The People's Scrum: Agile Ideas for Revolutionary Transformation

Good self-organization does not exclude leadership. The need for a

“Never leave the ending until the end.”

leader, and more importantly the right type of leader, will emerge from the wisdom of the team, and should never be imposed ahead of time, or indeed at any time. People outside of the team are not the best positioned to know what the team requires. Well-functioning, self-organized teams will request leaders as needed. I have seen this, and it is go

One of the kindest services a scrum master can do for his or her team and for the organization as a whole is to create transparency—to radiate information. Transparency allows us to see flaws, and when we see the flaws we can make the choice to do something about them. We can stop being victims of process and start being warriors of change.

what value are we seeking… what story are we telling?

leader as cultivator rather than controller.

Anything that allows a developer to be free to create seems like a value-add. The responsibility for updating work is still there, the commitment to completion is still there, the process is just much simpler.

These three roles constitute the scrum team; their tendency to pull in three different directions—profit, mastery and the greater good—is what generates the healthy conflict and tension required to reach previously unimagined levels of innovation and creativity, and allows scrum teams to deliver true value.

We keep wanting to pretend what we do is an engineering discipline, but unfortunately, it’s a craft where the skill of the craftsperson dictates success.