Get certified - Transform your world of work today


The Enlightened Scrum Team

17 September 2013

Ross Curtin
Davisbase Consulting

The idea behind a Scrum team is that is it self-organizing, self-managed, and self-improving. Why does this work so well? It might be that successful Scrum teams are following the very practices that the best, most enlightened leaders follow. Bill George, author of True North, has set forth some key leadership principles and practices. Bill asserts that there is " . . . a profound need for any leader to have a circle of friends and advisors who provide unvarnished, compassionate, and honest feedback about life, business, and the choices both involve."

These are the same principles upon which a Scrum team is built. A circle of team members who are open and transparent, who work with mutual respect for each other and who can suggest any solution and collaborate on realizing the best possible results. There is a balance between commitments and activity versus value and productivity. 
A team could imagine what they would say to a new team member or to a newly forming Agile team if they were provided the opportunity to share their hard-earned wisdom. The team should reflect on what would be the most meaningful and impactful message. Make it more personal by contemplating what you would continue to do or change about yourself (team or team member) based on this insight. Determine what really matters. Remember that the Agile Manifesto begins with, "We are uncovering better ways of [doing things] by doing it and helping others do it." Challenge yourself and your team to incorporate your own advice in the actions and practices going forward.

Opinions represent those of the author and not of Scrum Alliance. The sharing of member-contributed content on this site does not imply endorsement of specific Scrum methods or practices beyond those taught by Scrum Alliance Certified Trainers and Coaches.

Article Rating

Current rating: 0 (0 ratings)


Phillip Stiby, CSM, 9/17/2013 3:21:29 AM
Generally those doing the work see there problems where as those managing only see there problems... who's in the best position to fix the teams problems.

However with great responsibility comes great power and power corrupts.... As a contractor I move from business to business and for the most part are companies looking to support and guidance to develop there agile needs and wants but I came across a company who were quiet mature but having made lots of improvements they had also developed a walled garden to some extent.

The teams were not open to new comers and there ways of doing things were set in stone as in they could not be improved any more.

Though management want key metrics and tools like velocity and estimates by keeping teams together they also must mix things up to ensure cross pollination of ideas and prevent teams from stagnating and rotting from the inside.
Glen Wang, CSM, 9/18/2013 3:30:09 AM
Yes, open feedback is key to self-organizing team. That's transparency.

You must Login or Signup to comment.

The community welcomes feedback that is constructive and supportive, in the spirit of better understanding and implementation of Scrum.


Newsletter Sign-Up