start
Differences
This shows you the differences between two versions of the page.
| Both sides previous revisionPrevious revisionNext revision | Previous revision | ||
| start [2024/01/18 09:52] – [Phase 2: Scrum pilot - 3 months (5 sprints x 2 weeks each)] 219.74.112.242 | start [2024/01/29 02:07] (current) – [Phase 2: Scrum pilot - 3 months (5 sprints x 2 weeks each)] 202.186.106.100 | ||
|---|---|---|---|
| Line 4: | Line 4: | ||
| ===== Problem Statement ===== | ===== Problem Statement ===== | ||
| - | Most companies are hierarchical. Managers make decisions which are cascaded down the ranks to be carried out. While feedback is often encouraged, responsibility | + | Most companies are hierarchical. Managers make decisions which are cascaded down the ranks to be carried out. While feedback is often encouraged, responsibility |
| - | A sense of ownership is a powerful motivator for inspiring extraordinary work performance. If the norm is a traditionally top-down approach in the company, it is difficult to convince staff that any change is good, will be recognised and beneficial for all in the long run. | + | A sense of ownership is a powerful motivator for inspiring extraordinary work performance. If the norm is a traditionally top-down approach in the company, it is difficult to convince staff that any change is good, efforts |
| As such, culture change requires a concerted effort to pilot a demonstration of what can be done. Theories in management books and seminars and trainings remain intangible, until the staff can see and feel for themselves that they actually work, and will yield positive results. | As such, culture change requires a concerted effort to pilot a demonstration of what can be done. Theories in management books and seminars and trainings remain intangible, until the staff can see and feel for themselves that they actually work, and will yield positive results. | ||
| - | One of the core principles of the Agile Manifesto is: | + | One of the many core principles of the Agile Manifesto is: |
| < | < | ||
| Line 22: | Line 22: | ||
| Scrum promotes self-organising teams, fosters ownership, accountability, | Scrum promotes self-organising teams, fosters ownership, accountability, | ||
| - | Benefits of cross-functional teams and how they eliminate silos, leading to smoother workflows. | + | The cross-functional |
| - | Scrum' | + | To foster cadence, |
| Line 33: | Line 33: | ||
| * Identify 3 staff to draw up plans | * Identify 3 staff to draw up plans | ||
| * Attend [[https:// | * Attend [[https:// | ||
| - | * Appoint Product Owner to seek feedback and [[https:// | + | * Appoint |
| - | * Appoint Scrum Master to attend [[https:// | + | * Appoint |
| * Recruit another upto 6 staff/ | * Recruit another upto 6 staff/ | ||
| - | ==== Phase 2: Scrum pilot - 3 months (5 sprints x 2 weeks each) ==== | + | ==== Phase 2: Scrum pilot - 3 months (6 sprints x 2 weeks each) ==== |
| - | In each 2-week sprint (i.e. 10 working days), there is a " | + | In each 2-week sprint (i.e. 10 working days), there is a " |
| - | * **Day-1:** (4 hours) Pilot Scrum Team conduct | + | * **Day 0 or minus 1:** (4 hours) Pilot Scrum Team conducts |
| * Product Owner presents Product and Sprint Backlog for discussion | * Product Owner presents Product and Sprint Backlog for discussion | ||
| * Team estimates "story points" | * Team estimates "story points" | ||
| * **Days 1 to 9:** | * **Days 1 to 9:** | ||
| - | * Scrum Master conducts Daily Stand-ups every morning (15 mins): Every team member | + | * Scrum Master conducts Daily Stand-ups every morning (15 mins): Every team member |
| * What did you do yesterday? | * What did you do yesterday? | ||
| * What are you planning to do today? | * What are you planning to do today? | ||
| Line 56: | Line 56: | ||
| * Sprint 2 Planning: See Day-1, iterate | * Sprint 2 Planning: See Day-1, iterate | ||
| - | At the end of each Quarter (i.e. every 3 months), it is a good practice to tally up what has been done, achieved, improved and learnt. To consider whether, and how, to take this initiative forward, as well as if any additional resources/ | + | At the end of each Quarter (i.e. every 3 months, approximately 6 sprints), it is a good practice to tally up what has been done, achieved, improved and learnt. To consider whether, and how, to take this initiative forward, as well as if any additional resources/ |
| ==== Phase 3: Embrace and Extend - 6 months ==== | ==== Phase 3: Embrace and Extend - 6 months ==== | ||
| - | * Recruit upto 9 staff for Scrum Team 2 | + | * Recruit upto another |
| * Product Owner and Scrum Master to attend trainings | * Product Owner and Scrum Master to attend trainings | ||
| * Scrum Masters to conduct Scrum training for developers | * Scrum Masters to conduct Scrum training for developers | ||
start.1705571563.txt.gz · Last modified: 2024/01/18 09:52 by 219.74.112.242