All about Scrum

[Lockhouse]

I was hoping that some agile coaches on this board could....

I am more interested in how c level training happens from a thirty year old with a degree in pottery from a polytechnic.

It doesn't. They are the same old unskilled box tickers in search of a pigeonhole.

I used to be an evangelist but now pragmatism rules for me and I try not to take it too seriously otherwise it does my head in. As a contractor it's not my job to change the culture, even as a coach, all I want to do is, if anyone's interested, is to impart how you're supposed to implement Scrum and then explain why at XYZ Bank it's not happening that way.

I've done the "it should be done this way...." to death and all I got was aggro and a stomach ulcer. 90% of the time, people do what they want and call it Kanban anyway.

[cojak]

I was hoping that some agile coaches on this board could kindly share their views on what they do practically

I know kanban and scrum and this thread is not meant to debate them

I am more interested in how c level training happens from a thirty year old with a degree in pottery from a polytechnic.

And in that scenario how working in banking and pharma meaning no particular deep knowledge is benefical

Not what was in the OP:

So a 30 year old guy who has done a crappy course from a polytechnic university in an unrelated field thinks he can provide coaching to C level executive board?!

Are these people for real?

That's a debate in my eyes...

[SimonMac]

'Scrum is soooo last year darling ..'.

"The following is a story about how we matured as an engineering team. We went from an ad-hoc process to Scrum, and used Scrum for a whole year. Scrum leveled us up as a team in terms of structure and process. But it caused major morale issues. Then we found Kanban. We implemented it and have never looked back."
https://medium.com/cto-school/ditchi...m-cd1167014a6f

Kanban is this ..


and this ..



and this ..



Simplees.

We do Scrumban now

https://en.wikipedia.org/wiki/Scrumban

[Eirikur]

Seen people on linkedin who pushed trolleys back at Asda and were bouncer at the local disco for many years and then became senior Salesforce.com recruiter. How is taht possible?

[ladymuck]

Seen people on linkedin who pushed trolleys back at Asda and were bouncer at the local disco for many years and then became senior Salesforce.com recruiter. How is taht possible?

Because people read a book during their tea breaks, learn the buzzwords and lie their way into an interview. If they're convincing enough, they get the gig. They get usually three months to prove themselves after which a lot of companies CBA to find a replacement if they're tulipe. It's better if you get wind of a FS company just about to into a recruitment freeze cos once you're in, you have a job for life.

[LondonPM1]

Because people read a book during their tea breaks, learn the buzzwords and lie their way into an interview. If they're convincing enough, they get the gig. They get usually three months to prove themselves after which a lot of companies CBA to find a replacement if they're tulipe. It's better if you get wind of a FS company just about to into a recruitment freeze cos once you're in, you have a job for life.

Not contractors though!? There is no safety as a contractor and FS is also getting tight so I dont buy it
Its the secret sauce we are missing here folks - Someone let me in on the recipe

[ladymuck]

Not contractors though!? There is no safety as a contractor and FS is also getting tight so I dont buy it
Its the secret sauce we are missing here folks - Someone let me in on the recipe

I know of permie-tractors who are crap yet manage to keep their gigs because they do just enough (by copying other people's work) and tend to be in FS areas where they keep locking down spend on contractors so the managers cling on to what little resource they have. Gift of the gab and enough knowledge of key buzzwords is all the sauce you need.

[NickFitz]

One of the key benefits of Agile (as in the original Agile Manifesto and so forth) is that it eliminates wasteful and irrelevant layers of middle management that muddy the waters and encourage make-work "processes" in order to make themselves seem valuable.

But when an organisation decides to adopt "Agile", the people given the job of making that happen are the very same middle managers. And they aren't about to implement a system that eliminates their roles.

So an industry has grown up around providing ready-made templates for AINO (Agile In Name Only) methodologies, along with "relevant" training packages and what have you, all of which needs to be administered by… layers of middle management.

Which is how a set of principles that began with prizing "Individuals and interactions over processes and tools" has been gradually distorted and bloated into nonsense like the "Scaled Agile Framework®":

[woohoo]

One of the key benefits of Agile (as in the original Agile Manifesto and so forth) is that it eliminates wasteful and irrelevant layers of middle management that muddy the waters and encourage make-work "processes" in order to make themselves seem valuable.

But when an organisation decides to adopt "Agile", the people given the job of making that happen are the very same middle managers. And they aren't about to implement a system that eliminates their roles.

So an industry has grown up around providing ready-made templates for AINO (Agile In Name Only) methodologies, along with "relevant" training packages and what have you, all of which needs to be administered by… layers of middle management.

Which is how a set of principles that began with prizing "Individuals and interactions over processes and tools" has been gradually distorted and bloated into nonsense like the "Scaled Agile Framework®":

Choked on my tea when I spotted value stream on the diagram.

[LondonManc]

"scrum" is a software engineering religion.

It has its holy book, its priests, evangalists and rituals. If you deviate from scrum-by-the-book then you schism and start a new off-shoot explaining loudly why your version is right and everyone else is wrong.

I have worked with some truly, truly, awful agile coaches and scrum masters.

I have also worked with a vanishingly small number of excellent ones who have seriously helped to turn the software team around. But those ones tend to have come from a software engineering background and are pragmatic about finding real solutions rather than committed to a particular mindset.

Prince 2 called and wants its take on Waterfall back.

Do what works in/for your organisation. There's no one-size-fits-all approach. If there was, everything would have been offshored for cheaper by now.