This document discusses making a paradigm shift towards effective Scrum practices. It suggests that the most visible but least powerful aspects of Scrum are tools and processes, while the least visible but most powerful aspects are the underlying theory, principles and values. Common diagnoses for why Scrum may not appear to work include using the process incorrectly, blaming others, impatience, not adapting the process, or using the wrong process altogether. The document provides suggestions for addressing each diagnosis, such as using the process correctly, fixing actual problems rather than blaming the process, maintaining progress over time, and considering alternative processes if Scrum does not suit a particular situation.

1. Paradigm shift towards
effective Scrum
TAM DOAN | AGILE COACH (AKA OVERRATED SM) | NAVIGOSGROUP

2. PM PO
Dev Dev/SM

5. Tools and Process
Frameworks and practices
Theory, Principles,
and Values
12 Principles of Agility
4 Values of Agility

6. Tools and Process
Frameworks and practices
Theory, Principles,
and Values
12 Principles of Agility
4 Values of Agility

7. Tools and Process
Frameworks and practices
Theory, Principles,
and Values
12 Principles of Agility
4 Values of Agility

8. Tools and Process
Frameworks and practices
Theory, Principles,
and Values
12 Principles of Agility
4 Values of Agility

9. Tools and Process
Frameworks and practices
Theory, Principles,
and Values
12 Principles of Agility
4 Values of Agility
Most visible - Least powerful
Least visible - Most powerful

10. Diagnosis
1. Using the process wrong
2. Blaming the messenger
3. Being impatient
4. Not adapting the process
5. Using the wrong process

11. Any tool can be misused
Everything is
a User Story
Deadlines
Performance
Absolute
Reporting

12. Use the tool right
Alignment
Time-box
Progress
Relative
Focus

13. Diagnosis
1. Using the process wrong
2. Blaming the messenger
3. Being impatient
4. Not adapting the process
5. Using the wrong process

14. Exposing a problem

15. Fix the problem not the process
Possible
issue
Bottlenecks

16. Diagnosis
1. Using the process wrong
2. Blaming the messenger
3. Being impatient
4. Not adapting the process
5. Using the wrong process

17. Satir model
Henrik Kniberg
17
”the middle always looks like failure”
Performance
Time
Current
performance
New
performance
Anticipated
path
Actual path
”chaos”

18. Diagnosis
1. Using the process wrong
2. Blaming the messenger
3. Being impatient
4. Not adapting the process
5. Using the wrong process

19. Estimating is optional
TasksFeatures
1. Don’t estimate features. Just count them.
2. Estimate features in t-shirt size
1. Skip tasks
2. Don’t estimate tasks. Just count them.
3. Estimate tasks in days
1d
2d0.5d
4. Estimate tasks in hours
12h8h4h
S M LHours?
Days?
Weeks?
S M
L
3. Estimate features in story points
1sp 2sp
5sp
4. Estimate features in ideal man-days
1d 3d
6d
Also OK in Scrum
”Typical”
Scrum

20. Diagnosis
1. Using the process wrong
2. Blaming the messenger
3. Being impatient
4. Not adapting the process
5. Using the wrong process

21. Not all tools are useful

22. What to do if Scrum doesn’t <appear to> work:
Using the process wrong Use it right
Diagnosis Action
Blaming the messenger Fix the problem, not Scrum
Being impatient Keep going
Not adapting the process Adapt it
Using the wrong process Try another one

23. ThankYou
www.linkedin.com/in/tam-doan