The soul of Scrum describes ways to describe Scrum in a way which emphasizes the values behind it.

1. The
Soul
of
Scrum
Olaf
Lewitz,
Christoph
Mathis
Scrum
Gathering
Berlin,
2014
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Agile
Leadership.
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2. Olaf
Lewitz
Trust
ArKst
You
Deserve
To
Love
What
You
Do.
Scrum
Coach
(CSC)

3. Christoph
Mathis
Scrum
Coach
(CSC),
Scrum
Trainer
(CST),
Change
Agent

4. We
want
to
re-­‐base
to
the
Scrum
basics
of
*
Focus,
*
Alignment,
*
Ar@ul
Making,
*
Self-­‐OrganisaBon,
and
*
Rhythm.
…
share
our
understanding
of
Scrum
as
a
transformaBonal
container,
unleashing
people's
creaBve
potenBal
to
develop
great
products,
together.
…
get
back
to
the
heart
of
Scrum,
and
Agile.

5. ConnecKon
Exercise

6. Our
MoKvaKon

7. Tobias’
Theses
• what
is
Scrum
• why
arWul
making
• people
system
or
process
framework
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8. shu-ha-ri

9. Tobias
talks
on
RI-­‐level
how
do
we
get
there?

10. About
Learning
Levels
Lernstufen
©
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Agile
Leadership
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recipes
dont panic
1: Novices
start trying things
start accepting advice
there is no big picture
2: advanced beginners
start trouble shooting
erste initiativen
can mentor novices
3: competent
need big picture
can self correct
case studies, experience: can learn from others
4: proficient
5: expert intuition
Lernstufen - 15.06.11 - Mindjet

11. ScrumBut ScruScmruBmut Agile
Nirvana
The
Scrum
Dude
Schedule
MeeKngs
List
impediments
Scrum
Mom
Moderator
Takes
care
of
things
Diagnose
and
decide
Acts
as
interface
to
the
team
Evades
conflict
SKll
Bossy,
does
not
really
trust
the
team
Imposes
methodology
True
Scrum
Master
Trainer
Mentor
Facilitator
MoKvator
Team
gardener
Involves
everyone
Progressively
delegates
InnovaKon
Deals
with
conflict
Change
agent
Agile
evangelist
Servant
leader
Scrum
Sensei
Listen
Master
silence
Ask
Be
a
mirror
source:
Angel
Medinilla
h7p://de.slideshare.net/proyectalis
Scrum
Master
Maturity

12. Exercise:
Team
development
levels

13. Agile
EvoluKon
Criteria'Catalog'
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Agile
Leadership
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Assessment'
Impact'Analysis'&'Priori5za5on''
Ac5on'Items'

14. Lead?
Teach!

15. Scaling
-­‐
a
different
fronKer

16. Principles
and
Frameworks

22. ©
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Agile
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23. Ask
the
Team
Inspect
and
Adapt
Deliver
every
Sprint
Treat
People
as
Adults

24. Tobias’
Arguments

25. There
is
no
formula,
no
prescripKon,
no
defined
set
of
steps.
Scrum
does
not
tell
you
how
to
do
Scrum.

26. Work
is
fun.
We
don’t
require
water
cooler
moments
and
cigare7e
breaks
in
order
to
exercise
our
deep,
human
need
for
conversaKon,
for
interacKon.
In
Scrum
we
live
this
way.
All
day,
every
day.

27. We
can
stop
being
vicKms
of
process
and
start
being
warriors
of
change.

28. Self-­‐OrganisaKon
is
anarchic.
Well-­‐funcKoning,
self-­‐organised
teams
will
request
leaders
as
needed.

29. Catastrophic
change
comes
about
when
people
discover
their
own
truth,
by
pushing
their
own
and
others’
comfort
zones
to
the
limit,
by
taking
risks,
embracing
failure
and
walking
through
fear.

30. Seed
the
lowest
level
of
the
organizaKon
with
agents
of
passion:
educate
them,
nurture
them,
make
knowledge
available,
have
conversaKons,
share
stories,
laugh,
agitate
and
ask
difficult
quesKons.
Be
unafraid.
Change
will
be
much
slower,
but
it
will
be
real
and
yes,
it
may
well
be
catastrophic.

31. Agile
is
a
compassionate
form
of
anarchy—a
gentle
movement
away
from
hierarchical,
controlling
structures
toward
collaboraKve,
self-­‐
organized
ones.

32. Our
leaders
are
but
trusted
servants;
they
do
not
govern
(…).
Each
team
should
be
autonomous
except
in
ma7ers
affecKng
other
teams
or
the
organizaKon
as
a
whole.
Each
team
has
but
one
primary
purpose—
to
build
an
increment
of
product
in
every
iteraKon
and
deliver
it
to
the
customer
(who
is
possibly
suffering!).

33. Soul
of
Scrum:
Focus,
Alignment,
ArWul
Making,
Self-­‐OrganisaKon,
and
Rhythm

34. Scrum
is
a
means
to
break
rules.
How
can
we
explain
it
without
rules?

35. Idea:
Liquid
Scrum
Scrum
as
a
set
of
Choices:
One
constraint
Three
Focused
Interests
A
list
of
opBons

36. Constrain
the
System
Timebox
of
two
weeks
"Scrum
only
makes
one
promise:
it
enables
you
to
fail
in
30
days
or
less."
Scrum
is
not
a
soluBon.
It's
a
looking
glass
for
the
shit
under
the
carpet.
It
gives
us
the
choice
to
do
something
about
it,
or
not.

37. Focused
Interests
Roles
are
"not
my
problem"
rules.
We
will
not
win
as
a
team
if
we're
not
responsible
together.
!
Do
the
right
thing.
Do
things
right.
Get
beSer
and
beSer
every
day.

38. OpKons
To
Try
Deliver.
Visualize
your
work.
Reflect.
Experiment.
Focus.
Reflect.