The Scrum Culture (eBook)

Dominik Maximini, MBA, is one of scrum.org's professional scrum trainers and Senior Managing Consultant at NovaTec Consulting GmbH in Germany. He helps organizations of all sizes and branches to increase their competitiveness and reaction time through the introduction of adequate agile methods. Ken Schwaber, co-inventor of Scrum, says about him: "I have had the opportunity to work with Dominik. He is skilled in Scrum, and more important - applying it to the challenges of software development. I hope others have the same opportunity."

Why a Second Edition? 6
Foreword by Gunther Verheyen 7
Foreword by Christiaan Verwijs 8
References 9
Acknowledgments and Disclaimer 10
Introduction 9
Contents 13
List of Figures 18
List of Tables 20
Part I: The Scrum Culture 21
1: Scrum Culture Definition 22
1.1 Why a Scrum Culture is Important 22
1.2 A Brief Definition of Organizational Culture 23
1.3 Scrum Culture Elements 24
1.4 Consequences for Enterprises 28
References 35
Part II: The Theory of Introducing Scrum 36
2: Different Shapes of Scrum in the Enterprise 37
2.1 Scrum PRN 37
2.2 Virtual Scrum Software Studio 38
2.3 Scrum Software Studio 39
2.4 Façade Scrum Organization 41
2.5 Profound Scrum Organization 41
2.6 Sustainable Profound Scrum Organization 42
2.7 Which Scrum Shape for Which Goal? 43
References 45
3: Different Starting Points 46
3.1 Top-Down Introductions 46
3.2 Bottom-Up Introductions 47
3.3 Submarines 48
3.4 Choosing the Right Starting Point 49
Reference 49
4: Considerations for Scrum Introductions 50
4.1 Reasons for a Scrum Introduction 50
4.2 Stakeholder Management 53
4.3 Different Situations and Product Types 54
References 55
5: Scrum Introduction Overview 57
5.1 Introducing Scrum with Scrum 58
5.2 Multi-Change Initiatives/Change Programs 59
References 60
Part III: The Practical Application of Kotter´s Principles 61
6: Creating a Sense of Urgency 62
6.1 The Impediment-In-Depth-Analysis 64
6.2 Velocity Extrapolation 65
6.3 General Advice for Creating a Sense of Urgency 66
6.4 Things You Should Remember 67
Reference 68
7: The Guiding Coalition 69
7.1 Composition 69
7.2 Organization 71
7.3 Tasks 74
7.4 Things You Should Remember 75
Reference 75
8: Vision and Strategy 76
8.1 Vision and Strategy in the Context of Leadership and Management 76
8.2 How to Create Vision and Strategy 77
8.3 Things You Should Remember 79
References 79
9: Communicating the Change Vision 80
9.1 What You Always Wanted to Know About Communication 80
9.2 Things You Should Remember 82
References 82
10: Empower Your Employees on a Broad Basis 83
10.1 Transform Affected Parties into Involved Ones 83
10.2 Typical Inhibitory Factors Regarding Scrum 85
10.3 Things You Should Remember 93
References 93
11: Generate Quick Wins 94
11.1 Why Dreamers Need an Alarm Clock 94
11.2 Characteristics of Quick Wins 95
11.3 Pilots 96
11.3.1 Identification 97
11.3.2 Setting Up a Pilot Project 99
11.3.3 Implementation 103
11.3.3.1 Set Up Phase 104
11.3.4 Sprint 1 107
11.3.5 Sprint n 109
11.4 Common Problems 109
11.5 Measurement of Results and Reporting 118
11.6 Things You Should Remember 120
References 120
12: Consolidate Gains and Initiate Further Change 121
12.1 Promotions and Other Felonies 121
12.2 This Is Only the Beginning 122
12.3 Things You Should Remember 124
Reference 124
13: Anchor New Approaches into the Corporate Culture 125
13.1 Origins of Culture 125
13.2 Anchoring 127
13.3 Things You Should Remember 128
References 129
14: Introducing Scrum into Large Teams 130
14.1 Special Circumstances 130
14.2 Basic Rules for Scaling 132
14.3 Direct Comparison of Small and Large Introductions 133
14.4 Coordination 135
14.5 The Right Time 137
14.6 Things You Should Remember 137
Reference 138
Part IV: Case Study 139
15: Introducing Scrum 140
15.1 The Hardest Part: Starting Out 140
15.2 Urgency 144
15.3 The Guiding Coalition 148
15.4 Vision and Strategy 155
15.5 Communication 160
15.6 Empowering Broad-Based Action 162
15.7 Generate Short-Term Wins 169
15.8 Consolidating Achievements and Initiating Further Change 173
15.9 Embedding New Concepts in the Corporate Culture 179
15.10 Beyond the Case Study 181
15.11 The Actors in Brief 182
Reference 183
16: Get Started! 184
Part V: The Scientific Part of the Scrum Culture 185
17: Starting With Science 186
17.1 Problem Definition 186
17.2 Goals of the Research Project 187
17.3 Scientific Approach 188
17.4 Expected Results 189
References 189
18: Organizational Culture Models 191
18.1 Different Approaches 191
18.2 Model Selection 193
18.3 A Broader View on Cultural Dimensions 203
References 207
19: Cultural Characteristics of Scrum 209
19.1 The Origins of Scrum 209
19.2 General Cultural Characteristics of Scrum 211
19.3 Specific Cultural Aspects of Scrum 220
References 223
20: Primary Research: The Nature of Scrum Survey 225
20.1 Study Setup 225
20.2 Findings from the Organizational Culture Assessment Instrument 227
20.3 Findings from the Open Questions 230
References 235
21: Conclusions 236
21.1 Limitations of This Study 236
21.2 Opportunities for Further Research 238
References 240
Part VI: Additional Information 241
22: Appendix 1: Why John Kotter´s Model Was Chosen 242
22.1 How Mike Cohn ADAPTs to Scrum 242
22.2 Schwaber´s Playbook from `Software in 30 Days´ 244
22.3 Leading Change Like Kotter 246
22.4 How Cameron and Quinn Use the OCAI for Change 250
22.5 Why Kotter? 253
References 254
23: Appendix 2: Research Details 255
23.1 The Nature of Scrum Survey Questions 255
23.2 Statistical Analysis: Descriptives 267
23.3 Statistical Analysis: Data Preparation 278
23.3.1 The OCAI Analyses Follow from Here 278
23.3.2 Now the Analyses of the Open Questions Follow 282
23.4 Summary of Scrum´s Cultural Characteristics According to Literature 285
23.4.1 Summary of Survey Findings 289
23.5 Findings Comparison 293
References 300
24: Appendix 3: A Brief Scrum Overview 301
24.1 Scrum Roles 301
24.1.1 Product Owner 302
24.1.2 Scrum Master 304
24.1.3 Development Team 306
24.1.4 Management 306
24.1.5 You as Change Manager 307
24.1.6 The Scrum Consultant 308
24.1.7 Approach to Fill the Roles 309
24.2 Artifacts 310
24.2.1 Product Increment 310
24.2.2 Product Backlog 310
24.2.3 Sprint Backlog 311
24.2.4 Definition of Done 311
24.3 Events 312
24.3.1 The Sprint Itself 313
24.3.2 Sprint Planning 314
24.3.3 Daily Scrum 314
24.3.4 Sprint Review 315
24.3.5 Sprint Retrospective 315
References 316
25: Appendix 4: Methods 317
25.1 Planning Poker 317
25.2 Planning Poker for Absolute Numbers 318
25.3 Estimation Meeting 318
25.4 Timebox 319
25.5 Velocity 319
Index 321