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Hello, I will introduce you to a tool that I
consider to be one of the best for
achieving alignment and obtaining maximum
performance from indirect teams such
as engineering teams,
technical offices, management committees, or
sales teams. It is a hybrid
between canvas and scrum that we have been
perfecting over various
implementations in recent years in
companies from different sectors. Our
scrum board is located in that
part of the room next to the
coffee machine. When we take our break every
day, while we prepare the coffee,
we have the scrum meeting that lasts 15
minutes. We will go to it and I will
If I had to explain
very quickly before getting into the development, what
scrum is. It is a
daily meeting in front of a board like
this one that has planned tasks where
their progress is analyzed. I will
introduce the methodology using
quotes from what I consider to be the best
scrum book, the one written by chef sutherland,
one of the creators of the methodology. And I
will explain the differences between the
orthodox methodology and the one we
carry out here. Scrum is an
agile methodology designed to improve
the performance of
multidisciplinary teams in the development of
projects. The term scrum originally
comes from a formation used in
the sport of rugby. During the scrum, the
ball is circulated between the players of the
team as they advance along the
field as a unit. All
members of the team push in the
same direction and are aligned towards
a common purpose. This is what the
methodology seeks to imitate in teamwork. It
seeks to imitate the spirit of the
New Zealand All Blacks rugby team.
Before each match,
they perform the haka ritual, which is a
Maori war dance. When you witness it, you
can see the energy of each individual
and the energy of the group. You see
ordinary people transform into something greater. They
invoke a warlike spirit that
brooks no defeat or discouragement. Their
team, the team, can break it up. What they
understood was that the minimum they
needed to become a super
team was intense concentration on the
goal, radical collaboration, arms and
bodies united towards a single objective, the
desire to crush everything that
stood in their way, it had to be
eliminated, and universal enthusiasm. When
a member of the team made their way with
the ball, Sutherland in his book Scrum
tells the anecdote of the launch of the
US dot gov website under the
Obama administration, a website created so that all
citizens had access to
health insurance, the engine of said website was a
disaster and an absolute failure, its
development was done by more than 20
contractors in charge of different things
who planned everything using
waterfall techniques or gant diagrams, a
tool that is alternately
completely inadvisable, but instead of doing
periodic tests, they did not test the engine
until the end, each one did their part and they
were no longer coupled, they were not looking for a
common objective scrum seeks to unite
teams to achieve great things,
for which it is necessary that everyone sees
the goal and that each one contributes more and
more to achieve it, the more
exhaustive the communication of the team, the
more everyone knows about the progress of
each of its members, the faster
the results are reached, for this it is
necessary to break with the titles and categories
categories
where everything happens, each one is a member of the
team, period. The initial use of
this methodology was in a
software development team, in
traditional scrum, all
team members work towards achieving an
objective, which is the development From a
single project, we instead have
developed an adaptation with a
combination of scrum canvas and
team management techniques. The result is a
simplified hybrid that seeks to improve
the alignment and performance of
indirect work teams, but be careful, they
work on multi-projects and that
is the main difference. For example,
we are a team of engineers
working on several projects in
parallel and this is the scrum board. The
first thing we observe in the rows are
the team members. In our
scrum, tasks are assigned to people and
something that is not observed but is key
to understanding the potential of the
tool is the sprint. The sprint
delimits the time to carry out the
tasks that we have placed on the board.
In our case, we propose
one-week sprints, that is, the tasks that are
placed here must start on Monday and be
finished on Friday. In this way,
we ensure some things that we
consider key. First, we
divide the very long tasks into
weekly deliverables that are
specific and evaluable.
Second, if a person is late, the
team can react in time and
help them reach the delivery.
Finally, if a project deviates from its
objective, this deviation is detected as
soon as started and the moderator along with the
rest of the colleagues can adjust
the tasks or modify the expectations
of the results
I have talked about the moderator so I will
introduce the roles we have
simplified them to two types of roles the
moderator and the
project developer the moderator is in charge
of maintaining and improving scrum has to
energize the daily meetings and will
also be in charge of supervising and
correcting the projects of the
team members secondly
we have the
project developers in charge of carrying out
each of the tasks that are on the
panel the moderator can and usually is
also a project developer
on the other hand we have the columns we have the
backlog column that is,
tasks that are pending to be
carried out but that are not included in this
sprint this sprint is made up of these
three columns youtube to make of the
tasks that we are executing are in
progress and give the tasks that are
finished each task as you can see
is assigned to a member of the team
and it is this person who moves
the cards as
the tasks progress are created by both the
members themselves and by the moderator who
will have to invalidate those that are will be carried
out in this sprint the
tasks can be written on post-its on
magnetic cards like these that we
can move and stick
or in applications such as asana
planner for teams and others our
experience tells us that it works better
on a physical board when people
meet physically whenever this is
possible we propose to put on each card
first the name the title the name
of the project then the description of a
task that is independent valuable and
measurable and finally the day of the week
that we understand that it is going to end
as the week progresses the cards
will move from left to right and
ideally they will all end up in the
column so the number of members of
a scrum team as you propose
alternate should be 7 plus or minus 2
people consider that less than 5 are
insufficient and 9 are too many the
problem with teams of more than 9
people is that too many
communication channels are generated and therefore
communication is no longer effective what
remains to be explained are the three
types of meetings that we have in front of the board they are held standing up
board they are held standing up all
all
members of the team
actively participate and they should not last more It
is recommended that it be done
every day at the same time.
The first meeting is the kick-off meeting and is
held on Mondays. In this meeting, all
team members will write their
weekly tasks on cards. If
necessary, a moderator
may write more tasks or prioritize
some over others. The second meeting is
the daily follow-up meeting that is
held on Tuesday, Wednesday, and Thursday. In
this second type of meeting, each
participant comments on the tasks they are
doing and
those they will do tomorrow. They also
explain the difficulties they are
encountering in moving forward. This
is a key point where the moderator must
remove obstacles so that everyone continues to
progress. This meeting provides us with
a lot of valuable information about
what the team members are doing
and the pace they are doing
in the factory. For example, we have
standards that allow us to measure
direct labor, but in
indirect teams, how do we do this?
Scrum will be our measure of work. At
all times, we will know what situation
the team is in. Thanks to
daily communication, we will be able to
detect and solve problems,
unblocking those members who
feel held back by any
incident. The last meeting is the
closing meeting and is usually held.
On Fridays all the cards
should be on this side. In this one,
the final situation of the
board will be analyzed and the
work pace of the members will be discussed. The main
risk we have is that these
meetings become a place
where everyone comes to justify the
daily work they have done. We must
try to make it as similar as possible to
a person, for example, saying I am
blocked with the development of the
xy simulator and a colleague telling him it is
resolved, the same thing at the client and I
will explain it to you when I leave here, for tomorrow you have not
done it. I want dynamic teams
that come out of the network with a
clear vision of what they have to
achieve that day. Thanks to supporting us in
the scrum methodology, we have increased
the development speed of our
projects and we have improved
their quality. They want to improve the alignment,
the energy performance of the
indirect teams. Try the
scrum methodology. I hope I have contributed value to you.
Thank you for your time and see you in the
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