\u010cas od \u010dasu p\u0159ijde n\u011bkdo a \u0159\u00edk\u00e1, \u017ee Scrum nefunguje a \u017ee oni jsou agiln\u00ed a to \u017ee je lep\u0161\u00ed. Dovol\u00edm si oponovat. Ne proto, \u017ee by n\u011bkdo nemohl b\u00fdt agiln\u00ed bez Scrumu, ale proto, \u017ee teorie a realita jsou obvykle dost daleko od sebe a Scrum je zat\u00edm st\u00e1le nejjednodu\u0161\u0161\u00ed a nej\u00fasp\u011b\u0161n\u011bj\u0161\u00ed cesta, jak se st\u00e1t agiln\u00edmi. Nemus\u00edte souhlasit, ani pokra\u010dovat ve \u010dten\u00ed. Ani jedno nen\u00ed povinn\u00e9. Ale jestli v\u00e1s zaj\u00edm\u00e1 m\u016fj n\u00e1zor na to, pro\u010d Scrum v\u00a0n\u011bkter\u00fdch prost\u0159ed\u00edch nefunguje, tak tady je hned n\u011bkolik nej\u010dast\u011bj\u0161\u00edch d\u016fvod\u016f. Nen\u00ed to o businessu, ve kter\u00e9m jste, ani o velikosti. Dobr\u00e1 zpr\u00e1va je, \u017ee v\u0161echny jsou snadno \u0159e\u0161iteln\u00e9, jak jinak ne\u017e implementaci opravdov\u00e9ho Scrumu, nikoliv fake-Scrumu, nebo \u201cDarkScrumu\u201c.<\/p>\n
Nej\u010dast\u011bj\u0161\u00edm d\u016fvodem, pro\u010d Scrum nefunguje je, \u017ee nem\u00e1te t\u00fdm. Lidi pracuj\u00ed ka\u017ed\u00fd na sv\u00fdch \u00fakolech, jako jednotlivci. V\u00a0takov\u00e9m p\u0159\u00edpad\u011b se vytr\u00e1c\u00ed cel\u00e1 podstata Scrumu a zbudou nesmysln\u00e1 pravidla a \u201cDarkScrum\u201c je temn\u011b \u010dern\u00fd. T\u00fdm je podstatou kvality, motivace, schopnosti adresovat komplexn\u00ed probl\u00e9my a nach\u00e1zet inovativn\u00ed \u0159e\u0161en\u00ed. Jak se tedy li\u0161\u00ed t\u00fdm od skupiny jednotlivc\u016f? T\u00edm \u017ee spolupracuje<\/a>. Je postaven\u00fd na d\u016fv\u011b\u0159e, schopnosti neb\u00e1t se \u0159\u00edct si v\u011bci do o\u010d\u00ed, k\u00a0n\u011b\u010demu se spole\u010dn\u011b zav\u00e1zat, vz\u00edt za v\u011bci zodpov\u011bdnost, a m\u00edt jeden spole\u010dn\u00fd c\u00edl (viz kniha Five Dysfunctions of a Team). Za\u010d\u00edt m\u016f\u017eete tak, \u017ee t\u00fdm m\u00e1 jeden spole\u010dn\u00fd Sprint Goal<\/a> (businessovou vizi sprintu), kter\u00e1 je spojuje a spole\u010dn\u011b pl\u00e1nuje, jak by v\u00a0r\u00e1mci Sprintu tuto hodnotu mohli maximalizovat (forecast). Kdy\u017e nechcete aplikovat rovnou mob-programming<\/a> a pracovat v\u0161ichni najednou na jednom \u00fakolu, jednom po\u010d\u00edta\u010di a jedn\u00e9 kl\u00e1vesnici, dobrou praktikou pro pos\u00edlen\u00ed spolupr\u00e1ce je \u201cone story at a time\u201c kde cel\u00fd t\u00fdm spolupracuje na r\u016fzn\u00fdch \u00fakolech jedn\u00e9 konkr\u00e9tn\u00ed polo\u017eky backlogu alias story a teprve kdy\u017e ji dokon\u010d\u00ed, d\u00e1 se spole\u010dn\u011b na dal\u0161\u00ed. T\u00fdm na to nepot\u0159ebuje \u017e\u00e1dn\u00e9ho mana\u017eera ani asistenta, organizuje se s\u00e1m. Dobr\u00e1 zpr\u00e1va je, \u017ee na to, abyste m\u011bli skv\u011ble funguj\u00edc\u00ed self-organized t\u00fdm je tady ScrumMaster.<\/p>\n Krom\u011b toho \u017ee je to self-organized t\u00fdm, mus\u00ed b\u00fdt tak\u00e9 cross-functional. To neznamen\u00e1 \u017ee ka\u017ed\u00fd um\u00ed v\u0161echno, ale \u017ee jako t\u00fdm maj\u00ed v\u0161echny pot\u0159ebn\u00e9 znalosti a zku\u0161enosti k\u00a0tomu, aby mohli vz\u00edt libovolnou polo\u017eku backlogu a tu dokon\u010dit. Sami, bez dependenc\u00ed na kohokoli jin\u00e9ho. Klasicky sm\u00fd\u0161lej\u00edc\u00ed organizace se \u010dasto takov\u00e9 boj\u00ed t\u00fdmy postavit. V\u011bt\u0161inou za t\u00edm stoj\u00ed strach o ztr\u00e1tu moci, nebo limituj\u00edc\u00ed kontrakty s\u00a0dodavateli a obava je zm\u011bnit. Firmy proto kon\u010d\u00ed s komponentn\u011b orientovan\u00fdmi t\u00fdmy, kter\u00e9 i p\u0159i nejlep\u0161\u00ed v\u016fli nedok\u00e1\u017eou ud\u011blat nic, co by za n\u011bco st\u00e1lo a dok\u00e1zalo se prezentovat z\u00e1kazn\u00edk\u016fm na Sprint Review, ze kter\u00e9ho se st\u00e1v\u00e1 bezduch\u00e1 akceptace d\u00edl\u010d\u00edch kousk\u016f. Nic, na co by \u0161la z\u00edskat zp\u011btn\u00e1 vazba. \u201cDarkScrum\u201c je v\u00edce \u010di m\u00e9n\u011b tmav\u011b \u0161ed\u00fd, v\u00a0z\u00e1vislosti na tom jak fragmentovan\u00e9 jsou komponenty a o\u0161kliv\u00e9 dependence. Stejn\u011b jako v\u00a0minul\u00e9m bod\u011b, vysv\u011btlovat d\u016fle\u017eitost a prosazovat cross-functional t\u00fdm je na ScrumMasterovi.<\/p>\n Dal\u0161\u00edm bohu\u017eel docela \u010dast\u00fdm probl\u00e9mem je to, \u017ee nikdo nen\u00ed schopen definovat business hodnotu. Divili byste se, kolik organizac\u00ed nen\u00ed schopno definovat vizi. Je to frustruj\u00edc\u00ed, a obvykle to kon\u010d\u00ed t\u00edm, \u017ee t\u00fdmy \u0159\u00edkaj\u00ed \u201edejte n\u00e1m specifikaci, my to podle n\u00ed vyrob\u00edme\u201c. A \u201cDarkScrum\u201c je \u010derno-\u010dern\u00fd. Ve Scrumu toti\u017e \u017e\u00e1dn\u00e1 detailn\u00ed specifikace neexistuje. M\u00e1me jen vizi produktu, businessov\u011b orientovan\u00fd Sprint Goal<\/a> a businessov\u00e9 polo\u017eky backlogu, kter\u00e9 nejsou zam\u011b\u0159en\u00e9 na implementaci, ale na business value. Implementace je velice flexibiln\u00ed a je na t\u00fdmu ji v\u00a0r\u00e1mci Sprintu vymyslet tak, aby se hodnota dodan\u00e1 v\u00a0dan\u00e9m Sprintu maximalizovala. To je ostatn\u011b rol\u00ed Product Ownera, kter\u00fd mus\u00ed m\u00edt autoritu rozhodnout o priorit\u00e1ch, a b\u00fdt schopen up\u0159ednostnit tu \u010d\u00e1st Backlogu, kter\u00e1 p\u0159in\u00e1\u0161\u00ed nejvy\u0161\u0161\u00ed hodnotu.<\/p>\n Asi posledn\u00edm z\u00a0d\u016fvod\u016f, pro\u010d v\u00e1m Scrum nefunguje, ale kter\u00fdm byste asi m\u011bli za\u010d\u00edt, je uv\u011bdomit si pro\u010d byste se m\u011bli m\u011bnit. Co se stane, kdy\u017e se nezm\u011bn\u00edte. \u017de nebudete agiln\u00ed? No to asi nikomu nevad\u00ed. Agile nen\u00ed v\u00e1\u0161 c\u00edl, ale jen cesta, jak se k\u00a0n\u011bmu dostat. A Scrum nen\u00ed jedin\u00e1 mo\u017enost jak se agiln\u00edmi st\u00e1t. Jen podle mne ta nejefektivn\u011bj\u0161\u00ed a nej\u00fasp\u011b\u0161n\u011bj\u0161\u00ed. Jak \u0159\u00edk\u00e1 guru change managementu John Kotter, kdy\u017e chcete, aby zm\u011bna byla \u00fasp\u011b\u0161n\u00e1, mus\u00edte vytvo\u0159it pocit nutnosti, neodkladnosti, urgentnosti.\u00a0\u00a0Lidi ani organizace se nem\u011bn\u00ed, proto\u017ee n\u011bkdo vymyslel nov\u00fd proces. M\u011bn\u00ed se, proto\u017ee mus\u00ed. Nen\u00ed to o tom, jestli se v\u00e1m sou\u010dasn\u00fd proces l\u00edb\u00ed nebo ne, pom\u00e1hala jsem zm\u011bnit se firm\u00e1m, kter\u00e9 milovaly waterfall. Ale jedin\u00e9 firm\u011b, kter\u00e9 pomoct neum\u00edm je t\u00e9, co nechce. Bez pocitu, \u017ee zm\u011bnu nutn\u011b pot\u0159ebuj\u00ed se \u017e\u00e1dn\u00e1 zm\u011bna nestane. Je to moc pr\u00e1ce. A zm\u011bna kultury a mindsetu, kterou Agile a Scrum p\u0159in\u00e1\u0161\u00ed je ta nejt\u011b\u017e\u0161\u00ed, kterou zn\u00e1m. Jestli se tedy chcete u\u017e v\u00a0za\u010d\u00e1tku vyvarovat stup\u0148\u016fm \u0161edi \u201cDarkScrumu\u201c, za\u010dn\u011bte s\u00a0jasn\u00fdm d\u016fvodem, pro\u010d je zm\u011bna nutn\u00e1. Cel\u00e1 implementace bude pak v\u00fdrazn\u011b m\u00e9n\u011b n\u00e1chyln\u00e1 k \u201ctmavnut\u00ed\u201c. Je to jako pos\u00edlen\u00ed imunity, jako vitam\u00edny.<\/p>\n Jestli\u017ee p\u0159edchoz\u00ed odstavce jsou dan\u00e9 nepochopen\u00edm, tohle je \u010dist\u00fd alibizmus. Nen\u00ed to d\u016fvod pro\u010d Scrum nefunguje. Nen\u00ed to toti\u017e Scrum. V\u00a0angli\u010dtin\u011b se tomu \u0159\u00edk\u00e1 Scrum-but. Tedy\u00a0\u201cmy m\u00e1me Scrum, ale ned\u011bl\u00e1me retrospektivy. My m\u00e1me Scrum, ale nem\u00e1me ScrumMastera, my m\u00e1me Scrum, ale nem\u00e1me cross-functional t\u00fdmy\u201c<\/em>. Nikdo v\u00e1s nenut\u00ed Scrum nasadit, ale kdy\u017e u\u017e se do toho pust\u00edte, tak bu\u010f po\u0159\u00e1dn\u011b, anebo v\u016fbec. To, \u017ee n\u011bjak\u00fd paskvil nazvete Scrumem nepom\u016f\u017ee ani v\u00e1m, ani ostatn\u00edm. Ba pr\u00e1v\u011b naopak. Ostatn\u00ed odrad\u00ed od toho to zkusit po\u0159\u00e1dn\u011b a v\u00e1m p\u0159inese jen tu nej\u010dern\u011bj\u0161\u00ed verzi \u201cDarkScrumu\u201c.<\/p>\n","protected":false},"excerpt":{"rendered":" \u010cas od \u010dasu p\u0159ijde n\u011bkdo a \u0159\u00edk\u00e1, \u017ee Scrum nefunguje a \u017ee oni jsou agiln\u00ed a to \u017ee je lep\u0161\u00ed. Dovol\u00edm si oponovat. Ne proto, \u017ee by n\u011bkdo nemohl b\u00fdt agiln\u00ed bez Scrumu, ale proto, \u017ee teorie a realita jsou obvykle dost daleko od sebe a Scrum je zat\u00edm st\u00e1le nejjednodu\u0161\u0161\u00ed a nej\u00fasp\u011b\u0161n\u011bj\u0161\u00ed cesta, jak … Continue reading “Pro\u010d Scrum ve firm\u00e1ch nefunguje”<\/span><\/a><\/p>\n","protected":false},"author":1,"featured_media":0,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":[],"categories":[12],"tags":[272,249,57,7,153,244,10],"aioseo_notices":[],"_links":{"self":[{"href":"https:\/\/soch.cz\/blog\/wp-json\/wp\/v2\/posts\/999"}],"collection":[{"href":"https:\/\/soch.cz\/blog\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/soch.cz\/blog\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/soch.cz\/blog\/wp-json\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"https:\/\/soch.cz\/blog\/wp-json\/wp\/v2\/comments?post=999"}],"version-history":[{"count":0,"href":"https:\/\/soch.cz\/blog\/wp-json\/wp\/v2\/posts\/999\/revisions"}],"wp:attachment":[{"href":"https:\/\/soch.cz\/blog\/wp-json\/wp\/v2\/media?parent=999"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/soch.cz\/blog\/wp-json\/wp\/v2\/categories?post=999"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/soch.cz\/blog\/wp-json\/wp\/v2\/tags?post=999"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}#2: Komponent t\u00fdmy<\/h3>\n
#3: Nejasn\u00e1 business hodnota<\/h3>\n
#4:\u00a0Pro\u010d bychom se m\u011bli m\u011bnit?<\/h3>\n
#5:\u00a0\u010c\u00e1ste\u010dn\u00fd Scrum<\/h3>\n