Ten Tales of Positive Change

Ten Tales of Positive Change

Creating the Motivation to Pair Program

the first tale

worked solo and practiced code review

the situation

TDD had little effect

the problem

bought a big monitor

the action

to create a pair room

the cause

became a team

the effect

Staying Focused at Stand-up

the second tale

stand-ups took too long

the situation

extended stand-up discussions

the problem

note who spoke about what

the action

to show impediments

the cause

worked together as an organization

the effect

Keeping Progress High and Questions Low

the third tale

established a cadence

the situation

questioned Sprint progress

the problem

spent time designing retrospectives

the action

to work without distraction

the cause

routine practice andcontinuous learning

the effect

Reassigning Points to Validate Estimation

the fourth tale

tended to the Product Backlog

the situation

Product Owner questioned estimates

the problem

Resized stories, refined some

the action

reassigning points is useless

the cause

had some tough discussions

the effect

Admitting to the Real Date

the fifth tale

trusted relationship

the situation

miss the contracted date

the problem

worked together

the action

launch when predicted

the cause

eventually acquired

the effect

Dealing With an Overwhelming Amount of Work

the sixth tale

ScrumMaster switched jobs

the situation

no common thread

the problem

see everybody’s tasks

the action

to limit work-in-progress

the cause

increased flow

the effect

Gauging the Rate of Progress

the seventh tale

coaching many different teams

the situation

Product Backlogs were not being estimated

the problem

played team estimation

the action

to keep the Product Backlog sized

the cause

backlog refinement

the effect

Figuring Out How to Construct Teams

the eighth tale

Scrum mandated

the situation

created shared component teams

the problem

to create feature area teams

the action

to let the teams decide

the cause

continuously working software

the effect

Finding Predictability in the Velocity

the ninth tale

defects on the Product Backlog were not being estimated

the situation

couldn’t establish a consistent velocity

the problem

relatively size defects

the action

relatively size for cost

the cause

decided how to invest

the effect

Allowing for Cross-Functional Teams

the tenth tale

prepping for release planning

the situation

teams were not set upto deliver features

the problem

put release planning on hold

the action

to use the matrix

the cause

increased productivity, quality and engagement

the effect

What is in common?

started as an idea that led to a small change

What ideas do you have?