who is accountable for the business value delivered by a scrum team This is a topic that many people are looking for. star-trek-voyager.net is a channel providing useful information about learning, life, digital marketing and online courses …. it will help you have an overview and solid multi-faceted knowledge . Today, star-trek-voyager.net would like to introduce to you Ruthless Accountability of Scrum. Following along are instructions in the video below:
My name is ravi varma. I am the founder and always better at school apps. Apps.
And i am also a scrum dad all professional scrum trainer today. I want talk about the ruthless accountability of scrum. This is based on something that i took away from my professional scrum master training that i attended many years ago in boston.
With ken schreiber as i look back at what i learned from ken. One of my biggest takeaways is that scrum creates a cadence of ruthless accountability scrum challenges every scrum team to self organize and collaborate such that they can deliver a high quality high value. Potentially shippable increment that is done every sprint.
Now remember scrum does not force you to go to production at least once every sprint and scrum does not prohibit you from going to production more than once a sprint. But what scrum does challenge you to do is to make sure that every single sprint your product owner has the choice or the option to deploy a done increment to production. Lets talk about the ruthless accountability.
Many organizations as we try to help them walk the path of agility when we introduce this demanding expectation of scrum. It creates breakdowns. Lots of anxiety.
Lots of frustration. What about this what about that and teams come up with all kinds of reasons. Why maybe this cannot should not will not be done in their organization and ive been thinking about a parallel between the expectations of scrum and our expectations of our employers.
So scrum says that every 30 days or less you should deploy or you should have a potentially shippable increment.
Available for deployment. We have similar expectations of our employers. Every 30 days or less.
We expect our employers to deposit real money in our bank account. Most of the time. Its two weeks or less right every two weeks you get a paycheck and it is not a gantt chart of how payroll is conducted.
It is not a visio diagram. It is not a powerpoint slide deck. It is not a document.
But its actual real money that you can use to achieve whatever goals you have in your life. So if our employers can deliver value to us real value every 30 days or less. My question is why can we not deliver value to our employers.
Every 30 days or less so its a radical thought. But maybe. Its not that far fetched.
My ask of everyone who is listening is as you listen to what i have said and conceptually. If you agree with the parallel. But you you are concerned because of all the technical operational maybe political implications of achieving this goal.
I want you to pause and think as you think about a world or a day in the future.
When you can deliver value to your employer. Every 30 days or less through the delivery of a potentially shippable increment. How do you feel forget about whether or not you can get there forget about all the challenges just pause.
Just think about imagine that there is a day in the future. When you can do it does it make you feel happy or does it make you feel sad. If it makes you feel happy dont give up keep trying its a fight worth fighting for but if it doesnt inspire you dont waste time with scrum.
It doesnt make you a bad person it doesnt make scrum a bad framework. Its just that your core values are misaligned. Either way.
I hope you found this video. Useful. Remember parting.
Thought our employers deliver value to our bank. Accounts. Every 30 days or less.
I feel that conceptually from a values perspective scrum. Challenges. Every scrum team or to also deliver similar value to our employers customers users.
And investors every 30 days or less hope you found this useful keep calm and scrum on music. .
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