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Scrum Master: The Agile Training Seminar for Business Performance
“Joe is a master in teaching Agile with meaningful real-world non-software examples.” – George Tome, Enterprise Agile Coach, John Deere “One of the best professional trainings in the world” – Fabian Delava, Partner, Bain & Company“You really rocked your roles as instructor, cheerleader, and host” – Ken Merchant, 3 Star General, USAF Retired“Joe has broken new ground using Scrum in manufacturing” -- Dr. Jeff Sutherland, Co-creator of Scrum
261 pages, Kindle Edition
Published February 4, 2021
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February 1, 2022Take a 15-minute break every 45 minutes to walk, stretch, get a coffee or water, and most
importantly, get fresh air
performance dropping from 44-94% when CO2 levels crossed 2,500 ppm
aiming to actually build new synapses tonight and myelinate them, like we do every time we
learn something new
command and control organizations are often driven by commercial metrics above all else, likely as a result of a leadership culture selected over time from metrics-based MBA programs, which preach Sloan Silos and treating people as resources to be commanded. Interestingly, those same organizations, typically, have the lowest process efficiency when faced with quick change
everyone is sitting in a group of 4 to 6 people. They are then asked to create a Scrum Board, or Kanban Board (Japanese for a sign board)
send the person currently playing the Product Owner role up to the sticky notes
-Increase Return on Capital
-Increase Compliance
- Faster Development
-Reduce Defects
-Win More Investment
-Excite Customers
-Win More Customers
-Enter New Markets
-Meet OKR's and KPI's.
In the event that a team does not reach consensus quickly, the Product Owner is empowered to ultimately decide the goal for their team.
teams are allowed to trade players anytime, to best match skill and enthusiasm to the current goal, we now have a self organizing system that iterates to self-maximize effectiveness of delivery and morale.
This is similar to an “obeya” room in the Toyota Production System, a one-stop view of the best information currently available, to make business decisions on the spot.
improvement of a KPI or OKR, or a product release, or an agreement signed, or a money transfer completed, or a marketing campaign now live, or a customer mission accomplished, or a new customer signed, etc
“Pace of Innovation is all that matters in the long run.”
A fast-tracked project in Toyota would take 2 years, with minor model changes occurring every 2.5 to 3.5 years, versus Tesla making 27 changes, to the Tesla Model S sedan alone, in a single week.
The CEO’s decision was to eliminate personal performance incentives for all 500 of the company’s top executives. This would be replaced with a % of total company profit, meaning top executives were no longer incented to grow and reduce risk in just their little piece, but were incented to find whatever grew all of Bosch the most quickly, with an acceptable level of risk.
The purpose of a Retrospective is to choose a process improvement. A process improvement is
also referred to by the Japanese world “kaizen”.
Product owner writes, on the Group Scrum Board, a measure of how much work met the
quality bar, and is therefore done, during that Sprint. Quality is also measured and labeled.
The work must be able to be completed and judged for quality within the Sprint length. For a massive project, it must be modularized, and the modules must be able to be built in parallel. In that way, if we have a big project, like a WIKISPEED car, which is composed of 8 modules, and if we have 8 teams, we can complete the car and test it within one Sprint.
One of the teams is a management team responsible for choosing the project that will bring the most value to the company, given what the company can build, and what resources the company can access currently. That project would have been chosen in a MetaScrum, where any employee at any level can propose a more valuable goal. At the start of the airplane game, that goal has already been chosen for brevity. The goal is to build as many paper airplanes across all teams as we possibly can with quality. The “All Teams” part is stressed several times, and teams are asked to help each other to maximize total output. Anyone can test but only the Product Owner’s test counts. The team can rotate who is playing the Product Owner or any of the Scrum Roles or even trade with other teams at any time. The test is to throw the airplane 3 meters, or about 10 feet, or farther. Any plane that fails to fly 3 meters must be put in the recycling bin; it has crashed. Any plane that flies 3 meters, has met our quality bar. The Product Owner updates the Group Scrum Board, showing how many paper planes successfully pass the test by meeting our shared quality bar. Product Owners track how many planes they threw each Sprint, of those did any meet the quality bar of flying 3 or more meters, and how many partially folded airplanes were left at the end of the Sprint, which is our WIP or Work In Process. Work In Process is a type of waste, where products are not completed yet, but the partial products are taking up space and already took up time and other resources. That is to say we have made investment but do not yet have any return on that investment. At the end of each Sprint all WIP is put in the recycling bin. This ensures every Sprint starts from 0 planes. Starting from 0 planes ensures that if a team has more planes pass the test next Sprint, it is because they increased speed, not because they had a bunch of partially folded airplanes left over from the previous Sprint. And, finally, all planes must fly with aerodynamic lift. We’ve seen a lot, from crumpling up a balled wad of paper and throwing it, which we call the “space pod”, to nesting 4 or even more sheets of paper on top of each other and folding them all at once and calling it 4 or even more planes. In all these cases however, the craft are not flying with aerodynamic lift. The space pod isn’t using aerodynamic lift at all. And in the nested airplane case, only one plane is flying with aerodynamic lift, the rest are cargo and do not count.
Teams start to say how their team is the best, or how their team needs to overtake others, or how their team needs to fight to become the best at the expense of other teams. The instructor then reminds everyone, that the stated goal of this paper airplane manufacturing company, is to maximize the output across all teams, and assist each other. The instructor asks the person playing the Product Owner of the highest performing team, what they did last Sprint to help the lowest performing team. The answer so far has always been “nothing”. The teams are reassured that this answer is completely normal across all companies, all countries, and all cultures.
The instructor then asks the Scrum Master of the lowest performing team, what they did to solicit help from the highest performing team, or any other team, and the answer so far has always been “we did not ask”. Again, immediate forgiveness by the instructor here is important.
The product Owners from all teams are called, to meet in front of the Group Scrum Board, and asked to discuss how to improve the product, the paper airplane, for three minutes. Their one goal is to bring an improvement back to their team. This is called MetaScrum, where the goal and product are discussed. Anyone is welcome, but only the Product Owners talk. Restricting the number of people talking is only to reduce the number of communication pathways.
We will now host a closing Retrospective. The Scrum Masters are asked to ask their teams “What could be changed in your real companies, based on what worked in this game?”
Many professionals actually believe that there is only one speed for work, only on or off. This has been reinforced by a number of non-evidence-based MBA, or Masters of Business Administration, programs where hot-shot graduate students are taught, that the method to increase the speed of work is to add people. This has been known untrue since the publishing of the Mythical Man Month by Frederick P. Brooks Jr. in the 1980’s. Brooks published “Brooks Law: Adding people to a late project makes it later”. This has been proven in every industry measured under audit.
Note that the airplane game often takes 45 minutes.
importantly, get fresh air
performance dropping from 44-94% when CO2 levels crossed 2,500 ppm
aiming to actually build new synapses tonight and myelinate them, like we do every time we
learn something new
command and control organizations are often driven by commercial metrics above all else, likely as a result of a leadership culture selected over time from metrics-based MBA programs, which preach Sloan Silos and treating people as resources to be commanded. Interestingly, those same organizations, typically, have the lowest process efficiency when faced with quick change
everyone is sitting in a group of 4 to 6 people. They are then asked to create a Scrum Board, or Kanban Board (Japanese for a sign board)
send the person currently playing the Product Owner role up to the sticky notes
-Increase Return on Capital
-Increase Compliance
- Faster Development
-Reduce Defects
-Win More Investment
-Excite Customers
-Win More Customers
-Enter New Markets
-Meet OKR's and KPI's.
In the event that a team does not reach consensus quickly, the Product Owner is empowered to ultimately decide the goal for their team.
teams are allowed to trade players anytime, to best match skill and enthusiasm to the current goal, we now have a self organizing system that iterates to self-maximize effectiveness of delivery and morale.
This is similar to an “obeya” room in the Toyota Production System, a one-stop view of the best information currently available, to make business decisions on the spot.
improvement of a KPI or OKR, or a product release, or an agreement signed, or a money transfer completed, or a marketing campaign now live, or a customer mission accomplished, or a new customer signed, etc
“Pace of Innovation is all that matters in the long run.”
A fast-tracked project in Toyota would take 2 years, with minor model changes occurring every 2.5 to 3.5 years, versus Tesla making 27 changes, to the Tesla Model S sedan alone, in a single week.
The CEO’s decision was to eliminate personal performance incentives for all 500 of the company’s top executives. This would be replaced with a % of total company profit, meaning top executives were no longer incented to grow and reduce risk in just their little piece, but were incented to find whatever grew all of Bosch the most quickly, with an acceptable level of risk.
The purpose of a Retrospective is to choose a process improvement. A process improvement is
also referred to by the Japanese world “kaizen”.
Product owner writes, on the Group Scrum Board, a measure of how much work met the
quality bar, and is therefore done, during that Sprint. Quality is also measured and labeled.
The work must be able to be completed and judged for quality within the Sprint length. For a massive project, it must be modularized, and the modules must be able to be built in parallel. In that way, if we have a big project, like a WIKISPEED car, which is composed of 8 modules, and if we have 8 teams, we can complete the car and test it within one Sprint.
One of the teams is a management team responsible for choosing the project that will bring the most value to the company, given what the company can build, and what resources the company can access currently. That project would have been chosen in a MetaScrum, where any employee at any level can propose a more valuable goal. At the start of the airplane game, that goal has already been chosen for brevity. The goal is to build as many paper airplanes across all teams as we possibly can with quality. The “All Teams” part is stressed several times, and teams are asked to help each other to maximize total output. Anyone can test but only the Product Owner’s test counts. The team can rotate who is playing the Product Owner or any of the Scrum Roles or even trade with other teams at any time. The test is to throw the airplane 3 meters, or about 10 feet, or farther. Any plane that fails to fly 3 meters must be put in the recycling bin; it has crashed. Any plane that flies 3 meters, has met our quality bar. The Product Owner updates the Group Scrum Board, showing how many paper planes successfully pass the test by meeting our shared quality bar. Product Owners track how many planes they threw each Sprint, of those did any meet the quality bar of flying 3 or more meters, and how many partially folded airplanes were left at the end of the Sprint, which is our WIP or Work In Process. Work In Process is a type of waste, where products are not completed yet, but the partial products are taking up space and already took up time and other resources. That is to say we have made investment but do not yet have any return on that investment. At the end of each Sprint all WIP is put in the recycling bin. This ensures every Sprint starts from 0 planes. Starting from 0 planes ensures that if a team has more planes pass the test next Sprint, it is because they increased speed, not because they had a bunch of partially folded airplanes left over from the previous Sprint. And, finally, all planes must fly with aerodynamic lift. We’ve seen a lot, from crumpling up a balled wad of paper and throwing it, which we call the “space pod”, to nesting 4 or even more sheets of paper on top of each other and folding them all at once and calling it 4 or even more planes. In all these cases however, the craft are not flying with aerodynamic lift. The space pod isn’t using aerodynamic lift at all. And in the nested airplane case, only one plane is flying with aerodynamic lift, the rest are cargo and do not count.
Teams start to say how their team is the best, or how their team needs to overtake others, or how their team needs to fight to become the best at the expense of other teams. The instructor then reminds everyone, that the stated goal of this paper airplane manufacturing company, is to maximize the output across all teams, and assist each other. The instructor asks the person playing the Product Owner of the highest performing team, what they did last Sprint to help the lowest performing team. The answer so far has always been “nothing”. The teams are reassured that this answer is completely normal across all companies, all countries, and all cultures.
The instructor then asks the Scrum Master of the lowest performing team, what they did to solicit help from the highest performing team, or any other team, and the answer so far has always been “we did not ask”. Again, immediate forgiveness by the instructor here is important.
The product Owners from all teams are called, to meet in front of the Group Scrum Board, and asked to discuss how to improve the product, the paper airplane, for three minutes. Their one goal is to bring an improvement back to their team. This is called MetaScrum, where the goal and product are discussed. Anyone is welcome, but only the Product Owners talk. Restricting the number of people talking is only to reduce the number of communication pathways.
We will now host a closing Retrospective. The Scrum Masters are asked to ask their teams “What could be changed in your real companies, based on what worked in this game?”
Many professionals actually believe that there is only one speed for work, only on or off. This has been reinforced by a number of non-evidence-based MBA, or Masters of Business Administration, programs where hot-shot graduate students are taught, that the method to increase the speed of work is to add people. This has been known untrue since the publishing of the Mythical Man Month by Frederick P. Brooks Jr. in the 1980’s. Brooks published “Brooks Law: Adding people to a late project makes it later”. This has been proven in every industry measured under audit.
Note that the airplane game often takes 45 minutes.
February 16, 2022
Great book for those new to Agile and experienced Agilistas
This book is full of practical insights in to how to apply Scrum and Agile for any organisation. Joe Justice shares his unique and practical experience in applying Agile to manufacturing and many other industries. Infused in the book are many tips on how he runs his classes too which is very useful for other practitioners to read and gain knowledge from. Highly recommended.
This book is full of practical insights in to how to apply Scrum and Agile for any organisation. Joe Justice shares his unique and practical experience in applying Agile to manufacturing and many other industries. Infused in the book are many tips on how he runs his classes too which is very useful for other practitioners to read and gain knowledge from. Highly recommended.
Displaying 1 - 2 of 2 reviews