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The 
Soul 
of 
Scrum 
Olaf 
Lewitz, 
Christoph 
Mathis 
Scrum 
Gathering 
Berlin, 
2014 
© 
improuv 
GmbH 
Agile 
Leadership. 
h7p://improuv.com
Olaf 
Lewitz 
Trust 
ArKst 
You 
Deserve 
To 
Love 
What 
You 
Do. 
Scrum 
Coach 
(CSC)
Christoph 
Mathis 
Scrum 
Coach 
(CSC), 
Scrum 
Trainer 
(CST), 
Change 
Agent
We 
want 
to 
re-­‐base 
to 
the 
Scrum 
basics 
of 
* 
Focus, 
* 
Alignment, 
* 
Ar@ul 
Making, 
* 
Self-­‐OrganisaBon, 
and 
* 
Rhythm. 
… 
share 
our 
understanding 
of 
Scrum 
as 
a 
transformaBonal 
container, 
unleashing 
people's 
creaBve 
potenBal 
to 
develop 
great 
products, 
together. 
… 
get 
back 
to 
the 
heart 
of 
Scrum, 
and 
Agile.
ConnecKon 
Exercise
Our 
MoKvaKon
Tobias’ 
Theses 
• what 
is 
Scrum 
• why 
arWul 
making 
• people 
system 
or 
process 
framework 
© 
improuv 
GmbH 
Agile 
Leadership 
| 
h7p://improuv.com
shu-ha-ri
Tobias 
talks 
on 
RI-­‐level 
how 
do 
we 
get 
there?
About 
Learning 
Levels 
Lernstufen 
© 
improuv 
GmbH 
Agile 
Leadership 
| 
h7p://improuv.com 
recipes 
dont panic 
1: Novices 
start trying things 
start accepting advice 
there is no big picture 
2: advanced beginners 
start trouble shooting 
erste initiativen 
can mentor novices 
3: competent 
need big picture 
can self correct 
case studies, experience: can learn from others 
4: proficient 
5: expert intuition 
Lernstufen - 15.06.11 - Mindjet
ScrumBut ScruScmruBmut Agile 
Nirvana 
The 
Scrum 
Dude 
Schedule 
MeeKngs 
List 
impediments 
Scrum 
Mom 
Moderator 
Takes 
care 
of 
things 
Diagnose 
and 
decide 
Acts 
as 
interface 
to 
the 
team 
Evades 
conflict 
SKll 
Bossy, 
does 
not 
really 
trust 
the 
team 
Imposes 
methodology 
True 
Scrum 
Master 
Trainer 
Mentor 
Facilitator 
MoKvator 
Team 
gardener 
Involves 
everyone 
Progressively 
delegates 
InnovaKon 
Deals 
with 
conflict 
Change 
agent 
Agile 
evangelist 
Servant 
leader 
Scrum 
Sensei 
Listen 
Master 
silence 
Ask 
Be 
a 
mirror 
source: 
Angel 
Medinilla 
h7p://de.slideshare.net/proyectalis 
Scrum 
Master 
Maturity
Exercise: 
Team 
development 
levels
Agile 
EvoluKon 
Criteria'Catalog' 
© 
improuv 
GmbH 
Agile 
Leadership 
| 
h7p://improuv.com 
Assessment' 
Impact'Analysis'&'Priori5za5on'' 
Ac5on'Items'
Lead? 
Teach!
Scaling 
-­‐ 
a 
different 
fronKer
Principles 
and 
Frameworks
© 
improuv 
GmbH 
Agile 
Leadership 
| 
h7p://improuv.com
Ask 
the 
Team 
Inspect 
and 
Adapt 
Deliver 
every 
Sprint 
Treat 
People 
as 
Adults
Tobias’ 
Arguments
There 
is 
no 
formula, 
no 
prescripKon, 
no 
defined 
set 
of 
steps. 
Scrum 
does 
not 
tell 
you 
how 
to 
do 
Scrum.
Work 
is 
fun. 
We 
don’t 
require 
water 
cooler 
moments 
and 
cigare7e 
breaks 
in 
order 
to 
exercise 
our 
deep, 
human 
need 
for 
conversaKon, 
for 
interacKon. 
In 
Scrum 
we 
live 
this 
way. 
All 
day, 
every 
day.
We 
can 
stop 
being 
vicKms 
of 
process 
and 
start 
being 
warriors 
of 
change.
Self-­‐OrganisaKon 
is 
anarchic. 
Well-­‐funcKoning, 
self-­‐organised 
teams 
will 
request 
leaders 
as 
needed.
Catastrophic 
change 
comes 
about 
when 
people 
discover 
their 
own 
truth, 
by 
pushing 
their 
own 
and 
others’ 
comfort 
zones 
to 
the 
limit, 
by 
taking 
risks, 
embracing 
failure 
and 
walking 
through 
fear.
Seed 
the 
lowest 
level 
of 
the 
organizaKon 
with 
agents 
of 
passion: 
educate 
them, 
nurture 
them, 
make 
knowledge 
available, 
have 
conversaKons, 
share 
stories, 
laugh, 
agitate 
and 
ask 
difficult 
quesKons. 
Be 
unafraid. 
Change 
will 
be 
much 
slower, 
but 
it 
will 
be 
real 
and 
yes, 
it 
may 
well 
be 
catastrophic.
Agile 
is 
a 
compassionate 
form 
of 
anarchy—a 
gentle 
movement 
away 
from 
hierarchical, 
controlling 
structures 
toward 
collaboraKve, 
self-­‐ 
organized 
ones.
Our 
leaders 
are 
but 
trusted 
servants; 
they 
do 
not 
govern 
(…). 
Each 
team 
should 
be 
autonomous 
except 
in 
ma7ers 
affecKng 
other 
teams 
or 
the 
organizaKon 
as 
a 
whole. 
Each 
team 
has 
but 
one 
primary 
purpose— 
to 
build 
an 
increment 
of 
product 
in 
every 
iteraKon 
and 
deliver 
it 
to 
the 
customer 
(who 
is 
possibly 
suffering!).
Soul 
of 
Scrum: 
Focus, 
Alignment, 
ArWul 
Making, 
Self-­‐OrganisaKon, 
and 
Rhythm
Scrum 
is 
a 
means 
to 
break 
rules. 
How 
can 
we 
explain 
it 
without 
rules?
Idea: 
Liquid 
Scrum 
Scrum 
as 
a 
set 
of 
Choices: 
One 
constraint 
Three 
Focused 
Interests 
A 
list 
of 
opBons
Constrain 
the 
System 
Timebox 
of 
two 
weeks 
"Scrum 
only 
makes 
one 
promise: 
it 
enables 
you 
to 
fail 
in 
30 
days 
or 
less." 
Scrum 
is 
not 
a 
soluBon. 
It's 
a 
looking 
glass 
for 
the 
shit 
under 
the 
carpet. 
It 
gives 
us 
the 
choice 
to 
do 
something 
about 
it, 
or 
not.
Focused 
Interests 
Roles 
are 
"not 
my 
problem" 
rules. 
We 
will 
not 
win 
as 
a 
team 
if 
we're 
not 
responsible 
together. 
! 
Do 
the 
right 
thing. 
Do 
things 
right. 
Get 
beSer 
and 
beSer 
every 
day.
OpKons 
To 
Try 
Deliver. 
Visualize 
your 
work. 
Reflect. 
Experiment. 
Focus. 
Reflect.

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The Soul of Scrum

  • 1. The Soul of Scrum Olaf Lewitz, Christoph Mathis Scrum Gathering Berlin, 2014 © improuv GmbH Agile Leadership. h7p://improuv.com
  • 2. Olaf Lewitz Trust ArKst You Deserve To Love What You Do. Scrum Coach (CSC)
  • 3. Christoph Mathis Scrum Coach (CSC), Scrum Trainer (CST), Change Agent
  • 4. We want to re-­‐base to the Scrum basics of * Focus, * Alignment, * Ar@ul Making, * Self-­‐OrganisaBon, and * Rhythm. … share our understanding of Scrum as a transformaBonal container, unleashing people's creaBve potenBal to develop great products, together. … get back to the heart of Scrum, and Agile.
  • 7. Tobias’ Theses • what is Scrum • why arWul making • people system or process framework © improuv GmbH Agile Leadership | h7p://improuv.com
  • 9. Tobias talks on RI-­‐level how do we get there?
  • 10. About Learning Levels Lernstufen © improuv GmbH Agile Leadership | h7p://improuv.com recipes dont panic 1: Novices start trying things start accepting advice there is no big picture 2: advanced beginners start trouble shooting erste initiativen can mentor novices 3: competent need big picture can self correct case studies, experience: can learn from others 4: proficient 5: expert intuition Lernstufen - 15.06.11 - Mindjet
  • 11. ScrumBut ScruScmruBmut Agile Nirvana The Scrum Dude Schedule MeeKngs List impediments Scrum Mom Moderator Takes care of things Diagnose and decide Acts as interface to the team Evades conflict SKll Bossy, does not really trust the team Imposes methodology True Scrum Master Trainer Mentor Facilitator MoKvator Team gardener Involves everyone Progressively delegates InnovaKon Deals with conflict Change agent Agile evangelist Servant leader Scrum Sensei Listen Master silence Ask Be a mirror source: Angel Medinilla h7p://de.slideshare.net/proyectalis Scrum Master Maturity
  • 13. Agile EvoluKon Criteria'Catalog' © improuv GmbH Agile Leadership | h7p://improuv.com Assessment' Impact'Analysis'&'Priori5za5on'' Ac5on'Items'
  • 15. Scaling -­‐ a different fronKer
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  • 22. © improuv GmbH Agile Leadership | h7p://improuv.com
  • 23. Ask the Team Inspect and Adapt Deliver every Sprint Treat People as Adults
  • 25. There is no formula, no prescripKon, no defined set of steps. Scrum does not tell you how to do Scrum.
  • 26. Work is fun. We don’t require water cooler moments and cigare7e breaks in order to exercise our deep, human need for conversaKon, for interacKon. In Scrum we live this way. All day, every day.
  • 27. We can stop being vicKms of process and start being warriors of change.
  • 28. Self-­‐OrganisaKon is anarchic. Well-­‐funcKoning, self-­‐organised teams will request leaders as needed.
  • 29. Catastrophic change comes about when people discover their own truth, by pushing their own and others’ comfort zones to the limit, by taking risks, embracing failure and walking through fear.
  • 30. Seed the lowest level of the organizaKon with agents of passion: educate them, nurture them, make knowledge available, have conversaKons, share stories, laugh, agitate and ask difficult quesKons. Be unafraid. Change will be much slower, but it will be real and yes, it may well be catastrophic.
  • 31. Agile is a compassionate form of anarchy—a gentle movement away from hierarchical, controlling structures toward collaboraKve, self-­‐ organized ones.
  • 32. Our leaders are but trusted servants; they do not govern (…). Each team should be autonomous except in ma7ers affecKng other teams or the organizaKon as a whole. Each team has but one primary purpose— to build an increment of product in every iteraKon and deliver it to the customer (who is possibly suffering!).
  • 33. Soul of Scrum: Focus, Alignment, ArWul Making, Self-­‐OrganisaKon, and Rhythm
  • 34. Scrum is a means to break rules. How can we explain it without rules?
  • 35. Idea: Liquid Scrum Scrum as a set of Choices: One constraint Three Focused Interests A list of opBons
  • 36. Constrain the System Timebox of two weeks "Scrum only makes one promise: it enables you to fail in 30 days or less." Scrum is not a soluBon. It's a looking glass for the shit under the carpet. It gives us the choice to do something about it, or not.
  • 37. Focused Interests Roles are "not my problem" rules. We will not win as a team if we're not responsible together. ! Do the right thing. Do things right. Get beSer and beSer every day.
  • 38. OpKons To Try Deliver. Visualize your work. Reflect. Experiment. Focus. Reflect.