Scrum is simple, but why can it be so difficult to adopt? The dictionary definition of “adopt” is “to take and follow (a course of action, for example) by choice or assent.” So, in order to adopt Scrum, one needs to change, and change of any kind can be inherently difficult, especially for people working in teams. It would be a lot easier if we could break old habits by beginning with a clean slate whenever a new innovation comes along. Given human nature, however, that is not usually easy to accomplish.
Most people in the software industry have used at least one or more methodologies such as Water Fall, RUP, Rapid Prototyping and many more. Needless to say, adopting Scrum requires learning new practices. So the question becomes, how can Scrum be introduced in a way that effectively and elegantly transforms an established team into a Scrum team? Based on my experience, the successful adoption of Scrum (or any process) happens when a team fully understands why they need to change and what benefits the new process will bring them. Scrum is, after all, a frame work for a team; the people actually doing the work. So its successful implementation takes place most effectively when the team understands why, when and how to use the framework to be an effective Scrum team. This article presents approaches that you can apply to your organization just to do that.
First, understand the current environment
Before introducing Scrum, understand your organization’s current environment. You can do this effectively by selecting one or two teams in your organization and finding out what processes they are currently following; what challenges and impediments they face in accomplishing what they need to do, and what improvements they need or would like to make . Conducting one-on-one interviews with each team member for an in-depth analysis, or a meeting with an entire team for a quick analysis can be equally effective. Whichever way you chose you’ll want, at a minimum, to find out the following:
- What is working well?
- What is not working?
- What are the challenges they face?
- What impediments does the team face? What are the issues underlying those impediments?
- What urgent improvements does the team need or want to make? Why are they needed?
It is important not to go overboard collecting too many answers to the questions above. Put a limit to the number of answers you get but do make sure that you get input from everyone. One way to limit the answers is to employ the Scrum’s time-boxing. For one-on-one analysis, make sure that you get everybody together to review the findings and agree on the improvements as a team. The findings will be used as the basis of the team’s transformation. To compile an effective and objective list of the findings, consider bringing in an outside facilitator to conduct these sessions. The results will give you a good idea whether your organization is running smoothly and effectively.
Comments