Becoming a Certified Scrum Practioner26-09-2009
Formation Scrum en français10-10-2009
Last spring, I coached a company that wanted to get started with Scrum. I had trained a team on Scrum and accompanied them through the first few sprints. The team itself was very keen on implementing XP engineering practices, something which management did not support. My mandate ended before the project did, and so the question is, how did they do?
A big conflict between the developers and the project leader (who officially wore the ScrumMaster title, but who also had a fixed price project to deliver on time and budget) was how much effort to invest in automated testing. The customer was the P-O, so he thought quality was a great idea. The project leader wasn’t so sure, he saw testing as an impediment to velocity. The team insisted, and as my mandate ended, they still had conflict on this subject.
Yesterday, I caught up with one of the developers. “How did it go?” I asked. “Scrum is awesome! Awesome! Just Awesome” he replied, repeating himself several times. (Well, the word he used was “geil,” which you can translate as you see fit). So I asked “why?” His story:
Last week, I was at a trade fair to demo our product. We had just finished a sprint, so I installed the product from source based on the last build. It took 3 hours, but there were no errors. We demoed the product for three days without finding a single bug. Our PL was also demoing another product built with our traditional methods and he found bug after bug. Vindication!
Could you have done it without Scrum? “No way!” was his answer. “Management and the customer expected to see a release every two weeks. The team had authority over engineering practices. Without that combination, our XP practices could never have taken root.”