By Dominik Maximini

This booklet is a advisor for managers, Scrum Masters and agile coaches who're attracted to agile organizational equipment and who're making plans to introduce Scrum at their very own corporation. Scrum isn't just a product improvement framework yet is usually used to constitution actions for agile and lean organizational development.

Divided into 5 significant elements, the publication first introduces and defines the Scrum tradition. It explains its relevance, highlights a few soreness issues general for first encounters with Scrum, and embeds it in an creation to organizational swap. this can be complemented with many real-life examples that aid to use the ideas to readers’ personal particular contexts. the second one half describes the rules of introducing Scrum intimately, whereas the 3rd half embarks at the sensible program of those rules, drawing on a wealth of expertise amassed in lots of profitable creation tasks. half 4 specializes in an in depth case learn of a Scrum transformation ahead of half 5 offers, in remaining, a few appendices supplying large details on Scrum and its principles.

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Extra resources for The Scrum Culture: Introducing Agile Methods in Organizations

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5 To support this focus, especially in the people and team dimensions, a servantleadership style is employed. Leaders—who can be technical experts, the Scrum Master, the Product Owner, and line management—have to recognize themselves as serving their internal customers instead of having them fulfill their own bidding. The Scrum Guide even explicitly mentions three types of services the Scrum Master delivers to Product Owner, Development Team, and the organization as such. The Scrum Team is described as being self-organizing and should be left alone as much as possible while developing the product (cf.

Secondly, team members should not degrade performance or productivity of the team (Schwaber 2007, p. 79), damage transparency, or violate the Scrum rules in any other way. Both positive and negative behavior is immediately communicated and acted upon by the other team members. In addition, the Scrum Master might point out rule violations. If bad behavior continues, people can be excluded from meetings or even removed from the team (cf. Schwaber 2004, p. 166). While there are most probably other reasons and ways to reward and punish, the Scrum literature is not explicit about those.

The author describes the cultivation culture as “one of faith”, that “heralds a system of beliefs or expectations that the organization and its people will accomplish what it deems valuable. [. ] This culture trusts unquestioningly in success, in its people and in the organization” (Schneider 1999, p. 82). The individual’s commitment and the fulfillment of worthwhile purposes create the energy and vitality of the cultivation culture. Schneider gives some industry examples as well: “Organizations dedicated to aesthetics are often cultivation cultures: symphony orchestras, theaters, artistic organizations, and some entertainment, advertising, and media graphics enterprises” (1999, p.

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