As Agile Coaches in our region, we have privileged access to many organization in all shapes and forms within Intel and how they run their operations, how they eventually implement scrum or scrum but. We tend to bucket these organization into 2 categories.
- The Elope Style: Teams who start scrumming on their own, with or without the blessings of their organization.
- The Matchmaker Style: Organizations who make Agile their process, a tops down mandate.
To make things just a little more complicated, we add functionality in the equation spans over purely software teams, IT teams, Hybrid of Software and Hardware teams. Sometimes, these people need to work together! In a team? Based on these permutations, is there such a thing as a one size fits all implementation? we had the charter to implement Scrum. For the most part, we do not get a blank sheet of paper to write on. Meaning, we don’t get to start from scratch. We have to work around an existing process. Operations and Deliverables is key. No organization wants to “drop the ball” because of new process improvement. Because of the way teams have been operating, it is almost impossible for teams to get it right from the start. Therefore, most teams comes in some form of Scrum…But. For example, Relative Sizing? Swarming? Working in Silo? Tops Down Direction? Our Focal System? These are the reality teams have to deal with. We will share how we transform and migrate these teams to Agile. As advocates of Agile, we cannot stress the importance of Agile to Intel. This paper would describe the starting points, the continuous coaching over more than 60 teams in 5 years in our Asian Region. We would like to share the experiences of how we overcome, tolerate or repel the “buts” within these organizations which ultimately leads us to being better teams! One team, One Change, One Sprint at
a time.
