Deploy Scrum in your company is difficult, I will not lie. It was difficult to do that at ClubPetro, it was difficult at Grupo Família Pires, it is difficult to implement in our consultancies and also in all the reports I have. But the results of those who persist are rewarding.

The purpose of this post is precisely this, to make it clear that for you to implement Scrum in your company the path will be difficult, but that we will help you with our learning, the mistakes and successes that we have already gone through.

The commitment to the methodology and the certainty that the expected results for the future will be rewarding are the reasons for continuing and overcoming all the difficulties that will appear along the way. Therefore, be sure: everyone who went where you are and today is successful with the methodology, also suffered from all these difficulties.

Have the courage to start

The main difficulty about Deploy Scrum, without a doubt, is the courage to start (we created a Paper that can help you in this mission). Questioning the status quo and above all, having the courage to change it is a big challenge, especially if things are already working out.

The desire for the need for change is something that is not found in many people out there, the courage to change and question what exists is not at all, few really have the view that it is necessary to change to something better. Many people are content to read about the methodology, few really feel uncomfortable and have the courage to start.

This courage is related not only to what each of us analyzes internally, but also as externally. The few who feel capable of initiating an internal transformation, soon become discouraged when observing the external environment.

In addition, in addition to the need to have the “certainty of success”, we need to somehow have that certainty to take the first step. We ended up trapping ourselves in the need to know if we will really be able to succeed, and that’s why we ended up wanting to devour all the technical content before even taking the first step.

Engage the team

Cultural change may come from you, but it cannot happen only within you. It is necessary that everyone knows the main benefits of the methodology, so that it makes sense to strive to understand and be part of the methodology.

So, even before everyone involved knows their roles and responsibilities, they need to create the imaginary of what the team will be able to do with the methodology, what are the main benefits and how each of them can gain from the methodology.

It is unrealistic to think that people will engage and want to change their routine, with events and responsibilities without realizing its real value. Demanding commitment to the methodology by force, without really showing the main benefits behind the methodology ends up creating the opposite of what is really desired.

Understand the limits and capabilities of each of those involved. Often what is already clear to you is not clear to the other, even if you have already explained it the first time. You probably needed more time than he did to understand everything he is trying to explain, so give yourself time, each person really needs to understand the reason for the methodology, only to begin to understand why.

Engaging all your team members will be a challenge! Do not believe that everyone will be engaged for the same goals. Each of the people on your team can see their motives at a specific point in the methodology, so please personalize your speech, especially if you already believe you know what engages each person.

Train the team

Does your team now know the value of the methodology? Are you really engaged? The time has come to really train him. Empower each member of your team in their role and make clear the responsibilities of each role. And don’t forget, continuous training, don’t do it just once.

Each person absorbs the content differently, each person changes their way of working at a pace. So keep your training up to date. With each new cycle, observe your team and build your new work reality with them. Each one will require a different training load from you, so keep your team up to date with training.

Abuse the different types of training! Don’t stick to an hour of presenting a Powerpoint! That’s right, abuse the dynamics, abuse doing 1: 1s or a joint construction of responsibilities. Best of all, right off the bat, it’s a solid foundation for a promising future. Spend some time to really train your team. Cultural change is much more difficult than mastering any tool you are going to use.

Keep the commitment

It is difficult to maintain the commitment to the methodology, even more so in the first Sprints. Make no mistake, not everyone will have the same commitment as you, so, first of all, worry about your commitment to the methodology. If everyone is unmotivated, you will always be left to keep the boat in the right direction.

Do not be discouraged in the first difficulties. Don’t forget, you are proposing a big change, big changes require commitment to the cause. For some time you may even believe you are more in the way than helping, so be sure to always ask for feedback and build everything together with the maximum support you find available.

Always keep the commitment of your team on the rise, so you will always have help in difficult times and you will not need to have the feeling that carries all that responsibility on your back. After all, if everyone fulfilled their role and responsibility, the scenario we would live in would be different. Together in defeat and victory, add with the best people at your side the maximum effort towards the results of the methodology.

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