The Scrum approach to agile software development marks a dramatic departure from waterfall management. Scrum and other agile methods were inspired by its shortcomings. Scrum emphasizes collaboration, functioning software, team self management, and the flexibility to adapt to emerging business realities.


Obstacles to Enterprise Agility

Posted by admin under Uncategorized

How can large enterprises become more agile? Many people think that the common obstacles to agility in large organizations are due to “giantism” and are entirely unavoidable. In other words, it’s like trying to maneuver the Titanic around the iceberg. Many people within the large organization will resist the change saying, “too much to do” or “not enough resources”. However, these are often misconceptions that reinforce bad habits and contribute to change resistance. In a recent article posted on called “Obstacles to Enterprise Agility”, Michael James, a CollabNet Certified Scrum Trainer outlines some of the key impediments to enterprise agility which include:

  • Naïve Resource Management
  • Organizing teams by functional specialization
  • Organizing teams by architectural components
  • Rampant technical debt
  • Lack of commitment to transformation

Are you working on an agile transformation? Do these sound like topics that have been on your mind lately? If so, I encourage you to check out Michael’s article here.

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Scrum Impediments

Posted by admin under Scrum Basics

In Scrum, an impediment is anything that keeps a team from being productive. An impediment can literally be anything, from a team member who is slacking to a freezing team room. But if it’s blocking the team from performing to the best of its abilities, it’s an impediment.

To help maximize efficiency, the role of the ScrumMaster is completely dedicated to resolving impediments. The ScrumMaster works in various capacities, including helping the Product Owner prepare the backlog and ensuring that important Scrum artifacts are visible, but the ScrumMaster’s primary responsibility is to eliminate impediments and facilitate a team’s optimum performance. In this arrangement, it is the team’s responsibility to communicate what impediments are holding them back. This communication occurs each day in the daily Scrum, when team members report on what they’ve accomplished in the past 24 hours, what they plan to accomplish in the next 24 hours, and what impediments obstruct them. Scrum systematizes feedback to ensure that a ScrumMaster always knows exactly what challenges are keeping the team from success and can work to remove them.

It’s also possible for impediments to apply to an organization, particularly in regard to Scrum. Just like a broken keyboard, for instance, would prevent a team member from writing code, an organizational “culture clash” obstructs a smooth Scrum adoption. In scenarios like this, a company needs an advocate inside the company to help management recognize the benefits of Scrum. Basically, such an advocate would be acting like a ScrumMaster, removing barriers before a single Scrum team has been created. Still, even an organizational Scrum advocate does not ensure that Scrum will stick. But, like the ScrumMaster who works closely with a team to eliminate barriers, an internal Scrum advocate helps enact positive change and contributes toward a successful Scrum adoption.

The Scrum Master Checklist describes more of the Scrum Master responsibilities.

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