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Patterns For Adopting & Spreading Scrum In Organizations

When we talk about adopting any new framework or methodology, we think about how we can incorporate these changes into our organization. We simply cannot impose any change in our organization and get started with it, there has to be some process or ways to incorporate that. Also, there are some ways to incorporate Scrum changes within our organization. There include five activities in adopting the Scrum successfully: Awareness Desire Ability Promotion Transfer So to remember, we call it by the acronym ADAPT.  Let’s now talk about the Patterns of Adopting and Spreading a Scrum: Patterns for Adopting Scrum   Start Small or Go All In Organizations go ahead with it like a Pilot project, like selecting few team members and implementing Scrum with them, It's a ‘Start Small’ pattern. The other approach can be Go All In, which is like the executives are convinced and want the whole organization to implement in one go. Reasons to prefer starting small It’s less expensive Early success guaranteed Avoids risks of going all in Less stressful Can be done without much change Reasons to prefer going all in Reduces resistance Avoids problems within different teams The All-in transition is Quick! Choosing between the two  As recommended by Mike Cohn, one should always Start Small! It involves less cost, and guaranteed early success. Going all in should be in limited cases, only when it’s a quick need. Also, it involves more cost/money as there are a lot of changes in different departments if required. Public Display of Agility or Stealth The next pattern that comes into the picture is whether to Publicize it or not. We can do the Public Display of Agility. In this approach, the organization announces that it is adopting Scrum. This can vary from announcing it in a meeting room to announcing it through the press release. The other approach is Stealth transition. In this, only team members know they are using Scrum until the project is complete.  Reasons for Public Display of Agility Everyone knows that team is doing it and they are more likely to be focussed Operating publicly is a firm statement of commitment You can solicit organizational support It sends a powerful message Reasons for Stealth Transition A chance to make progress before resistance starts It keeps pressure off No one knows until you tell them If no one knows, no one can tell you to stop Choosing between the two As recommended by Mike Cohn, always choose to make a public display of Agility when you are confident and committed to the transition and when you expect a lot of resistance but want to overcome it quickly. In contrast, choose a quiet approach, when you want to do an experiment using Scrum.    Patterns of adoption: "Going Through the Scrum Motions as Opposed to Being an Agile Jedi " https://t.co/tpv9kIVxNU @MichaelNir (via @InfoQ) — Stefan Wolpers (@StefanW) May 16, 2016 Patterns for Spreading Scrum   Getting started with Scrum is one thing, spreading it across the organization is another. Unless you choose an all-in transition, you will need to build upon the successes of the first few teams as you move Scrum to other teams.  There are 3 general patterns given by Mike Cohn that talks about spreading Scrum. Split and Seed This talks about taking a team that has begun to be successful with Scrum and using its team members to seed new teams. It’s typically put to use after the first few teams have successfully implemented and adopted Scrum. By this time, each team member understands how Sprint work and how the ready software is delivered at the end of the sprint.  In Split and Seed pattern, we split one functioning Scrum team into each half of the original team forming the basis of the new team. New people are then added to these split teams to form new Scrum teams.  A large initial team is used to seed as many as four new teams. Collated below are the reasons to prefer Split and Seed pattern. Add teams more quickly Each team has someone with Scrum experience to guide them Grow and Split The Grow and Split pattern involve adding team members until the team is large enough that it can be comfortably split in two. Immediately after splitting, each of the new teams will probably be on the small end of the desirable size ranging five to nine members. After allowing the new teams one sprint at this reduced size, new members are added until each team becomes a large enough that it can also be split. This pattern repeats until the entire organization has transitioned. In following cases, you can prefer Grow and Split pattern. Don’t have to destroy any existing teams Team members feel more continuity from sprint to sprint Internal Coaching The Third pattern of Spreading Scrum is Internal Coaching. In the organizations, there include types of teams. Some teams excel with the new agile approach, while others struggles. On each team, there exists one identified person who understands and implement Scrum successfully. That person is assigned as a Coach for other teams. Coaches were given responsibilities to attend sprint meetings, daily scrum each week and coach other teams. Reasons to prefer Internal Coaching Well running teams do not need to be Split Coaches can be selected for new teams Coaches can move from team to team Choosing your Pattern! In general, consider going with Split and Seed pattern, when in a hurry. It is the fastest way of spreading Scrum. However, if the technology doesn’t support moving people among teams, changing the team members can affect the productivity.  The Grow and Split pattern is simply more natural and direct approach. Consider using this approach if there is no sense of urgency as it is less risky.  Internal Coaching can be used on its own, mostly when the group is large enough and when splitting teams are not possible for the projects.

Patterns For Adopting & Spreading Scrum In Organizations

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Patterns For Adopting & Spreading Scrum In Organizations

When we talk about adopting any new framework or methodology, we think about how we can incorporate these changes into our organization. We simply cannot impose any change in our organization and get started with it, there has to be some process or ways to incorporate that. Also, there are some ways to incorporate Scrum changes within our organization. There include five activities in adopting the Scrum successfully:

  1. Awareness
  2. Desire
  3. Ability
  4. Promotion
  5. Transfer

So to remember, we call it by the acronym ADAPT. 

Let’s now talk about the Patterns of Adopting and Spreading a Scrum:


Patterns for Adopting Scrum
 

Start Small or Go All In

Organizations go ahead with it like a Pilot project, like selecting few team members and implementing Scrum with them, It's a ‘Start Small’ pattern. The other approach can be Go All In, which is like the executives are convinced and want the whole organization to implement in one go.

Reasons to prefer starting small

  • It’s less expensive
  • Early success guaranteed
  • Avoids risks of going all in
  • Less stressful
  • Can be done without much change

Reasons to prefer going all in

  • Reduces resistance
  • Avoids problems within different teams
  • The All-in transition is Quick!

Choosing between the two 

As recommended by Mike Cohn, one should always Start Small! It involves less cost, and guaranteed early success. Going all in should be in limited cases, only when it’s a quick need. Also, it involves more cost/money as there are a lot of changes in different departments if required.

Public Display of Agility or Stealth

The next pattern that comes into the picture is whether to Publicize it or not. We can do the Public Display of Agility. In this approach, the organization announces that it is adopting Scrum. This can vary from announcing it in a meeting room to announcing it through the press release.
The other approach is Stealth transition. In this, only team members know they are using Scrum until the project is complete. 

Reasons for Public Display of Agility

  • Everyone knows that team is doing it and they are more likely to be focussed
  • Operating publicly is a firm statement of commitment
  • You can solicit organizational support
  • It sends a powerful message

Reasons for Stealth Transition

  • A chance to make progress before resistance starts
  • It keeps pressure off
  • No one knows until you tell them
  • If no one knows, no one can tell you to stop

Choosing between the two

As recommended by Mike Cohn, always choose to make a public display of Agility when you are confident and committed to the transition and when you expect a lot of resistance but want to overcome it quickly.

In contrast, choose a quiet approach, when you want to do an experiment using Scrum. 
 


Patterns for Spreading Scrum
 



Getting started with Scrum is one thing, spreading it across the organization is another. Unless you choose an all-in transition, you will need to build upon the successes of the first few teams as you move Scrum to other teams. 
There are 3 general patterns given by Mike Cohn that talks about spreading Scrum.

Split and Seed

This talks about taking a team that has begun to be successful with Scrum and using its team members to seed new teams.

It’s typically put to use after the first few teams have successfully implemented and adopted Scrum. By this time, each team member understands how Sprint work and how the ready software is delivered at the end of the sprint. 

In Split and Seed pattern, we split one functioning Scrum team into each half of the original team forming the basis of the new team. New people are then added to these split teams to form new Scrum teams. 

A large initial team is used to seed as many as four new teams. Collated below are the reasons to prefer Split and Seed pattern.

  • Add teams more quickly
  • Each team has someone with Scrum experience to guide them

Grow and Split

The Grow and Split pattern involve adding team members until the team is large enough that it can be comfortably split in two. Immediately after splitting, each of the new teams will probably be on the small end of the desirable size ranging five to nine members. After allowing the new teams one sprint at this reduced size, new members are added until each team becomes a large enough that it can also be split. This pattern repeats until the entire organization has transitioned.

In following cases, you can prefer Grow and Split pattern.

  • Don’t have to destroy any existing teams
  • Team members feel more continuity from sprint to sprint

Internal Coaching

The Third pattern of Spreading Scrum is Internal Coaching. In the organizations, there include types of teams. Some teams excel with the new agile approach, while others struggles. On each team, there exists one identified person who understands and implement Scrum successfully. That person is assigned as a Coach for other teams.

Coaches were given responsibilities to attend sprint meetings, daily scrum each week and coach other teams.
Reasons to prefer Internal Coaching

  • Well running teams do not need to be Split
  • Coaches can be selected for new teams
  • Coaches can move from team to team

Choosing your Pattern!

In general, consider going with Split and Seed pattern, when in a hurry. It is the fastest way of spreading Scrum. However, if the technology doesn’t support moving people among teams, changing the team members can affect the productivity. 

The Grow and Split pattern is simply more natural and direct approach. Consider using this approach if there is no sense of urgency as it is less risky. 

Internal Coaching can be used on its own, mostly when the group is large enough and when splitting teams are not possible for the projects.

Ridhi

Ridhi Chhabra

Blog author

Ridhi Chhabra is working in the field of Project Management from last 8 years. She is also a Certified Scrum Master (CSM). She has been implementing Scrum Framework in 80% of her projects which are resulting in Successful Project Completion and Great Customer Experience. She has great Communication skills and got a proven experience in interacting with customers around the globe, across US, UK, Australia and South Africa.
She is currently working as an Executive Assistant Project Manager at KOHLEX Design India Pvt. Ltd., It is US Based Organization which is having main headquarters in California, United States and is handling operations in Hyderabad, India.


She enjoys meeting new people, traveling and writing blogs and articles. Refer to her LinkedIn for more articles.

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Work that is either not complete or un-done needs to be re-prioritized or sequenced. The Product Owner makes sure that the development delivers the expected outcomes from the stories they worked upon and accepts it.  Thus, a Product Owner wears multiple hats throughout the product development effort.8. Participating in daily Scrum, Sprint Planning Meetings, and Sprint Reviews and RetrospectivesScrum ceremonies give a chance for the Product Owner to inspect and adapt. And as a result, being present at these ceremonies is identical to success. It is important for the product owner to join the Scrum meetings as it not only keeps the development team up to date with the priorities, but also helps the product owner understand the perspective of the team if there are any impediments.9. Terminating a Sprint if it is determined that a drastic change in direction is requiredIf the Sprint goal has no meaning (will not deliver business value) because of the extreme change, the product owner can terminate the sprint. The termination is most frequently the outcome of an intense change in business priorities; something previously considered important is no longer needed, or something even more significant is learned.How to become a Product Owner?Becoming a product owner requires a thorough understanding of the product as well as analytical and strategic skills. The person who wants to deep dive and become a good product owner needs to understand the market and the stakeholders. He/she should be able to create a vision and know when to juggle with the items in the product backlog so that the bucket is always prioritized.You can opt for some good certification programs provided by different authorities and gain a confidence in this area. As per my experience, I would recommend you to select a domain and master it!How to be a Good Product Owner | Product Owner Best PracticesWhat is A Certified Product Owner?As defined by the Scrum Alliance, a Certified Scrum Product Owner® (CSPO®) is someone who has been trained by a Certified Scrum Trainer in Scrum terminology, practices, and principles that will enable them to fulfill the role of Scrum Product Owner.Is the Product Owner the Project Manager?Both a project manager and a product owner watch over teams who work to carry developments across the finish line together. But the path to that finish line deviates entirely from the start. The Product Owners are product driven and customer focused. They need to be actively engaged with the team because they are the ones responsible for deciding what features will go into the final product.Also, there is a confusion between a Product Owner and Product Manager. Let us understand the difference between the two.A Product Manager is a high-level role that has responsibilities for the entire product lifecycle. The role starts by focusing on customer discovery to product delivery. The product manager will drive the overall product strategy. This is a multidisciplinary role and is very strategic in nature.  The product owner works primarily with the production team to ensure that the development team develops a product that is aligned with the product roadmap.To summarize, the product manager decides on what products to build next, and the product owner coordinates with the development team to build these products.What are the challenges a Product Owner comes across?Below are the major challenges a Product Owner is more likely to come across:1. Missing product road map2. High-level acceptance criteria3. Spending too much time dealing with product support instead of grooming the backlog4. Changing priority while sprint is in progressProduct Owners can escape these usual snares by working around the product road map, centering on high-value backlog items, defining crisp acceptance criteria, concentrating on grooming quality backlog item, and avoiding disturbing sprints.What is the learning path for a Product Owner role?Are you a business analyst who is now unable to figure out his / her new duties as Product Owner? Are you looking to venture into a Product Owner role? Or are you looking to clear your understanding of Scrum Framework and understand the Product Owner role? Then embark on this journey with us in becoming a great Product Owner.Why should you go for a CSPO certification?  Every high-functioning Agile team has a well-trained Product Owner making critical product decisions. A Certified Scrum Product Owner® (CSPO®) is one such certification that helps holders become successful product owners by training them on aspects of on-time delivery of high-value releases and maximizing the ROI. The globally recognized CSPO certification, therefore, is a career-defining credential for anybody willing to take up the challenging role of a Product Owner on a Scrum team in an organization.Increasing Demand for CSPO® Certified Professionals The industry today is ripe with endless opportunities for Product Owners. With 90% of modern teams using Scrum, the demand for Certified Scrum Product Owners has seen a steep rise. Their presence on an Agile team is guaranteed to ensure early ROI while maximizing business value.Scrum Alliance  underlines the importance of Product Owners as follows:38% of the Product Owners act as an intermediary and are responsible for maintaining relationships with the Stakeholders.24% of the Product Owners set project business priorities and work directly with the customers.15% of the Product Owner work directly with the Scrum team.The Future of a Product OwnerA Product Owner is indispensable for the Scrum teams. This role can be compared to that of a deeply rooted tree which has a firm foundation on the product side and provides vision, approach, and planned execution on the outer side. The product owners carry the ownership of the product in terms of quality and delivery as per the expectations set with the stakeholder.A Product Owner needs to have an all-inclusive view of the product along with all the other factors like business understanding, go to Market, organizational readiness, and product capabilities. All of these should be collectively managed, coordinated and aligned to drive product success.Product Owner Training:  Be an efficient Product Owner to raise product value & manage product backlog effectively!  Get trained by Scrum Alliance approved Certified Scrum Trainers® (CSTs)  Get certified from the globally acclaimed accreditation body, Scrum Alliance  Earn 16 PDUs and SEUs in just 2 days  Excel in addressing challenges through Scrum as an effective Product Owner  Advance your knowledge with an experiential learning format  Get Free E-learning Access to 100+ courses  The Scrum Product Owner Certification from the globally renowned Scrum Alliance endorses and validates your Scrum expertise while enabling you to take on the Product Owner role and responsibilities with dexterity, as you lead successful projects and ensure high-velocity releases of marketable products. 
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