes a willingness to fail, and removing obstacles
isn't necessarily
glamorous work, either.  Neither of these conditions are necessarily
appealing, if one thinks
one is a manager without a net.  If scrum is not thoroughly adopted and
practiced
throughout the organization, the non-compliant individuals and groups will
stick to their
non-scrum views and practices.  It makes them feel good, and with the
pressure in
startups and other fast-paced groups, feeling good is not a bad thing.

<<Ken Write: Any ideas on how to get these and Scrum's other concepts out
more clearly?>>
Yes.  Give it away, early and often.  Look what it did for Unix.
Be present at these forums:
	 - Career Day at Business Schools.  Distribute Scrum material to everyone
who comes through the doors.
	 Company representatives, interviewees, faculty, loaders, etc.  Point them
to the web site (www.controlchaos.com)
	 and provide them with 3-5 pages of very tactical information in addition
to a 1-page strategic assessment
	 (of why Scrum is the culture for their company.  It's not a methodology
[IMHO], it's a culture.)

	 - Professional Society Software Engineering and Best Practices Conferences
and Workshops.  Many of these are
	 held locally (ASQ, PMI, IEEE, ACM, etc.) and many of the managers and
technology directors who attend are seeking
	 streamlined approaches to delivering systems (which translates to keeping
their jobs.)  A new culture comes when groups
	 (versus individuals) adopt scrum, so why not "get them" while they are
traveling in packs!?  You can speak at any of the local
	 chapter (monthly) meetings of  these organizations as well.  If people are
coming to presentations after a day of work, it's for more
	 than the food and networking. Same handout (as above.)  Do it
annually.  Speak to the success stories.

	 - Guest lecturer in Computer Science and Management Programs:
Undergraduate and Graduate
	 Get the word out in the senior years of these programs.  These students
and faculty are looking for "real" experience while still in
	 the classroom.  Bring material for everyone.  Drop extras in the faculty
office near the mail boxes, next to the coffee machine,
	 next to the copier, etc.  If you want to get to students, put material in
the computer labs and next to the fast food machines.

Look for additional help in doing this from amongst the successful scrum
adoptees.  Ask for a 1-day commitment per year to
staff these and other efforts to both defer your costs as well as to put
proven practitioners in front of these audiences.
(Has an article discussing Scrum appeared in local daily papers' business
sections?  Even an editorial mention, with the URL,
reaches many of the people you are trying to reach.  Get a "success story"
to call/write the appropriate editor.   Consider writing a guest
editorial for one of the local newspapers as well.)

Thanks for listening,

Greg Tutunjian

I'm writing an article on Scrum for American Programmer, issue
entitled "MinimumMethodologies", with the title "Evolution of
Scrum".  Based on your experiences, what would you suggest that I
include?
Ken Schwaber

I usually start Scrum implementation with daily Scrum meetings ...
providing some visibility into what everyone's doing.

We have held three days of daily scrums, and only one person has
shown up. Tracking down the "why", everyone is too busy with other
things.  Between the pressure to meet dates, last minute requests,
and defects to be fixed, everyone is too busy.

When I said that Scrum provided great visibility, this is far more
than I expected.  So I'm starting working this, person by person.

Ken Schwaber

Ken,

I would be interested in speaking with you about visiting with and
presenting to our company.

I'm somewhat familiar with scrum, I found the controlchaos site a couple of
years ago while web dogging for CMM information.  Your philosophy struck a
responsive chord and we actually ran a very successful product development
using scrum more than a year ago.  At that time, you had even provided ESI
with a beta copy of the scrum development explorer software.  Unfortunately,
we were unable to continue with the momentum to have our division or other
divisions within the company make an investment in scrum.

Now I am in a new role where I have a little influence in our software
process division-wide, I also have a good working relationship with the new
corporate manager of software engineering who has a software process
improvement agenda.  I spoke with him about your offer and we concluded that
I should contact you to follow up.  I think it would be an ideal opportunity
for you to speak to a number of high-level open-minded software engineering
professionals.

Ideally, we would like you to visit us at our headquarters in beautiful
Portland, Oregon.  Less desirable but possible locations would be Ann Arbor,
Michigan, Minneapolis, or Escondido, California.

I look forward to hearing back from you.

Thank you for your consideration.

Regards,

Guy
yolling@... <mailto:yolling@...>
800-826-6619, Ext. 5336
503-671-5336, direct
503-671-5533, FAX

Guy Yollin
Director of New Product Development
Vision Products Division
Electro Scientific Industries, Inc.
www.esi.com <http://www.esi.com>

-----Original Message-----
From: ken schwaber [mailto:kschwaber@...]
Sent: Tuesday, June 06, 2000 12:24 PM
To: Scrum EGROUP
Subject: [scrumdevelopment] ADM Support to Organizations Regarding Scrum


A number of organizations have expressed interest in getting more
information regarding Scrum.  This includes organizations that are just
interested in Scrum, that are trying to get going with Scrum, and that have
been using Scrum for some time.  During this summer, ADM will visiting such
organizations pro bono (no fees).  We will provide standard presentations to
management and to project teams, cover tips, best practices, practical
guidelines, getting started advice, and site specific advice reagarding
Scrum.  The requesting organization is responsible for providing facilities,
good coffee, and covering any travel and out-of-pocket expenses for ADM.

If you're intested, let me know.

Ken Schwaber

To Post a message, send it to:   scrumdevelopment@eGroups.com
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Guy,

Good to hear from you.  I'd be happy to present Scrum, and spend some time
discussing how you might use it where you are. Being travel adverse, your
offer of Ann Arbor is quite attractive, but I'd also be willing to come to
Portland, if the audience is better.  Most Monday's and Friday's for the
rest of the summer are good for me.  Let me know a date that works for you.
Also, if you can tell me more about the organization, the type of systems
built, the processes used currently, etc., I'd appreciate it.

Thanks again,
Ken


----- Original Message -----
From: Guy Yollin <yolling@...>
To: <scrumdevelopment@egroups.com>
Sent: Tuesday, July 11, 2000 11:46 AM
Subject: RE: [scrumdevelopment] ADM Support to Organizations Regarding Scr
um


> Ken,
>
> I would be interested in speaking with you about visiting with and
> presenting to our company.
>
> I'm somewhat familiar with scrum, I found the controlchaos site a couple
of
> years ago while web dogging for CMM information.  Your philosophy struck a
> responsive chord and we actually ran a very successful product development
> using scrum more than a year ago.  At that time, you had even provided ESI
> with a beta copy of the scrum development explorer software.
Unfortunately,
> we were unable to continue with the momentum to have our division or other
> divisions within the company make an investment in scrum.
>
> Now I am in a new role where I have a little influence in our software
> process division-wide, I also have a good working relationship with the
new
> corporate manager of software engineering who has a software process
> improvement agenda.  I spoke with him about your offer and we concluded
that
> I should contact you to follow up.  I think it would be an ideal
opportunity
> for you to speak to a number of high-level open-minded software
engineering
> professionals.
>
> Ideally, we would like you to visit us at our headquarters in beautiful
> Portland, Oregon.  Less desirable but possible locations would be Ann
Arbor,
> Michigan, Minneapolis, or Escondido, California.
>
> I look forward to hearing back from you.
>
> Thank you for your consideration.
>
> Regards,
>
> Guy
> yolling@... <mailto:yolling@...>
> 800-826-6619, Ext. 5336
> 503-671-5336, direct
> 503-671-5533, FAX
>
> Guy Yollin
> Director of New Product Development
> Vision Products Division
> Electro Scientific Industries, Inc.
> www.esi.com <http://www.esi.com>
>
> -----Original Message-----
> From: ken schwaber [mailto:kschwaber@...]
> Sent: Tuesday, June 06, 2000 12:24 PM
> To: Scrum EGROUP
> Subject: [scrumdevelopment] ADM Support to Organizations Regarding Scrum
>
>
> A number of organizations have expressed interest in getting more
> information regarding Scrum.  This includes organizations that are just
> interested in Scrum, that are trying to get going with Scrum, and that
have
> been using Scrum for some time.  During this summer, ADM will visiting
such
> organizations pro bono (no fees).  We will provide standard presentations
to
> management and to project teams, cover tips, best practices, practical
> guidelines, getting started advice, and site specific advice reagarding
> Scrum.  The requesting organization is responsible for providing
facilities,
> good coffee, and covering any travel and out-of-pocket expenses for ADM.
>
> If you're intested, let me know.
>
> Ken Schwaber
>
> To Post a message, send it to:   scrumdevelopment@eGroups.com
> To Unsubscribe, send a blank message to:
> scrumdevelopment-unsubscribe@eGroups.com
>
>
>
> ------------------------------------------------------------------------
> To email plain text is conventional, to add graphics is devine.
> We'll show you how at www.supersig.com.
> http://click.egroups.com/1/6811/10/_/356475/_/963331264/
> ------------------------------------------------------------------------
>
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>

Besides working as Senior Consultant on various assignments, I'm also
preparing a masters thesis. The work titel of my thesis is "Applying
an iterative application development approach to systems architecture
development".

I would appreciate very much if I could get (and use !) any type of
information regarding the usage of Scrum (eXtreme iterative
application development method....)in infrastructural projects.
Examples of infrastructural projects in this particularly case are:
Standardisation of the Office Automation and Network infrastructure,
Migration from NT to Windows 2000, Migration from Novell to
NT, "right"sizing project, etc, etc.

Please, if you need more information do not hesitate and mail me.

Thanks in advance,

Francisco Minguez
f.j.minguez@...

We've encountered a new, useful type of backlog - master backlog.

A product is driven by a product backlog, stating the features,
facilities, content, and technology which the customer desires.  The
product manager maintains this list, and the customer determines the
priority of the list, determining the order in which work will be
performed.

The priority of the list is a meld of what the user wants, when the
user wants it, what is currently possible, what is required short
term, and what is needed for long term competitive advantage.  The
customer works with the product manager to make these
trade-off's,
and then sets the priorities.  Priorities change frequently.

At the end of every Sprint, the team meets with the customer and
demonstrates what they were able to build.  Based on that, and with
an eye toward the priorities, the customer and team select from the
product backlog that which the team believes they can build during
the next sprint.  The customer has last word on what, the team has
the last word on how much.

The team then turns the Product backlog selected for the next sprint
into a list of work that is required to create the deliverables
indicated by the backlog and to meet the Sprint goal.

A "Master backlog" of work, organized by product deliverable,
defines
what tasks have been required in the past to successfully build
product backlog.

The team selects the Master Backlog tasks appropriate for their
product backlog.  They then customize these to reflect the work that
–
  in their circumstances – they expect to have to perform during
the
Sprint.

During the daily Scrum meetings, the team will report on their
progress regarding the Sprint Backlog list.  Although they may find
that they need to modify this list as they try to get their work done
(who can anticipate everything?), in general their completion of the
work on this list will result in the anticipated and agreed upon
selected product backlog being ready to demonstrate at the end of the
Sprint.

The degree to which the team is able to select a product backlog that
they can build during a Sprint, modify and adjust the Sprint Backlog
list to reflect their actual work, and then deliver is tempered by
their experience with the tools, the work environment, and having
created identical product features and facilities in the past.

The Jul/Aug 2000 edition of IEEE Software Magazine focuses on Process
Diversity with an excellent article on SCRUM: Linda Rising and Norman
S. Janoff.
"The Scrum Software Development Process for Small Teams," IEEE
Software, Vol. 17, No. 4, July/August 2000.

Cutter IT Journal's November issue covers light methodologies.  There
is an article on Scrum Software Development (progress since it was
first formalized) called "Against a Sea of Trouble".  If you aren't a
subscriber to Cutter (www.cutter.com/consortium), email me your name
and address and I'll send you a copy when I receive the reprints.

Ken Schwaber

Ken ,
Please send me a reprint when you get them.
Thanks
Grant Heck
2350 Willow Stream Drive
Quakertown, PA 18951
----- Original Message -----
From: "Ken Schwaber" <kschwaber@...>
To: <scrumdevelopment@egroups.com>
Sent: Wednesday, October 18, 2000 9:44 AM
Subject: [scrumdevelopment] Another Scrum Article


> Cutter IT Journal's November issue covers light methodologies.  There
> is an article on Scrum Software Development (progress since it was
> first formalized) called "Against a Sea of Trouble".  If you aren't a
> subscriber to Cutter (www.cutter.com/consortium), email me your name
> and address and I'll send you a copy when I receive the reprints.
>
> Ken Schwaber
>
>
>
> To Post a message, send it to:   scrumdevelopment@eGroups.com
> To Unsubscribe, send a blank message to:
scrumdevelopment-unsubscribe@eGroups.com
>
>
>

----- Original Message -----

From: Ken Schwaber

To: scrumdevelopment@egroups.com

Sent: Wednesday, October 18, 2000 9:44 AM

Subject: [scrumdevelopment] Another Scrum Article

Cutter IT Journal's November issue covers light methodologies.  There
is an article on Scrum Software Development (progress since it was
first formalized) called "Against a Sea of Trouble".  If you aren't a
subscriber to Cutter (www.cutter.com/consortium), email me your name
and address and I'll send you a copy when I receive the reprints.

Ken Schwaber


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From: Fouzia Amar

To: scrumdevelopment@egroups.com

Sent: Thursday, October 19, 2000 9:06 AM

Subject: Re: [scrumdevelopment] Another Scrum Article

Please send me a copy,

 

Fouzia AMAR,

amafo@...

----- Original Message -----

From: Ken Schwaber

To: scrumdevelopment@egroups.com

Sent: Wednesday, October 18, 2000 9:44 AM

Subject: [scrumdevelopment] Another Scrum Article

Cutter IT Journal's November issue covers light methodologies.  There
is an article on Scrum Software Development (progress since it was
first formalized) called "Against a Sea of Trouble".  If you aren't a
subscriber to Cutter (www.cutter.com/consortium), email me your name
and address and I'll send you a copy when I receive the reprints.

Ken Schwaber


To Post a message, send it to:   scrumdevelopment@eGroups.com
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To Post a message, send it to:   scrumdevelopment@eGroups.com
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Please send me your mail address

 

----- Original Message -----

From: Fouzia Amar

To: scrumdevelopment@egroups.com

Sent: Thursday, October 19, 2000 9:06 AM

Subject: Re: [scrumdevelopment] Another Scrum Article

Please send me a copy,

 

Fouzia AMAR,

amafo@...

----- Original Message -----

From: Ken Schwaber

To: scrumdevelopment@egroups.com

Sent: Wednesday, October 18, 2000 9:44 AM

Subject: [scrumdevelopment] Another Scrum Article

Cutter IT Journal's November issue covers light methodologies.  There
is an article on Scrum Software Development (progress since it was
first formalized) called "Against a Sea of Trouble".  If you aren't a
subscriber to Cutter (www.cutter.com/consortium), email me your name
and address and I'll send you a copy when I receive the reprints.

Ken Schwaber


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----- Original Message -----

From: ken schwaber

To: scrumdevelopment@egroups.com

Sent: Tuesday, October 24, 2000 7:23 PM

Subject: Re: [scrumdevelopment] Another Scrum Article

Please send me your mail address

 

----- Original Message -----

From: Fouzia Amar

To: scrumdevelopment@egroups.com

Sent: Thursday, October 19, 2000 9:06 AM

Subject: Re: [scrumdevelopment] Another Scrum Article

Please send me a copy,

 

Fouzia AMAR,

amafo@...

----- Original Message -----

From: Ken Schwaber

To: scrumdevelopment@egroups.com

Sent: Wednesday, October 18, 2000 9:44 AM

Subject: [scrumdevelopment] Another Scrum Article

Cutter IT Journal's November issue covers light methodologies.  There
is an article on Scrum Software Development (progress since it was
first formalized) called "Against a Sea of Trouble".  If you aren't a
subscriber to Cutter (www.cutter.com/consortium), email me your name
and address and I'll send you a copy when I receive the reprints.

Ken Schwaber


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-----Original Message-----
From: ken schwaber [mailto:kschwaber@...]
Sent: Wednesday, October 25, 2000 6:06 PM
To: scrumdevelopment@egroups.com
Subject: [scrumdevelopment] Preliminary Copy of Article

Attached is a preliminary version of the Scrum article that I recently mentioned.  This is a preliminary version, not as good as the final that was published in the Cutter IT Journal, November 2000.  To those who asked, I've snail-mailed that copy to them.

 

Ken Schwaber

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-----Original Message-----
From: Leesa Haslam [mailto:Leesa.Haslam@...]
Sent: Thursday, October 26, 2000 6:53 AM
To: 'scrumdevelopment@egroups.com'
Subject: RE: [scrumdevelopment] Preliminary Copy of Article

Hi Ken,

 

What type of document is this?  Word? Other?

 

Thanks, -Leesa

 

-----Original Message-----
From: ken schwaber [mailto:kschwaber@...]
Sent: Wednesday, October 25, 2000 6:06 PM
To: scrumdevelopment@egroups.com
Subject: [scrumdevelopment] Preliminary Copy of Article

Attached is a preliminary version of the Scrum article that I recently mentioned.  This is a preliminary version, not as good as the final that was published in the Cutter IT Journal, November 2000.  To those who asked, I've snail-mailed that copy to them.

 

Ken Schwaber

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Hi all:

I'm at the end of a "death march" software proyect for a client. Right
at the end, i started looking for ways to minimize the pain of
developing, and came across SCRUM yesterday.

I pretty much gobbled the whole site (www.controlchaos.com) and at
the  end i'm quite shure that SCRUM is the way to get proyects on time
and on budget. My background is programming and administration, but
very little of proyect design and planning, so i feel that SCRUM fixes
a lot of problems, but i also feel like feel i'm missing something.

Should i go out there and become a savvy Project Design Manager so
that i can use SCRUM to it's fullest?, or is the Backlog, Scrum
Meetings, and Sprints everything a project manager needs to get
working code on time?, What kind of material is there to implement
SCRUM on my small company?

I have zillions of questions buzzing around in my head, i hope I made
sense

Thanks in Advance
Rubén Marrero

Hi Rubén,

The "something" you are missing is sensed by everybody considering this approach
to software development.  The "something" is the detail which accompanies other
approaches.  These approaches drown you in the details of the tasks you need to
complete and the order in which you need to complete them - and this of course
is the problem.

You are wondering what you need to do, but Scrum is about empowering the team do
decide what it needs to do.  Your job is to communicate to the team the end
result it should achieve, not how it's supposed to achieve it.  You think you
get the easy part, but any seasoned team knows you got the hard part.

So forget about trying to become a savvy Project Design manager and just be one.

-Peter


----- Original Message -----
From: <ruben@...>
To: <scrumdevelopment@egroups.com>
Sent: Monday, October 30, 2000 5:03 PM
Subject: [scrumdevelopment] New to SCRUM


Hi all:

I'm at the end of a "death march" software proyect for a client. Right
at the end, i started looking for ways to minimize the pain of
developing, and came across SCRUM yesterday.

I pretty much gobbled the whole site (www.controlchaos.com) and at
the end i'm quite shure that SCRUM is the way to get proyects on time
and on budget. My background is programming and administration, but
very little of proyect design and planning, so i feel that SCRUM fixes
a lot of problems, but i also feel like feel i'm missing something.

Should i go out there and become a savvy Project Design Manager so
that i can use SCRUM to it's fullest?, or is the Backlog, Scrum
Meetings, and Sprints everything a project manager needs to get
working code on time?, What kind of material is there to implement
SCRUM on my small company?

I have zillions of questions buzzing around in my head, i hope I made
sense

Thanks in Advance
Rubén Marrero



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