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Scrum by the colors

Presentation @ Regional Scrum Gathering Vietnam - May 2015
by

Hoang-Anh Phan

on 26 November 2015

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Transcript of Scrum by the colors

Impulsive Red
The organization acts like a wolf pack
Scrum by the colors
Constant exercise of power by chief to keep troops in line.
Fear
is the glue of the organization.
Highly reactive, short-term focus.
Thrives in chaotic environments.
Conformist Amber
The organization acts like an army
Highly formal roles within a
hierarchical pyramid
.
Top-down command and control (what and how).
Stability
valued above all through rigorous processes.
Future is repetition of the past.
Achievement Orange
The organization acts like a machine
Goal is to beat
competition
; achieve profit and growth.
Innovation
is key to staying ahead. Management by objectives (command and control on what; freedom on the how)
Pluralistic Green
The organization acts like a family
Within the classic pyramid structure, focus on
culture
and
empowerment
to achieve extraordinary employee motivation.
Evolutionary Teal
The organization acts like a living entity
Effective
self-organizing
teams, serving the organization's
purpose
by asking individuals to follow their own purpose and being fully themselves.
Satisfaction
Key culture
Team members
Task assignment
PO & SM
Planning
Red Scrum
One manager, the SMPO
Do whatever the SMPO tells
By the SMPO
From SMPO with strict deadlines
Fear
This is Scrum because the SMPO says it’s Scrum
Amber Scrum
PO = bad cop
SM = good cop
Stick to their job description
By Technical lead / Architect
As planned, following the process
No surprise
Blaming Scrum is not good enough and Scrum doesn't work.
Orange Scrum
Green Scrum
Teal Scrum
How to transition from one color to another?
What do the colors tell about scrum maturity?
What is the right color for my team?
Dealing with problems
Overtime, yelling
Satisfaction
Key culture
Team members
Task assignment
PO & SM
Planning
Objectives set by PO,
SM is the fireman
Project well-documented, team members are easy to replace
Dealing with problems
Satisfaction
Key culture
Team members
Task assignment
PO & SM
Planning
Dealing with problems
Overtime, process changed by SMPO
Satisfaction
Key culture
Team members
Task assignment
PO & SM
Planning
PO work with team to set goals
SM focus on organization and engineering practices
Relaxed but is in hyper-productive mode
Is this really how Scrum should work?
Dealing with problems
Iteration planning
Adapted by the team
Empowerment
Effective retrospective: the team changes the rules of Scrum
Follow Scrum guides,
Iteration planning
Team creates tasks
Performance
Team member got bonus, award based on performance
Scrum is OK
Satisfaction
Key culture
Team members
Task assignment
PO & SM
Planning
PO is part of the team
SM doesn't know what to do
Team is self-managing and self-organizing
Doesn't matter if we call it Scrum or not
Dealing with problems
Tasks are no longer estimated
Tasks are self-assigned
Everyone knows and accept everyone
Aiming for perfection
Division of labour
Command authority
Formal roles
Processes
Innovation
Accountability
Meritocracy
Empowerment
Values-driven culture
Stakeholder model
Self-management
Wholeness
Evolutionary purpose
Purpose driven organizations
Buurtzog, Patagonia
Holacracy, FAVI, etc.
culture driven organizations
Southwest Airlines,
Ben & Jerry's, etc.
Tech startups
Multinational companies
Charter Schools
Catholic Church
Military
Most government agencies
Public school system
Mafia
Street gangs
Tribal militias
Infant
: ego, vital needs
Toddler
: rigor, discipline
Teenager
: generosity, values
Child
: responsibility, self-esteem
10,000 years ago
4,000 BC
18th century
1960s
Today?
Adult
: spirituality, mindfulness
Hoang-Anh PHAN
France, UK, Vietnam
Entrepreneur
Organization tinkerer
Holacracy Certified Practitioner
Frederic Laloux
http://www.reinventingorganizations.com/
Hiep (Henry) LE
Satisfaction
Key culture
Team members
Task assignment
PO & SM
Planning
Dealing with problems
Exploring Scrum through Reinventing Organizations
Thank you!
Learn more on
Reinventing Organizations
http://www.reinventingorganizations.com/
hoanganh@conech.me
hiep@agilevietnam.org
Teal Vietnam
https://www.facebook.com/groups/1636631126553348/
Very normal developer
Scrum master CSM, CSP
Agile Vietnam Board member
yourself
the team
the organization
the leaders
successful scrum teams
inspect and adapt
stages of consciousness
paradigm breakthroughs
Quizz
Find the matching color
1. "let's skip the retrospective, we have too much pressure"
2. "I'm done with my tasks. I have nothing to do."
3. "let's make the sprint longer"
4. "no need to estimate"
5. "the scrum master does it all"
Assessing team and organization maturity
Assessing team and organization maturity
Full transcript