Thiago Teixeira

Thiago Teixeira

My journey with Scrum began in 2012 in my first work experience. I was working on a support team that used scrum events to organize all the incidents and requests. Every day at the stand up meeting we organize ourselves using a virtual board, and every month we had our PDCA meeting. 
After a few months, we organize ourselves, not only to keep the operation running, but also to deliver root cause corrections.

In 2013 I moved to a financial institution where all the projects were executed using waterfall, for me it was a clash of concepts. Did not understand the time and knowledge spent by important people to plan a project for months, or even justify failure on the final delivery date.
The relationship with the business team was always conflicting, little visibility was given by both parties and our purpose in the projects was to ensure that we were adherent to the gantt chart generated at the beginning of the project.

Numerous times, we had to work until later to deliver everything that was specified on the date desired by the company. When the project was ready for production, the other systems involved were either not ready to run or were not informed about the change in process.
Many struggles to open the scope change, this requirement was written in the specification? Much waste throughout the process, from the negotiation of the changes of scope to the development of the software. Lots of energy spent on things that are not worth it, the idea was just to prove that someone had failed at some point. Instead of seeking improvements and adaptations, we seek guilty.

I always tried to show that we could change the way we work, I always talked to my managers and coordinators about different ways to handle the demands, until at the end of 2014, where I was able to do a pilot of a team running Scrum to deliver the scope of a project that dragged on for 6 months. With the correct communication, with the business involved in the technology team and with the prioritizations happening every 2 weeks the main objective of the project was delivered in 1 month. With this it was possible to prove that we could use Scrum in other projects and achieve great results, even the company still does not sponsor this thought.

The following year, we worked with 11 Scrum teams to deliver a platform built entirely from scratch. The planning of this project was going on for two years! Many presentations created, but no software actually working.
After 2 months running the Scrum teams, it was possible to evaluate that the architecture planned during these 2 years, did not fulfill the software proposition, thanks to the execution and inspection and adaptation of the product, it was possible to change the route, to adapt what was necessary. As business and technology were together in the process and everyone understood the need for adaptation, it did not take long hours of discussion about scope change, we just followed what was needed to deliver the right product.

I kept looking for more and more challenges to work with Scrum and with agility, so I moved to an area where I started acting as Agile Coach for a great digital transformation project. With this role, it was possible to disseminate knowledge, seek literatures, training, certifications to be more and more an agent of change using agile values ​​and principles in every action and decision making, not only in projects, but also in personal life.

My last job change was focused on acting as a ScrumMaster, building products that truly deliver value to the customer and especially having high performance teams with a clear purpose and energy and pride in working together. Today I do not see myself working with another approach that does not follow agile frameworks and using each of them as tools to solve the client's problems.