There is no way to start this text with his greatest learning: more than implementing a methodology, using Scrum requires a cultural change and that is what we did at ClubPetro. Scrum is not the tool, it is not the Scrum Master, it is not the meetings. Scrum is the way the company starts to work after all this enters everyone’s culture.

But to get to this learning, it was a lot of sweat, a lot of mistakes, a lot of success and a lot of effort involved. For this very reason, I want to explain what we did, to help you implement it in your company or in your team because the results we achieved make all this effort worthwhile.

The road will be difficult, so it is necessary to be prepared. How many times have I wondered if we were getting in the way and not helping the whole team? Today, I’m sure: it was worth it!

Enough history and let’s get to some conclusions!

You are solely responsible for your future!

It sounds like a cliché coaching phrase, but it is the purest truth. Individuals before any process, this is the first of the principles of the agile manifesto. You are part of your company, you are responsible for implementing Scrum or hired by an agile company.

Scrum requires a cultural change that seeks to improve with each cycle. You need to understand all of this and think about your role in this whole story. In all roles, you can hinder your team and therefore you need to adapt to the new reality.

We are talking about a new world, with a high degree of commitment to the methodology. A team works together as a unit, team results always come first. Your commitment to all of this is essential to the final result.

So, whatever your scenario, commitment to methodology is your first value! The temptations to give up and keep everything as it is, opting for the easy way will always be great.

You will not achieve anything alone!

My first mistake was just trying to go it alone. Learn everything yourself, “run on your own”. Scrum requires cultural change, and it can come from you, but it cannot happen just inside you.

If you already know about the methodology, share it with someone who can help you. Explain, send a text, a video, anyway, engage other people with the methodology, just so you will be able to get everything off the paper.

I tried for a while to “run on my own” and failed. I couldn’t get people engaged with what I was proposing and I couldn’t get the necessary commitment to the methodology.

We live in a new world, management should not be forced but built together. There is no point in wanting to create a functional management model that takes advantage of your team’s abilities and tries to go it alone. Each of the people involved really needs to see the benefits of the methodology.

You shouldn’t force anyone to do anything

From assuming a role, adapting quickly to the methodology, or performing a load of tasks, each person will have their own time and way to adapt to all of this. It’s natural. People are different, you have to conquer each one.

Each person sees a different reality from what happens. You can’t demand much more from someone than their reality. Each person will interact in a different way to the proposed new scenario.

Requiring someone to have a Product Owner role makes no sense. The person must desire and behave as a Product Owner. She needs to generate real value to her team, she really needs to see and facilitate the way. That old story “not every good salesman would be a good manager” is repeated here.

Simplify, maybe you already know a lot more about the methodology and the work format, but without really being able to conquer other people all this complexity that you have mastered is wasted.

Define responsibilities well!

All responsibilities for each role must be well defined. It is necessary that everyone involved knows their roles and responsibilities.

There is no way to have a Sprint if there is no Backlog, if the Product Owner didn’t have time to take care of his team, there is no reason why the team should assume the commitment with which it was “played” for him to do.

The problem here may be the lack of commitment of the Product Owner, but does he see value in creating a Backlog? What training did they have to perform the function? Were they followed up, received feedback, and are they properly trained?

Management rituals

Daily is every day? It sounds crazy, after all the name is Daily, but it is the first question or suggestion of change that the team or the PO makes. And why do they ask that question? Precisely because they do not see value in the Ritual.

And the problem is not the Ritual, the problem is the maturity of the team with the Ritual. Each event only makes sense if it generates value. As long as the team cannot see value being generated at the event, it will be unnecessary.

With people involved, trained, and with their responsibilities well defined, the commitment to the rituals are acceptance criteria to be part of the team. It is the role of the Scrum Master to always analyze and understand what can be done for the rituals to generate real value.

Get started today!

Have you already shared the changes you want to make with your team? Who else is inside the methodology? What will be the roles of the people involved? Start your first Scrum cycle now. Be committed, but don’t try to be perfect, improving with each cycle is the main advantage of the methodology.

Our first official Sprint was shameful. We started with the marketing team, in which I was responsible, but not a ‘Product Owner “. The intern hired as Scrum Master” never “had conducted any event. And our team barely knew what Scrum was.

Did it work? Yes, awesome. But it went too wrong for a long time. The evolutionary cycle is transformative, the Scrum Master is no longer a robot, but a facilitator. The Product Owner becomes the entrepreneur, leaving aside the initial role of “writer”, and the team comes together, being able to deliver even better.

So, start! Your company depends only on you, but rest assured that we at Roads will be here to help you.

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