What is the difference between a scrum master and an agile leader? If you start with the scrum master, what should a scrum master be doing? Scrum master should be observing through whatever senses they have. For example, seeing, sensing, smelling, seeing body language, observing what's going on. And that means a lack of judgment.
Isn’t Kanban just about outputs? Isn’t Kanban missing a trick with value and organizational capability? First of all, I want to give you a little bit of context because there’s a wonderful framework called evidence-based management from scrum.org and it has two aspects. The first aspect I won’t go into so much today is
Scrum with Kanban helps people discover and deliver outcomes faster, whether related to the customer, organization or reducing risk. Adding Lean UX techniques to Scrum with Kanban allows teams to discover and address unmet customer needs, reduce stress, and cope with unpredictability.
Teams incorporating Scrum with Kanban already have a significant advantage regarding delivering value on a regular cadence. The signaling systems built into Scrum with Kanban make where work is getting stuck visible, giving Scrum Teams an opportunity and clear direction for improving the system in which they operate.
Kanban is a strategyfor optimizing the flow of value through a process that uses a visual, pull-based system. It’s suited to complex problems because it helps deal with uncertainty, a central feature of complex professional knowledge work. Let’s explore the Kanban practices and its other aspects and how they apply.
Complexity often requires collaboration, not necessarily between teams, but between groups, crews, or individuals. Scrum already helps teams deal with complexity, so what does Kanban bring to the mix?
Scrum with Kanban includes a definition of workflow, four practices, and four measures. The first practice is visualization of the workflow. The visualization of that workflow is essentially the Kanban board...
Somewhere between the CEO and 1st line management level, "you do Scrum, just get it done, how much money you need, and what kind of people you need." "It's just another framework." Salespeople were saying, "you're doing Scrum magic and making it faster." Sometimes people don't want to change.
I worked in a context where the optimizing goal was to free people’s capacity to do “better things” and to free up some cash so that the organization wouldn’t have to go to the money markets to invest in innovation. It was non-tech. The “better things” included leaving the planet better than we found it.
I was challenged to define organizational agility that would leave all people involved in no doubt about expectations. Therefore it could not be pithy, as it would be too open to interpretation.
Here is my definition of organizational agility, and it keeps evolving:
I often wonder about the Trustpilot reviews straight after a workshop. Did I entertain? Did I perform? Were attendees satisfied? Are attendees inspired? It matters. I just think it matters more if the workshop made a difference to the work lives of attendees. I can't take credit. The client does the hard yards.
“The value of something such as a quality, attitude, or method is its importance or usefulness. If you place a particular value on something, that is the importance or usefulness you think it has.” (Collinsdictionary.com, 2019)
In Scrum, we consider customer value (providing something useful) and knowledge value (learning), which has the benefit of reducing risk. One might also consider how to make the world a better place, known as societal value.