The document proposes using LEGO bricks to simulate scrum processes like backlog creation, estimation, sprint planning, and retrospectives. It outlines how to structure a LEGO scrum simulation with a sample backlog, estimating stories in points, committing to sprints, and demonstrating increments. The simulation aims to better illustrate scrum concepts like iterative development, cooperation over competition, and challenges like dependencies. Debriefing after each "sprint" provides opportunities for valuable lessons around concepts like velocity, refactoring, and inter-team coordination.
A Multi-Team, Full-Cycle, Product-Oriented Scrum (Agile game) Simulation with LEGO Bricks. Based on the lego4scrum.com.
Lego4Scrum is teaching game is used by the Scrum trainers community worldwide including various certification classes, in-house trainings, formal business programs and team workshops.
A Multi-Team, Full-Cycle, Product-Oriented Scrum (Agile game) Simulation with LEGO Bricks. Based on the lego4scrum.com.
Lego4Scrum is teaching game is used by the Scrum trainers community worldwide including various certification classes, in-house trainings, formal business programs and team workshops.
Agile is a software development methodology in which the development is carried out iteratively and the requirements evolve through continuous inspection and adaptation. Some of the most commonly used agile software development methods/frameworks are: Adaptive Software Development (ASD), Extreme Programming (XP), Scrum and Kanban.
The Product Owner is the keeper of the requirements. He or she provides the single source of truth for the Team regarding requirements and their planned order of implementation. The Product Owner role in an Agile product development organization requires the knowledge and skills of a product manager, business analyst, and project manager. This presentation focuses on providing easy to implement, bite-size, practices that product owners can utilize for efficiency in daily tasks.
When I needed to do presentations of Scrum to executives and students, I started to look for existing ones. Most presentations I found were very good for detailed presentations or training. But what I was looking for was a presentation I could give in less than 15 minutes (or more if I wanted). Most of them also contained out dated content. For example, the latest changes in the Scrum framework were not present and what has been removed was still there.
Scrum 101 Learning Objectives:
1. Waterfall project methodology basics - what is waterfall and where did it come from?
2. Agile umbrella practices and frameworks - what is agile? what isn't agile? Where does Scrum fit in?
3. Scrum empirical theory - emperical vs. theoretical
4. Parts of the Scrum framework - roles, events / ceremonies, artifacts and rules
5. Features of cultures that use Scrum
Scaled Agile Framework® PI Plannings in a distributed environment are challenging. Get ideas to be more effective with the right measures and tools for distributed collaboration.
Le 24 octobre 2019, lors de l'Agile Tour Toulouse, Anne Gabrillagues nous a fait découvrir les Liberating Structures lors de son atelier "Hackez vos réunions avec les Liberating Structures". Présent ce jour là, j'ai commencé à expérimenter ces structures dans la plupart de mes interactions, en étant convaincu qu'elles allaient se répandre de par leur simplicité et leur efficacité.
Et là, paf, une pandémie mondiale.
Je vous propose d'expérimenter différentes Liberating Structures pour rebooter l'élan de 2019, découvrir de nouvelles façons d'animer vos réunions, voire vous amuser ^^
Agile is a software development methodology in which the development is carried out iteratively and the requirements evolve through continuous inspection and adaptation. Some of the most commonly used agile software development methods/frameworks are: Adaptive Software Development (ASD), Extreme Programming (XP), Scrum and Kanban.
The Product Owner is the keeper of the requirements. He or she provides the single source of truth for the Team regarding requirements and their planned order of implementation. The Product Owner role in an Agile product development organization requires the knowledge and skills of a product manager, business analyst, and project manager. This presentation focuses on providing easy to implement, bite-size, practices that product owners can utilize for efficiency in daily tasks.
When I needed to do presentations of Scrum to executives and students, I started to look for existing ones. Most presentations I found were very good for detailed presentations or training. But what I was looking for was a presentation I could give in less than 15 minutes (or more if I wanted). Most of them also contained out dated content. For example, the latest changes in the Scrum framework were not present and what has been removed was still there.
Scrum 101 Learning Objectives:
1. Waterfall project methodology basics - what is waterfall and where did it come from?
2. Agile umbrella practices and frameworks - what is agile? what isn't agile? Where does Scrum fit in?
3. Scrum empirical theory - emperical vs. theoretical
4. Parts of the Scrum framework - roles, events / ceremonies, artifacts and rules
5. Features of cultures that use Scrum
Scaled Agile Framework® PI Plannings in a distributed environment are challenging. Get ideas to be more effective with the right measures and tools for distributed collaboration.
Le 24 octobre 2019, lors de l'Agile Tour Toulouse, Anne Gabrillagues nous a fait découvrir les Liberating Structures lors de son atelier "Hackez vos réunions avec les Liberating Structures". Présent ce jour là, j'ai commencé à expérimenter ces structures dans la plupart de mes interactions, en étant convaincu qu'elles allaient se répandre de par leur simplicité et leur efficacité.
Et là, paf, une pandémie mondiale.
Je vous propose d'expérimenter différentes Liberating Structures pour rebooter l'élan de 2019, découvrir de nouvelles façons d'animer vos réunions, voire vous amuser ^^
Product Owner Challenge is an agile game w/ Lego bricks. Its about challenging the product development to communicate clear objectives, requirements, and vision.
Slidedeck contains playing instructions, examples and further info.
Product Owner Challenge - User Stories ready to playMichael Tarnowski
Epics, and user stories w/ acceptance critieria to integrate agile mindset into Product Owner Challenge game (POC).
POC is an agile game w/ Lego bricks. Its about challenging the product development to communicate clear objectives, requirements, and vision.
User stories for LEGO Creator Series: 6910 (Sports Car), 31000 (Pick-up truck), and 5761 (Digger, front loader)
Slides from my talk at ABE 2015 conference.
Abstract:
Planning Poker is one of the most popular Agile practices. It's quick, accurate and fun as well. Sometimes however, it just takes too much time, especially when estimating initial backlog with a new team. When your customer is not happy with No Estimates approach it's time to look for an alternative. Something which would give you a rough estimate of the whole project in an hour or less.
One of the techniques I've used several times with different teams and in different projects is a Silent Sort approach for Product Backlog estimation. Join me if you'd want to learn how to provide your customer with initial estimate in less time than it takes to listen to this talk.
Accelerate [XLR8] your agile transformationEmiliano Soldi
How organizations nowadays could innovate and transform themselves, to catch up with this faster-moving world?
How is possible to incrementally change the organization from within?
How to leverage self-organization, collaborative leadership and motivation to involve people from the whole organization to reach the Big-Opportunity?
The harder you push, the harder the system pushes you backEmiliano Soldi
Slide presented at Better Sofware conference in June 2016.
The talk was about how facilitation, change managment and coaching, are essentials in guiding Agile Transition program
Structured organizations today are not keeping pace with a changing world incessantly. The Business Triathlon (Lean Strategy/Start-up, Agile and Change Management) could be the solution.
What does OOP stand for?
When Object Oriented Programming(OOP) is taught so extensively, do computer programmers, specifically within games development, realise what it's possibly doing to productivity and performance? I explain my own view from experience in personal projects and professional work.
This talk was given to the Edinburgh meet of IGDA Scotland, on 2011/07/27.
VRDC 2016 Talk: Kite & Lightning's VR Production WorkflowIkrima Elhassan
Session Description:
Kite & Lightning is a two man VR team that's created art house pieces such as Senza Peso as well as VR experiences for Lionsgate's tentpole film, Insurgent: Shatter Reality.
Come listen to a practical and concrete talk covering all aspects of Kite & Lightning's cinematic production design workflow for VR. This will be an open soup to nuts overview ranging from storyboarding/ideation phase all the way to production and development/release. The goal is to share all the hard earned lessons that K&L has learned as well as discuss how they are tackling existing challenges such as creating a story telling language for VR. They will also dive into specifics of tooling, workflow, pipeline that empower them as a two person indie duo with indie budgets to create blockbuster VR experiences. The aim of the session is to share insights that they would seek out from other high end studios such as Pixar, ILM, or our friends at Oculus Story Studio.
They'll use three different projects as case studies of what went wrong, what went right, and how we pulled it off:
- NBC's The Voice: A Live Action Experience
- Lionsgate's Insurgent: A VFX Heavy Live Action CG Experience
- GE's Neuro: A Pure CG Experience Incorporating
Takeaway
Participants will walk away with concrete practical production/development techniques Kite & Lightning uses to create cinematic VR experiences such as Senza Peso or Insurgent's Shatter Reality.
Techniques for Effective RetrospectivesProwareness
Every month Prowareness organizes a session called “Mastering Scrum”. In these sessions Scrum Masters share their knowledge about a central theme. On January 19 2012 we focused on Retrospectives.
In these slides we share 15 different ways to gather data and create insights. We hope this will inspire you to have Effective Retrospectives!
Lessons from the Trenches of Learning Game DesignSharon Boller
Interest in learning games and gamificaton of learning is high. But how do you do a good job of designing great learning games? This session walks you through six "lessons" learned from designing digital learning games.
Tom Mejias is a Client Engineer at Space Ape Games and a whiz at prototyping new titles. During the hour Tom gave an overview of the games industry and the engineering roles that exist within it as well as some in depth guidance, tips and tricks for specializing in the role of Creative Engineer.
An introductory presentation about the Unity game engine given at GarageGeeks HQ in 2012, meant to bring programmers who have no game development experience up to speed with Unity
Mastering Prototyping: How to Quickly Playtest Your Game Ideas | Ron RejwanJessica Tams
Delivered at Casual Connect Tel Aviv 2016. For many developers game creation is a process initiated and implemented based on feelings and instincts. Jelly Button games believes there is a way to validate your instincts by playtesting your game at early stages. We will discuss the reasons for game prototyping, how prototyping is executed, and best practices for effective prototyping.
Retrospectives are not just about making you feel bad for missing your commitments, pointing fingers at your colleagues, and hearing your talkative team members go on and on. They are supposed to help your team become great. This workshop is for anyone that participates in retrospectives, doesn’t always feel they are useful and wants to learn a better way to accomplish the intended goal.
A hands-on session taking teams through a (not quite) real world scenario to learn Agile Scrum principles and practices. We'll form teams and walk through a Sprint Planning session, a Sprint, and a Retrospective. Although this is an intro-level workshop, we'll include some new games and ideas for more experienced practitioners.
Org Topologies at Scrum Day Europe 2022, AmsterdamAlexey Krivitsky
Organizational Topologies: your roadmap towards an innovative, resilient and adaptive product development organization.
Many organizations struggle to adopt "agile" in a way that delivers on its promise to make the company fast, flexible and efficient.
Global consultancy firms have great pitches on how to adopt different so-called “Agile frameworks”. The marketing is great, but are the results too? We see how our clients get stuck in adopting a framework - forming “agile teams”, appointing “product owners” and then clustering all this into “tribes”. Thus creating robust structures that make further organizational improvements and adaptability difficult, slow, and expensive.
This talk offers ideas how to go beyond these limiting ideas and explores a map of organizational transformation based on orgtopologies.com.
Organizational Topologies: a roadmap towards a resilient and adaptive product...Alexey Krivitsky
Many organizations struggle to adopt "agile" in a way that delivers on its promise to make the company fast, flexible and efficient. Global consultancy firms have great pitches on how to adopt different so-called “Agile frameworks”. The marketing is great, but are the results too? We see how our clients get stuck in adopting a framework - forming “agile teams”, appointing “product owners” and then clustering all this into “tribes”. Thus creating robust structures that make further organizational improvements and adaptability difficult, slow, and expensive.
For more details visit www.orgtopologies.com
How to grow learning multi-site agile organizationsAlexey Krivitsky
What is making organizations so complex and slow? Why an "enterprise" is an equivalent to "inefficient"? How to de-scale organizations? There is no easy answers. But understanding the internal system dynamics is the key skill here.
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
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Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
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Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
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Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
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It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
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2. Scrum simulation: looking for better games
Over the last couple of years I’ve participated in and facilitated several CSM classes run by different
trainers. All of those classes had different simulation sessions but I always felt like there should be better
ones.
Problems with some of the known games that I saw are:
1. Pre-prepared backlogs?
To me, backlog is an excellent tool for collecting and discussing ideas that foster creativity. The
backlogs are usually prepared by the trainer, printed on paper and handed out to the teams. Where
were the creativity part of it? Do this, then to that. It is like a commanding.
A mixed message to the Scrum newbies who have just (maybe) started to get why command and
control is not always good?
2. What were we trying to build?
In the backlog sometimes I see tasks to accomplish, not parts that make up a product. What will
those tasks result in (when are accomplished)? Usually a big mess in the class room (smile).
A mixed message to product development team?
3. Competing teams?
Usually there were like 20 people in the class. So we help split the crowd into smaller teams so
they had more fun playing the game. And of course each team in the end was competing to earn
more score than the others.
Aren’t we all talking a lot about building cooperative environment. A mixed message?
4. The metrics?
During the planning cycles of the game, the teams were asked to estimate the backlog items. So
they did. We asked them to keep track of their planned and observed velocity. So they did. But it
seems to me the only thing they cared about was the score. They apparently didn’t apply velocity
to plan releases nor they used it to double check their sprint plan. So they did it just because we
asked them to keep track of the velocity. Not because they felt any need in it.
Sounds like useless reporting to upper management (trainer in this case). A mixed message?
There are probably more things to be pointed out. And of course those games have lots of great points! I
just think there should be other games that illustrate better the things we try to teach. Hence I started to
think of better simulations and have come across the idea of using LEGO bricks (thanks to William
Wake, Jurgen De Smet, Yves Hanoulle, Mykola Gurov and other folks for opening my eyes!)
The LEGO Scrum simulation
Now after I’ve tried the LEGO Scrum simulation with different people and different cultures for several
times I can say it seems to be more consistent with what I actually try to teach. Debriefing (you play
games to debrief, right?) opens up a lot (and I mean really a lot) of nice discussions and brings bright
insights to the folks.
2
3. How we play the game
The Backlog
I tried with the following backlog and it worked fine, though it will depend on your LEGO kits and
imagination. Explain any details of the items only if you’re asked, otherwise don’t accept the item until
properly (re)done.
One-story building
You can have as many as you want in the backlog.
Two-story building
Church
A building made from bricks of one color that is a
little higher than a one-story building and with a
white cross on the top.
Kiosk
A small building with a shop assistant inside where
you can buy small stuff like chewing gum.
Kindergarten
A building with a fence so that kids don’t run away.
Lorry
You will find instructions on how to build this and
other machines in your LEGO manuals.
Loader
Tower crane
Tractor
Garage for lorry
A simple garage where a lorry can fit it – acceptance
criteria. I usually prioritize garages higher than the
machines they should hold and will gently lead the
folks to convince their PO that in order to
demonstrate this item they need to build a machine first, hence helping the PO adjust priorities to
get better products.
Garage for tractor
A simple garage where a tractor can fit in – acceptance criteria.
Bus stop
“As I a bus passenger I can wait for my bus for quite a long time and in bad weather”. This
implies having a bench and a roof.
Some of the items can be found in the LEGO instructions, some cannot. Which I believe is quite OK. For
some features you can have detailed requirements from external parties, for some you don’t. So folks just
have to ask questions to the PO (isn’t it what we want to teach them in the end?). If they don’t ask
questions they can never get stuff like a bus stop accepted.
The game is structured as a normal Scrum project according to the following cycle:
1. discussing project vision and the initial backlog
2. backlog estimation
3. backlog (re)prioritization
4. release planning
5. sprint planning
3
4. 6. sprinting (so far we needed 3 sprints each time we played)
7. demonstration
8. retrospective
9. (the cycle repeats until you run out of bricks, time or the backlog)
Visioning
During this discussion I (as a PO) bring in a context: they all work for a big company with multiple
teams involved and they are to build a city (a single product!). It is up to them to decide how to split into
teams.
Estimations
They all act as one team (20 people can do that) and they need to estimate the backlog. They have their
decks of planning poker cards and they have already practiced story point estimation by this time.
What we want them to do is to estimate as fast as they can,
but all the backlog items should be estimated in the same
units so that we can have an integrated release planning.
After some discussion they pick up a unit (a one-story
building sounds like a good unit, say 2 points) and start by
estimating the first 3-5 items together. After they all have
the idea of the size and some estimated items for future
triangulation we ask them to split into sub-teams and
estimate the rest in parallel.
Once a team gets a new item estimated they stick it to the
wall into a corresponding column (by points) so that other
teams have more data for triangulatios. So far this worked
just nice.
They can also prototype as much as they want (within the timeframe), but before the sprint starts all
prototypes have to be disassembled (we discuss the value of throw-away prototypes).
Re-prioritization
After estimations are done as a PO I usually make small changes in the priorities (estimates can affect
business decisions, otherwise why to estimate?).
Release planning
The goal is to have a big visible release burn-down chart so that all people understand where they are in
the release and what the overall progress is. After the estimation session we put a first dot on the chart
and start a sprint planning session.
Sprint planning
4
5. We’d like to coach people working in multi-team environments on how to plan sprints. So we place a
single product backlog on the wall (one sticky
per item) and flip-chart sheets for sprint
backlogs (one per sub-team).
A timer starts (we set it for 5 minutes) and the
sub-teams need to parse the product backlog by
moving items onto their team’s sprint backlog.
This goes until teams cannot commit to any
more items (we learn commitment-based
planning)
One trick to mention here is that we have two
sets of LEGO and each set can produce different
machines (lorries, tractors, tower cranes, etc.).
Which simply means that neither team that can
build everything. This basically affects their
sprint planning and, say, a lorry will show up on
one team’s sprint backlog, while a tractor on the
other’s. They are not allowed to exchange
LEGO bricks during the game so they need to
identify such constraints and dependencies
during planning (which I believe is a good skill
to learn).
Sprint planning is the right time to discuss
acceptance criteria, so when they choose to build
a garage we ask them how would they go about
demonstrating it. Probably they will have to build the machine first (this might make the PO move the
machine higher on the backlog).
For the first sprint they will most likely not discuss done criteria for the whole product increment (it
should actually look like a city with streets and contain items built by all team!). We let them fail by not
accepting the built items. (I believe failing and learning how to fix the issue is an extremely valuable
exercise).
5
6. Outcomes of the sprint planning are:
1. expected velocity (we put a sticky on each
team’s sprint backlog with the figure)
2. and team commitment (I ask the teams if
they can commit to the selected stories, they
usually can because planning was a team
effort)
3. tasking (up to the teams if they want to do
that, usually they have no time for that)
Sprinting
They sprint for 5 minutes (I usually project a
stopwatch application on the wall or run it on my
laptop).
Playing back rock music in the class room might
add some expressiveness.
Demonstration & Retrospection
We have 5 minutes for these two activities so they
kind of flow into each other.
When the sprint timer stops I loudly ask “So, where
is my city?!” and they start to integrate their
results… it usually takes time (to be discussed and
fixed during next releases).
Eventually they manage to demonstrate the city
increment, of course with some bugs since they
usually over-commit during the first sprint. I usually
play bad here and don’t accept lots of features.
They are asked to calculate their observed velocity.
And of course they will try to convince me that a
half-done thing gives them half points for the
velocity. I don’t accept this unless the item really
kind of works but has some missing unimportant
details (lorry has a body, wheels and a cabin, but
doesn’t have lights and other small stuff). This opens up nice discussions on calculating actual velocity.
6
7. One team was trying to prove to me their half-done building was almost ready (2 story points out
of 3) and during the discussions it just fell apart. What a nice illustration! So during the next
sprint they rebuilt it from scratch and earned their full 3 points (if I had agreed to give them 2
points out of 3, they would not have had the time to rebuild it from scratch and the quality would
have suffered).
The teams stick their observed velocity on the sprint backlogs. We also draw a velocity bar chart for each
team.
Unfinished items return from sprint backlogs onto the product backlog, we calculate total remaining
points in the backlog and update our release burn-down chart. Here I start predicting their release
completion (“Seems, in 3 sprints, you guys can release the whole city, we’ll know better soon after you
finish your next sprint”). We discuss the value of being predictive rather than trying to do too much.
And the cycle continues…
Additional discussions
Refactoring
During one LEGO session a team built quite big buildings during the first sprint so they started to realize
they would not have enough bricks to finish other items. They had to refactor (simplify!) the built
buildings to be able to build more stuff. I didn’t want to have any refactoring card in the product backlog,
so refactoring affected their velocity. If I had put the refactoring card in the backlog and let them
estimate it, their velocity would have remained the same (!) though they would have built less stuff. You
build less -> your velocity goes down. This was a nice insight for everyone
Inter-team dependencies
During another session a team could not accomplish their tower crane because some of its parts were on
the other team’s table (oops, technical dependencies). The other team refused to spend some time on the
tower crane, so the team failed to deliver it in the sprint. Later we debriefed this in detail and it appeared
that the other team refused because they didn’t want their velocity to fall because of unplanned stuff
coming from another team.
Now what would have happened if we would have had individual velocities per each team member?
The final words (for now)
I’d highly recommend people teaching Scrum to go to the nearest LEGO shop and get some of the boxes.
And yes, it is quite expensive stuff. But the sooner you get it the more ROI you and your trainees get in
time. Good luck!
And please send me feedback (alexey@scrumguides.com) - any comments, criticism, ideas, and
debriefing details from the sessions are appreciated and welcomed. We all are learning here, right?
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8. Links:
LEGO information radiators
http://www.infoq.com/news/2008/09/lego-information-radiators
LEGO games by paircoaching
http://www.paircoaching.net/games_en.php
Discussion of LEGO as a Scrum simulation at scrumdevelopment group
http://groups.yahoo.com/group/scrumdevelopment/message/36367
SCRUMguides’ web album with the photos from the LEGO workshops
http://picasaweb.google.com/scrumguides/ScrumSimulationWithLEGO#
Have fun!
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