Updated: Jan 12
Whether it’s an activity or an event, these are the participation of people. Today we’ll talk about the Scrum team.
The topic of values seems to be empty, and it is often metaphysical. But according to my understanding, in fact, the values are relatively real. Because it is impossible for you to enumerate the possible situations, but there is a judgment standard that everyone agrees with, which is actually very conducive to reaching a consensus and making judgments.
“Values often define the attitude of an individual or a team to achieve a set goal, as well as the basic principles that team members should abide by.”
——Google’s slogan ‘Do not be evil’
Any team that has succeeded must have its own “key to victory”, such as unity and cooperation, close communication, etc. So what Core Value should we follow for the success of the Scrum team?
Today we will focus on the 5 values of Scrum.
First of all, Scrum attaches great importance to commitment. When it comes to commitment, people usually think of “A promise is worth a thousand ounces of gold” and “mission will be achieved”. It seems a little serious.
In fact, many scenarios in Scrum involve commitment. Such as the determination of the delivery scope of the whole Sprint is the team’s commitment to the demander. Every day when you answer the three questions at the meeting, you are fulfilling your commitment to the team.
In the Scrum team, it is hoped that everyone can abide by their commitment to the team and spare no effort to fulfill their commitment. At the same time, everyone should think from the perspective of the team instead of from the perspective of the individual. Team members should also think that what they should do to help the team fulfill its commitment.
Only when the individual or team attaches great importance to the commitment and constantly achieves the goal, can the brand of the individual and the team be established, and an effective team is formed.
Scrum emphasizes commitment and is more inclined to commit to short-term and medium-term goals. Long term goals do not need detailed and rolling planning because of uncertainty.
Therefore, Scrum refines the big delivery into Sprint, refines the function into Task, and hopes that the team can focus on finishing things at hand. In this way, the team can focus on how many tasks have been completed instead of how many tasks are being paralleled.
When it comes to parallel tasks, there is a management misunderstanding. Managers will more or less consider the ability of multitasking, that is, the ability to perform multiple tasks at the same time when measuring the work ability of employees. Because the manager’s daily work is dealing with multi-tasking, and he is often interrupted.
Multi-task parallelism may be possible for relatively simple things. But for more complex tasks that require deep thinking, it is absolutely impossible (especially complex tasks like software development). Why do we think about something when we forgot to take the phone or car key when we go out, and sometimes find ourselves making some low-level mistakes? Because the brain is more inclined to a single thread.
Everyone may encounter traffic jams at intersections. Have you noticed what traffic police generally do if they encounter traffic jams?
Make gestures to stop the vehicles from not entering the intersection, commanding the vehicles stranded at the intersection to leave as soon as possible! Stop starting, start finishing! So if there is a backlog of tasks in the work, what the team should do is not to start more parallel tasks, but to focus on the completion!
Open is very important for Scrum. For example, the whiteboard is placed in the public area, everyone whether he is a member of the team is welcomed to take part in the activities. We need to publicly indicate our chicken and pig principles even if you are a CXO.
Why should it be open? Only open can the information be transparent, and can we more accurately grasp the actual situation and adjust plans timely. So being open is not only Scrum’s values but also a requirement for the corporate environment in which we work.
Everyone has advantages and disadvantages. Whether people have enough sense of security to openly show their weaknesses and the obstacles encountered is the basis for the efficient operation of Scrum.
Note: So sometimes when we hear “Agile is not suitable for our company/team”, the first thing we have to think about is whether the working environment of the company/team meets the requirements of Scrum.
Scrum team is a cross-functional team. Members have different skills, experience, and background, and have their own strong points in professional ability. Only in this way can our team have all kinds of skills needed to deliver customer value.
To maintain respect for others is not only the most basic personality but also the interpersonal skills necessary for the team to maintain unity and cohesion.
Respect for the profession: When you hear that a PO’s needs seem to be an impossible task, respect his idea, and don’t think that “He is frankly sick for putting forward such a demand” or “I will not accept such a demand.” Instead, we need to understand why his view is like this, what are the difficulties in our technical realization, and how we can better meet the needs them.
Respect for the individual: When you have a task that you can finish in 4 hours while others need 10 hours or more, don’t respond with “His skill is very junk”, “What do I do with such a teammate”. But you need to understand what difficulties caused this difference, and what you can do to help him improve efficiency. Because only when everyone’s efficiency improves, the team’s efficiency will be higher.
The environment we face is changeable and unpredictable. In many cases, our understanding of some things is not so thorough and certain. At this time, do we have the courage to try, whether we have the courage to bear the possibility of failure or seemingly impossible challenges?
When faced with a truly “impossible task” and we have no way of fulfilling a promise, do we have the courage to say no to unreasonable demands.
When encountering difficulties, do you have the courage to share your problems with the team and ask them to help in time instead of covering up the problems, missing the opportunity of remediation, and leading to the failure of the team?
These are tests of the “courage” of a person, a team, and even an enterprise. What kind of thinking mode and attitude do we use to deal with the challenges in our daily work.
The above are the five core values of Scrum. Any team that hopes that Scrum can play its true effect needs to have a correct and deep understanding and practice.