Recent Learning of SCRUM and Management

Jet Wang

Fix People or Fix System

• Best People VS Worst People ， 10:1• Best Team VS Worst Team, 2000:1• When you’re blaming someone, you’re

finding fault with them personally; When you’re being blamed, you’re much more aware of the situational factors that led to the problem and why you acted the way you did.

Fix System

• Ask why you’re doing that (which you don’t think it’s correct) rather than blaming that behavior. • Don’t look for bad people; look for bad

systems – ones that incentivize bad behavior and reward poor performance.

Do One Thing at a Time

• Below two lines, which line you can write faster? 1, 2, 3, I, II, III, a, b, c 1, I, a, 2, II, b, 3, III, c

• Multitasking makes you stupid.

4 Types of Waste

• Absurdity goal• Unreasonable expectations

Heroic effort should be viewed as a failure of planning.

• Overburden Onerous company policies Unnecessary reporting Meaningless meetings.

• Emotional Waste Spinning up people and putting them in a tizzy,

and think it’s to make people work better

Kill the Snack

• You see a process issue but you’re busy• You see wrong mindset of your members• Coding conflict to the standard• Small wrong behavior

Evaluate Story Points

• Only the people doing the work know how long and how much effort it will take. • Assign story point card to a backlog. If people

are more than 3 cards apart, then the high and the low cards talk about why think what they do. Then everyone does another round of Planning Poker. Otherwise they just average the estimates.

Always Give Full Context for the Team• After you make some decision and you list

things that need to be done for a goal. But if you give this list to a separate team which isn’t intimately invested in the results of the decisions making, you would not get the results you’re looking for. People need to under the full context to estimate and do the right thing.

Retrospective

• On a scale from 1 to 5, how do you feel about your role in the company? Bigger is better. • On a scale from 1 to 5, how do you feel about

the company as a whole?• Why do you feel that way?• What one thing would make you happier in

the next sprint.

• True happiness is found in the process, not the result. Often we only reward results, but what we really want to reward is people striving toward greatness.

It’s the Journey, Not the Destination

Engage Strive

• I can’t promote a people every year. • People to strive for a tough goal then salary

increases or salary increases then strive• People is always better than manager’s

expectation, but just haven’t shown up• People to strive for what manager tell you to

achieve VS strive to understand their current limitation• What you learn could benefit for a whole life,

salary incensement benefit for one or half year.

• External dependency always delay your project• Scrum team commits for backlog, while

external teams don’t• You’re not sharing the same priority with

external team.

Cross-functional Team to Get Whole Project Done

External Credits to Your People

• To build trust and a good work environment for him/her• People want to know you appreciate them.

They want to know you are willing to carry that appreciation up the corporate ladder. More importantly, they want to know you are not a jerk who will take credit for the work they perform.

Don’t Utilize 100% of People’s Time

• Multiple tasks switching is wasting energy. • People needs to take a rest• People needs to learn and review