Podcasts about scrum scale

In this episode, we speak with Avi Schneier, an expert in Scrum@Scale. Avi and Dee explore how the Scrum@Scale framework enables organizations to scale agility effectively by improving cross-team collaboration and executive alignment. He also talks about the upcoming Scrum@Scale Assessment, developed in collaboration with Comparative Agility, which helps organizations identify inefficiencies, uncover growth opportunities, and enhance their scaling strategies.

What do you think about today's podcast?In this episode of the Agile Matrix Podcast, we're joined by Christoph Dibbern, an Accredited Kanban Consultant, Scrum Trainer, Flight Levels Coach, and Management 3.0 Facilitator. Christoph brings a wealth of experience from his diverse roles, including his work as a lecturer at the University of Hamburg, to share valuable insights on mastering agility at scale.Tune in as Christoph takes us on a journey through the intricacies of scaling Agile frameworks like Kanban and Scrum@Scale, exploring how to align teams, streamline processes, and create a culture of continuous improvement across your organization. He also delves into the Flight Levels approach, offering a fresh perspective on connecting strategy to execution and managing work effectively at every level.In this episode, you'll learn about:•The key principles and benefits of Kanban and how to implement it effectively•Strategies for scaling Scrum beyond individual teams with Scrum@Scale•How Flight Levels can help bridge the gap between strategy and operational work•Practical tips for Agile leaders and practitioners to foster collaboration and drive success across teamsHow to reach ChristophLinkedIn: https://www.linkedin.com/in/christoph-dibbern-8b184b99/Email: chdibbern@gmail.comWebsite: https://www.eventbrite.com/o/34838956453Whether you're looking to scale your Agile practices or simply enhance your current processes, Christoph's insights will provide you with the tools and inspiration you need. Don't miss this opportunity to learn from one of the foremost experts in the Agile community!Support the showSupport the show via Patreon:https://www.patreon.com/TheAgileMatrixPodcastExplore our website to discover our comprehensive course and training schedule.https://www.agilematrix.org/upcoming-courses/Check out the Scrum Master Optimisation courses here: https://courses.agilematrix.org/collectionsInterested in Agile themed Shirts? Check out our store:https://www.etsy.com/shop/TemmieDesigns?ref=search_shop_redirect

In this episode of the Impostor Syndrome Files, we talk about navigating self-doubt as an “only”. My guest this week, Carrie Driscoll, is the co-founder of Reef Consulting. Here she shares her career journey from winning a college scholarship as the only female in computer science to working in software startups to eventually founding her on consulting firm. Carrie shares how she navigates self-doubt and offers tips and strategies we can all use to show up more confidently at work.About My GuestWith over two decades of experience in Agile coaching, project management, and change management, Carrie Driscoll co-founded Reef Consulting to help organizations achieve quality, speed, growth, scalability, and innovation. As the president of Reef Consulting, Carrie leads a team of agile experts who provide executive coaching, strategic guidance, digital transformation, and change management to fortune 100 clients across various industries.Carrie holds multiple certifications in agile methodologies, including Scrum@Scale, Scaled Agile Framework Program Consultant (SPC), Certified Scrum Master (CSM), and ICAgile Certified Practitioner (ICP). Carrie is passionate about empowering high-performing teams, fostering a culture of continuous improvement, and delivering value to customers and stakeholders. Carrie also enjoys sharing her insights and best practices as an entrepreneur, speaker, and mentor in the Agile community.~Connect with Carrie:LinkedIn: https://www.linkedin.com/in/carrie-driscoll-3458552/ Website: https://reefconsultingllc.com/~Connect with Kim and The Impostor Syndrome Files:Join the free Impostor Syndrome Challenge:https://www.kimmeninger.com/challengeLearn more about the Leading Humans discussion group:https://www.kimmeninger.com/leadinghumansgroupJoin the Slack channel to learn from, connect with and support other professionals: https://forms.gle/Ts4Vg4Nx4HDnTVUC6Join the Facebook group:https://www.facebook.com/groups/leadinghumansSchedule time to speak with Kim Meninger directly about your questions/challenges: https://bookme.name/ExecCareer/strategy-sessionConnect on LinkedIn:https://www.linkedin.com/in/kimmeninger/Website:https://kimmeninger.com

Bio Dr. Jeff Sutherland is the inventor and co-creator of Scrum, the most widely used Agile framework across the globe.  Originally used for software development, Jeff has also pioneered the application of the framework to multiple industries and disciplines. Today, Scrum is applied to solve complex projects in start-ups and Fortune 100 companies. Scrum companies consistently respond to market demand, to get results and drive performance at speeds they never thought possible. Jeff is committed to developing the Agile leadership practices that allow Scrum to scale across an enterprise.   Dr. Sutherland is the chairman and founder of Scrum Inc. He is a signatory of the Agile manifesto and coauthor of the Scrum Guide and the creator Scrum@Scale. Jeff continues to teach, create new curriculum in the Agile Education Program and share best practices with organizations around the globe. He is the founder of Scrum Inc. and coauthor of, Scrum: The Art of Doing Twice the Work in Half the Time, that has sold over 100,000 copies worldwide.    Social Media:                 LinkedIn: linkedin.com/in/jeffsutherland                 Twitter: @jeffsutherland Website: Scrum Inc https://scruminc.com               Books/ Articles: The Scrum Guide by Jeff Sutherland and Ken Schwaber http://www.scrumguides.org/index.html Scrum: The Art of Doing Twice the Work in Half the Time by Jeff Sutherland The Scrum Fieldbook by JJ Sutherland Agile Competitors and Virtual Organisations by Steven Goldman, Roger Nagel and Kenneth Preiss https://www.amazon.co.uk/Agile-Competitors-Virtual-Organizations-Engineering/dp/0471286508 Accelerate: Building Strategic Agility for a Faster Moving World by John P. Kotter Leading Change by John P. Kotter Process Dynamics, Modeling and Control by Babatunde A. Ogunnaike and Harmon W. Ray A Scrum Book: The Spirit of the Game by Jeff Sutherland, James Coplien, Mark den Hollander, et al    Interview Transcript Ula Ojiaku: Hello everyone, my guest today is Dr Jeff Sutherland. He is the inventor and co-creator of Scrum, the most widely used Agile Framework across the globe. Originally used for Software Development, Jeff has also pioneered the application of the framework to multiple industries and disciplines. Today, Scrum is applied to deliver complex projects in startups and Fortune 100 companies. Dr Jeff Sutherland is the Chairman and Founder of Scrum Inc. He is a signatory of the Agile Manifesto and co-author of the Scrum Guide and the creator of Scrum at Scale. Jeff continues to teach, create new curriculum in the Agile education programme and share best practices with organisations around the globe. He has authored and co-authored a number of books which include Scrum: The Art of Doing Twice the Work in Half the Time – which has sold over 100,000 copies worldwide. In this episode, Dr Sutherland shares the backstory of how he and Ken Schwaber developed the Scrum framework. I was pleasantly surprised and proud to learn that one of the inspirations behind the current Scrum framework we now have was the work of Prof Babatunde Ogunnike, given my Nigerian heritage. Dr Sutherland also talked about the importance of Agile Leadership and his current focus on helping organisations fix bad Scrum implementations. I'm sure you'll uncover some useful nuggets in this episode. Without further ado, ladies and gentlemen, my conversation with Dr Sutherland.   Ula Ojiaku: Thank you, Dr. Sutherland, for joining us on the Agile Innovation Leaders podcast. It's a great pleasure to have you here. Jeff Sutherland: Glad to be here. Looking forward to it. Ula Ojiaku: Fantastic. So could you tell us about yourself? Jeff Sutherland: Well, I grew up in a small town in Massachusetts. And I always felt that I would go to West Point of the United States Military Academy, even at a very young age. And I finally made it there. I spent four years there. And I went on to a program where a certain number of cadets could join the Air Force. And I told the Air Force, if they made me a fighter pilot, I would move into the Air Force, which I did. I spent 11 years as a fighter pilot in the Air Force. And most of the operational aspects of Scrum actually come from that training. My last tour in the Air Force was actually at the US Air Force Academy, I was a professor of mathematics. And I had gone to Stanford University in preparation for that position. And I had worked closely with the, at the time he was Head of the Department of Psychiatry, became the Dean of Stanford who had studied under my father-in-law, he had become an MD under my father-in-law, who was a brilliant physician. And I was working on research papers with him, both at Stanford and at the Air Force Academy. And I asked him for guidance. And I said, I'm thinking about, given all the work we've done in the medical area. Starting in Stanford, I'm thinking maybe becoming a doctor - become an MD. And he strongly recommended against that he said, ‘you'll just go backwards in your career, what you need to do is you build on everything you've done so far. And what you have is your fighter pilot experience, your experience as a statistician, and a mathematician, you want to build on that.' So, I had already started into a doctoral program at the University of Colorado School of Medicine, which was not far from the Air Force Academy. And so, I talked to my department Chairman there who offered me a position in the department running a large research grant, funded by the National Cancer Institute and so, I decided to exit the Airforce and join the medical school. While I was finishing up my doctoral degree. And as soon as my doctorate was finished, I became a professor of Radiology, preventive medicine and biometrics. I was a joint across multiple departments. And I was doing mathematical research on modeling, particularly the human cell on a supercomputer, (to) determine what caused cancer. And to do that required extensive mathematical research as well as the medical research. But at the end of the day, what we found was for any complex adaptive system, like a human cell, or a person or a team, they go through different states. And they're moved from one state to the next by some kind of intervention. And so, if you understand what causes those changes… turned out in the case of cancer, there were four different states that led to a tumor. And in every state, there were certain interventions, and if you knew what they were, you could prevent them and prevent cancer. Or you could even, to my surprise, take a cancer cell and make it go backward into a normal cell. So, this fundamental understanding is the theory behind Scrum. So, while I'm doing this all at the medical school, a large banking company came by and said, ‘you know, over the medical school, you guys have all the knowledge about the technologies; the new technology, we're using (for) banking, you're using for research.' And they said, ‘you guys have all the knowledge but we have all the money and they made me an offer to come join the bank'    Ula Ojiaku: [Laughs]You couldn't refuse Jeff Sutherland: Not just me, it was my family. So, I wind up as Vice President for Advanced Systems, which was effectively was the CTO for 150 banks that we were running across North America.   Each was, you know, a dozen, 50, 100 branches. And of course, we were mainly doing the software, installation and support to run the banking operation, which is largely computer stuff – (this) is what banks run off. And as we're building these systems with hundreds and hundreds of developers, one of the first things I noticed is that all the projects were late. And I look at what they're doing. And they're using this process where they spend, you know, six months defining requirements, and then they put all the requirements into a Gantt chart. And then they, they plan on taking six months to build something, but it's never done. Because as soon as they start testing that they find there's all kinds of things that are broken. So, virtually every single project of the bank is late. So, as a head of technology, one day I walked into the CEO's office and I said, ‘Ron,  have you noticed all your projects are late?' He said, ‘Yes'. He says, ‘Every morning at least five CIOs or CEOs of the banks, they call me up.' And he says, ‘they scream at me.' I said, ‘wow', I said, ‘You know, it's going to get worse, not better. Because these guys are using this, these Gantt Charts.' And I showed him one. And then being a mathematician, I mathematically proved that every project would be late at the bank. And he was stunned. And he said, ‘what should I do?' I said, ‘we need a completely different operating system in the bank.' This is back in 1983. ‘Let's take one business unit. Let's take the one that's losing the most money, okay, the worst business unit' Ula Ojiaku: They have nothing to lose then. Jeff Sutherland: And it was the automated teller division that was rolling out cash machines all over North America. It was a new technology and they had a ton of problems. So, I said, ‘let's take that unit and every one, sales, market, support, installation, we're going to split them down into small teams. And we're going to have Product Marketing come in on Monday with a backlog prioritized by business value. And at the end of the week, on Friday, we're going to deploy to 150 banks.' ‘And I'm going to train them how to land a project every week, just like I trained fighter pilots to land aircraft. I'm going to give them a burndown chart, we're going to throw away the Gantt Chart, I'm going to give them a burndown chart to show them how to land the project.' So, he said, ‘Well, that's gonna be a big headache.' I said, ‘look, the bank needs to be fixed.' He said, ‘Okay, you got it.' So, I took that unit. I told them, ‘I know it's gonna take several weeks,' today we call them sprints, ‘for you to be successful.' Because as new pilots, trained to land, these high-performance jets, they tend to come in high and then they have to come around and try to land again, they over and over, they practice until they can nail it. And it took them six weeks, six sprints to actually nail the end of the week (and) deploy (to) 150 banks. But within six months, it became… it went from the worst business unit in the bank to the most profitable business unit in the bank. And the senior management said, ‘you know, Jeff, here's another 20 million dollars to throw at whatever that thing you're doing  it's the most profitable thing in the bank, we're gonna put more money in that. So that was the first prototype of what we call today Scrum at Scale. Now, I've been CTO of 11, or CTO or CEO of 11 different companies. And for the next 10 years, I prototyped that model and advanced technology teams until in 1993, at a company called Easel Corporation, we found that because of the tooling we were building and selling to customers, we needed to build the tool with what today we call Agile Practice. Ula Ojiaku: Yes Jeff Sutherland: And we need to train the customer to use the tool by having teams do an agile practice. So, in order to train our customers properly in 1993, we actually had to formalize what I've been prototyping for 10 years. And we wrote it down and at the time we were reading this paper, we're going through 1000 papers in the journals I, you know, I had done many new technology. And, in every one of them, you have to read everything that's ever been done so that you can go beyond. You can use everything that's been done, but then you go beyond, okay? Ula Ojiaku: Yeah Jeff Sutherland:  So, it's a tremendous amount of research to launch new technology. And at about the 300th paper in our file, it was a paper out of the Harvard Business Review, which really surprised me, by two Japanese Business School professors, Professors Takeuchi and Nonaka. And in there, they described the best teams in the world. They were lean hardware teams that reminded them of a game of rugby, they said, ‘we're going to call what they're doing Scrum Project Management.' So, I said to the team, ‘we need a name for this thing that we're going to train our customers in, and let's call it Scrum.' And off we went. So, for the next two years, we were actually using Scrum within Easel deploying products. But it was not public, to the general industry. And Easel got acquired by a larger company. And at that time, I felt that this needed to be rolled out into the industry because we had benchmarked it with the best tooling in the world from the leading productivity company, and showed that it was… that (it) went 10 times faster. The quality was 10 times better, which is what you need for a new technology innovation. And so, I felt it was ready to go to the industry as a whole. So, I called up an old friend, Ken Schwaber. And he was a CEO of a traditional Project Management software company, a waterfall (methodology). He sold these methodologies with 303 ring binders, a software package that would make Gantt Charts. So, I said, ‘Ken, I want you to come up and see the Scrum, because it actually works and that stuff you're selling doesn't work – it makes projects late.' And he agreed to come in, he actually came up, he met with me. He stayed for two weeks inside the company, working, observing the Scrum team. And at the end of those two weeks, he said, ‘Jeff, you're right. This really works - it's pretty much the way I run my company.' He said, ‘if I ran my company with a Gantt Chart, we would have been bankrupt a long time ago.' So, I said, ‘well, why don't you sell something to work that works instead of inflicting more damage on the industry?' So, he said so we said ‘okay, how (do) we do it?' I said, ‘it needs to be open source, it needs to be free.' Ken felt we needed to take the engineering practices, many of which appear today in extreme programming… Ula Ojiaku: Yes Jeff Sutherland: …and let Kent Beck (creator of eXtreme Programming, XP) run with them because Kent had been sending me emails, ‘Jeff, send me every...', he had been following the development of Scrum, ‘…send me everything on Scrum, I'm building a new process. I want to use anything that you've done before and not try to reinvent anything.' So, he (Ken Schwaber) said, ‘let Kent take the engineering practices, we'll focus on the team process itself.' And we agreed to write the first paper on this to present at a big conference later that year. And writing that paper was quite interesting. Ken visited DuPont Chemical Corporation, the leading Chemical Process Engineers there that they had hired out of academia to stop chemical plants from blowing up. And when Ken met with them, they said, describe what we were doing in the software domain. They said, ‘you know, well, that process that traditional project management is a Predictive Process Control System. We have that in the chemical industry.' ‘But it's only useful if the variation in the process running is less than 4%.' They said, ‘do you have less than 4% change in requirements while you're building software?' Ken says, ‘no, of course not! It's over 50%!' And they started laughing at him. They said, ‘your project's going to be exploding all over the place.' ‘Because every chemical plant that has blown up has been somebody applying a predictive control system to a system that has high variability. You need to completely retrain industry to use Empirical Process Control, which will stop your projects from blowing up. And they said, here it is, here's the book, they had the standard reference book for Chemical Process Engineering. And in there, there's a chapter on Empirical Process Control, which is based on transparency, inspection, and adapting to what's happening in real time. Okay, so those are the three pillars of Scrum that are today at the base of the Scrum guide. Ula Ojiaku: Do you still remember the title of the book that the chemical engineers recommended to Mr. Schwaber by any chance? Jeff Sutherland: Yeah, so I have a, when I do training, I have a slide that has a picture of the book (Process Dynamics, Modelling and Control). It's written by Ogunnaike and Ray. But that is the root of the change that's gone on in the industry. And so then from 1995, forward, Ken and I started working together, I was still CTO of companies. And I would get him to come in as a consultant and work with me. And we'd implement and enhance the Scrum implementations in company after company after company. Until 2001, of course, Scrum was expanding but Extreme Programming in 2001, was actually the most widely deployed. They were only two widely-deployed agile processes at the time of Scrum and Extreme Programming. Extreme Programming was the biggest. And so, the Agile Manifesto meeting was convened. And it had 17 people there, but three of them were Scrum guys - that had started up Scrum, implemented it in companies, four of them were the founders of Extreme Programming. And the other 10 were experts who have written books on adaptive software development or, you know, lightweight processes, so, industry experts. And we, we talked for a day and everybody explained what they were doing and there was a lot of arguments and debate. And at the end of the day, we agreed because of this book, Agile Competitors, a book about 100 hardware companies - lean hardware companies, that have taken Lean to the next level, by involving the customer in the creation of the product. And we said, ‘we think that we all need to run under one umbrella. And we should call that Agile.' Ula Ojiaku: So, did you actually use the word umbrella in your (statement)? Oh, okay. Jeff Sutherland: Often, people use that right? Ula Ojiaku: Yes, yes Jeff Sutherland: Because at the time, we had Agile and Extreme Programming, and now everybody's trying to come up with their own flavor, right?  All under the same umbrella of ‘Agile'. And that caused the both Scrum and Extreme Programming started to expand even more, and then other kinds of processes also. But Scrum rapidly began to take dominant market share, Scrum today is about 80% of what people call Agile. The reason being, number one, it was a technology that was invented and created to be 10 times better. So, it was a traditional new technology developed based on massive amounts of research. So, it worked. But number two, it also scaled it worked very well for many teams. I mean, there are many companies today like Amazon that have thousands of Scrum teams. And Extreme Programming was really more towards one team. And (reason number) three, you could distribute it across the world. So, some of the highest performing teams are actually dozens of teams or hundreds across multiple continents. And because of those three characteristics, it's (Scrum has) dominated the market. So that brings us to in 2006, I was asked by a Venture Capital firm to help them implement Scrum in their companies, they felt that Scrum was a strategic advantage for investment. And not only that, they figured out that it should be implemented everywhere they implemented it within the venture group, everybody doing Scrum. And their goal was to double their return on investment compared to any other venture capital firm. They pretty much have done that by using Scrum, but then they said, ‘Jeff, you know, we're hiring you as a consultant into our companies. And you're a CTO of a healthcare company right now. And we don't want to build a healthcare company, we want to build a Scrum company.' ‘So, why don't you create Scrum Inc. right here in the venture group? We'll support it, we'll do the administrative support. We'll write you a check - whatever you want.' So, I said, ‘well, I'm not going to take any money because I don't need it. I understand how that works. If the venture capital firm owns your company, then (in the) long term, you're essentially their slave for several years. So, I'm not taking any money. But I will create the company within the venture group. If you provide the administrative support, I'll give you 10% of the revenue and you can do all the finances and all that kind of stuff. So, that's the way Scrum Inc. was started to enable an investment firm to launch or support or invest in many dozens of Scrum companies. Ula Ojiaku: That's awesome Jeff Sutherland: And today, we're on the sixth round of investment at OpenView Venture Partners, which was the company the six round is 525 million. There's a spin out from OpenView that I'm working with, that has around this year, 25 million. And over the years, just co-investing with the venture group I have my own investment fund of 50 million. So, we have $570 million, right this year 2021 that we're putting into Scrum companies. Agile companies, preferably Scrum. Ula Ojiaku: Now when you say Scrum companies is it that they facilitate the (Scrum) training and offer consulting services in Scrum or is it that those companies operate and you know, do what they do by adopting Scrum processes? Jeff Sutherland: Today, Scrum Inc sometimes help some of those companies, but in general, those companies are independently implementing Scrum in their organizations.   Ula Ojiaku: Right Jeff Sutherland: And okay, some of them may come to Scrum training, maybe not. But since Scrum is so widely deployed in the industry, Scrum Inc, is only one of 1000 companies doing Scrum training and that sort of stuff. So, they have a wide variety, wide area of where they can get training and also many of the startups, they already know Scrum before they started the company. They are already Agile. So, what we're interested in is to find the company that understands Agile and has the right team players, particularly at the executive level, to actually execute on it. Ula Ojiaku: No matter what the product or services (are)… Jeff Sutherland: Products or services, a lot of them are software tooling companies, but some of them are way beyond that, right? So, turns out that during COVID… COVID was a watershed. The companies that were not agile, they either went bankrupt, or they were crippled. That meant all the Agile companies that could really do this, started grabbing all the market share. And so, many of our companies, their stock price was headed for the moon during COVID. While the non-agile companies were flatlined, or are going out of business, and so the year of COVID was the best business year in the history of venture capital because of Agility. So, as a result, I'm spending half my time really working, investing in companies, and half of my time, working with Scrum (Inc.) and supporting them, helping them move forward. Ula Ojiaku: That's a very impressive resume and career story really Dr. Sutherland. I have a few questions: as you were speaking, you've called Scrum in this conversation, a process, a tooling, the technology. And you know, so for some hardcore Agilists, some people will say, you know, Agile is all about the mindset for you, what would you say that Scrum is it all of these things you've called it or would it be, you know, or it's something (else)...? Jeff Sutherland: So, certainly the (Agile) mindset is important. But from an investment point of view, if the organization can't deliver real value, quickly, agile is just a bunch of nonsense. And we have a huge amount of nonsense out there. In fact, the Standish group has been publishing for decades. 58% of Agile teams are late over budget with unhappy customers. So, when you get these hardcore Agilist, that are talking about mindset, you have to figure out ‘are they in the 42% that actually can do it or are they in the 58% that are crippled?' My major work with Scrum Inc. today is to try to get to fix the bad Scrum out there. That is the biggest problem in the Agile community. People picking up pieces of things, people picking up ideas, and then putting together and then it doesn't work. That is going to that's going to be really bad for agile in the future. If 58% of it continues not to work. So, what we found, I mean, it was really interesting. Several years ago, the senior executive (of) one of the biggest Japanese companies flew to Boston wanted meet with me. And he said to me, ‘the training is not working in Japan for Scrum.' He said, ‘I spent 10 years with Google, in Silicon Valley. So, I know what it looks like what actually works. And I can tell you, it's not working in Japan, because the training is… it's not the training of the Scrum that is high performing. And in fact, our company is 20% owned by Toyota, and we are going to be the trainers of Toyota. And we cannot deliver the training that's currently being given to Toyota, it will not work, it will not fly. And we want to create a company called Scrum Inc. Japan. And we're a multibillion-dollar company, we're ready to invest whatever it takes to make that happen.' To give them the kind of training that will produce the teams that Takeuchi and Nonaka were writing about in the first paper on Scrum. And as we work with them to figure out what needs to be in that training, we found that the Scrum Guide was only 25% of the training. Another 25% was basic Lean concepts and tooling, right? Because the original Scrum paper was all about Lean hardware companies. So Lean is fundamental to Scrum. If you don't understand it, you can't do it. And then third, there are certain patterns of performance that we've developed over the years, we spent 10 years writing a book on patterns - Scrum patterns. And there's about a dozen of those patterns that have to be implemented to get a high performing team. And finally, scaling to multiple teams. It turns out, right about this time I started working with the Japanese, I was at a conference with the Agile Leadership from Intel. And they told me that they'd introduced Scaling Frameworks into Intel division, some of which had more than 500 Scrum teams in the divisions and the Scaling Frameworks had slowed them down. And it made the senior executives furious and they threw them all out and they said, we did not want to hear the word Scrum at Intel anymore. But you guys need to go twice as fast as you're going now. So, they came to me, they said, ‘we're desperate. We have to go twice as fast. We can't even use the word “Scrum”. What should we do?' And they blamed me, they said, ‘Sutherland you're responsible you caused problem, you need to fix it.' So, I started writing down how to do what today we call Scrum at Scale. And everybody, you know, most of those people in the industry were implementing IT scaling frameworks. They were all upset. ‘Why are you writing down another framework?' Well, it's because those IT frameworks do not enable the organization to show Business Agility, and win in the market. And in the best companies in the world, they're being thrown out. So, I've had to write down how do you add, how do you go to hundreds and thousands of Scrum teams - and never slow down as you're adding more and more teams. You know, every team you add is as fast as the first team when you start. Yeah, that's what Scrum at Scale is all about. So, there's two primary things that I'm focused on today. One is to fix all this bad Scrum. Second is to fix the scaling problem. Because it turns out that if you look at the latest surveys from Forbes magazine, and the Scrum Alliance on successful Agile transformations - I learned recently, that almost every company in the world of any significance is going through an Agile transformation or continuing transformation they'd already started years ago. And 53% of them do not meet management expectations. And the MIT Sloan Business Review did an analysis of what happens if an agile transformation fails, and 67% of those companies go out of business. So, this is becoming really serious, right? To be successful today, if you're competing in any significant way, you have to be agile. And number two, if you try to be agile and fail, you have a 67% chance going out of business. And the failure rate is 53%. So, this is the problem that we're wrestling with. And half of that 53% failure is due to the bad Scrum we talked about, but the other half is due because of the leadership not being Agile. Ula Ojiaku: I was just going to say, as you said something about the leadership not being agile. In my experience, you know, as an agile coach in some organizations whilst the teams would embrace you know, Scrum and embrace Agility - the practices and the processes and everything. There's a limit to, you know, how much they can get done… Jeff Sutherland: Absolutely… Ula Ojiaku: …if the leadership are not on board. So… Jeff Sutherland: …you hit this glass ceiling. So, I've been, you know, giving presentations on Agile Transformations around the world. And I can remember multiple times I've had 300 people in the room, say, and I say okay, ‘How many of you are agile, in Agile transformations or continuing the ones you'd started?' Of course, everybody raises their hand. ‘How many of you have waterfall traditional management that expects you to deliver all the old Gantt Chart reports that we always got, and don't understand what you're doing?' There's 300 people in the room and 297 people raised their hand. I said, ‘you need to give your leadership the book by Professor Kotter called Accelerate.' Professor Kotter is one of the leading change experts of the world. Ula Ojiaku: And he also, yeah, He also wrote ‘Leading Change' as well - the book, yes. Jeff Sutherland: And in that book, he says, if the leadership of the Agile part of the organization is traditional in their mindset and requirements, the Agile Transformation will eventually fail 100% of the time. Ula Ojiaku: Those are sobering statistics in terms of, you know, the failure rate and how much of you know the success hinges on business agility and the leadership being agile as well and taking the time to know and care what it means. Yeah. Jeff Sutherland: And what's happening is that the Agile Leadership today, if you look at some of the companies that have been most successful during COVID, one of them is John Deere Corporation, the biggest farm equipment manufacturer in the world, probably the oldest. Their stock price went up more than Amazon during COVID. And the board of directors gave their Agile Leadership, the Agile Coaches, Scrum Masters, the highest award in the Corporation for producing that result. So that's another reason I'm trying to communicate to Agile people. The success and survival of your company depends on you. You think your management's going to save you but no, if they are old-style people, they are going to run that company out of business. And you need to either save it before it goes out of business or run to another company before bad things happen. Ula Ojiaku: It's impressive that, you know, John Deere being a farm equipment manufacturer… I think they were ahead of the curve you know, (compared to some of their contemporaries in that industry as well) and embraced agile ways of working. Do you know how their Agile Leadership were able to quantify their contributions to the company? Jeff Sutherland: John Deere started to get Agile more than 10 years ago. So, they've been at it a long time. But in recent years, they really started to build… build internally… Agile leadership, you know, based on my work and they started applying that across the company. I mean, the major focus has not been software actually – it's been in other parts of the company. What has to happen to run a company that's building tractors? Well, there's all kinds of things that have to happen, you know - purchasing, there's legal, there's acquiring all the pieces, it's putting them together at the assembly line, you know, software is a piece of it. You know, that's probably the easiest piece to fix with Agile, it's the rest of the company that's the challenge. They have started doing that really well which is reflected in their stock price. Ula Ojiaku: Amazing. So, you said something about you know, you're out to fix a couple of things, the problem with bad Scrum out there. And, you know, the problem with scaling agile. Jeff Sutherland: Right Ula Ojiaku: So, with respect to the first one, the point about bad Scrum, what in your experience would be the root cause of bad Scrum implementations in organizations? Jeff Sutherland: There're about 11 things, that if you fix them, the team will go twice as fast. And it's multiplicative. So, you know, we have extensive data on, you know, really big companies. What's the difference between the fastest team and the slowest teams? The fastest teams are 2000 times faster than the slowest teams. So why is that? Well, first, the team has to be small. The optimal team size is four or five people. If you have a 10-person team, that's going to take at least 50% longer to get anything done. If you go out, look at the team size, you'll see companies have even not only ten-people teams, they have 15 people in a team, 25 people in a team, okay? Those teams are never gonna meet Agile performance. Second, the backlog needs to be really ready in a sense of small, it's clearly understood, it's properly prioritized. So, you need somebody managing that backlog that can get it right, because we have extensive data for multiple case studies showing the team's production doubles immediately. As soon as you get that backlog right. So you go into many companies, you'll see, there's still arguing about what's the top priority, right? Or everything's top priority. That's just gonna create a massive mess. Third, teams are constantly interrupted. You know, the only teams I know that aren't interrupted are people… these teams and defense contractors working on top secret stuff. And they work in a locked room, the door, it says ‘no managers can enter' and they don't get interrupted. But for the rest of us, there's always somebody coming in wanting something else done. And there's a way to manage that using a pattern we call the interrupt buffer. And if you don't have that pattern implemented properly, you're gonna go half as fast. If you're lucky, you might go half as fast. Ula Ojiaku: And what do you say the Scrum Master has a part to play in making sure the interrupt buffer is there and it's enforced? Jeff Sutherland: The scrum master needs to set this all up. Fifth, in high performing teams, we see this pattern called swarming, where multiple people are working on a story together. That increases the process efficiency, which doubles the performance of the team. So, if people are specialists working independently, that team is going to be really slow. So I'm up to number five, there are six more things, but you probably want to go through them. It's very clear, what makes agile teams suck, we know exactly why. And it needs to be fixed. So, I appeal to anyone listening to this help fix bad agile, it's hurting us all. Ula Ojiaku: Thank you for sharing that. Would this be in any of any of your books or in any of your articles that you've written? Jeff Sutherland: Yeah, it's everywhere and (in) everything I've written, but the best summary, it's the red book Scrum … Scrum, The Art of Doing Twice the Work and Half the Time And we've had people pick, pick this up. A CEO in Kenya came to New York to one of my courses, he said, ‘Jeff, I just read your book. And I'm CEO with three new energy startups in Kenya. And my teams implemented that, and they're going… they're doing three times the work and a third of the time. So, your book is too conservative.' He says to me, this guy, he only read the book, he had no training. So, this book is enough to really get off on the right foot. And if you're having problems, it's enough to fix things. In fact, recently before COVID when we could get everybody together, we had an Apple employee in the class and she said, Jeff, do you know why Apple always meet its states? I said, no, you know, Apple is really secretive. They don't tell anybody anything. She says ‘it's because they do Scrum by the book.' So, I said, ‘What book?' She says, ‘The Red Book - Scrum, The Art of Doing Twice the Work and Half the Time - they do it exactly by the book.' So, again, my message to the Agilists out there: Apple is winning. They are the most valuable company in the world. And it's because they do Scrum exactly by that book. So, you probably should read it. Ula Ojiaku: Definitely. So going by the book, would you say there's any wriggle room for adapting to one's context, or is it about you know, going, ‘check- we've done page 123…' Jeff Sutherland: Well, the whole thing about adapting is fundamental to Scrum. So, one of the things I'm constantly doing in my talks, training, is I'm going back to before Scrum and reading a paper from the leading researchers on complex adaptive systems, in which they mathematically proved, you model things on the computer, that systems evolve more quickly, if they have more degrees of freedom, up until you hit a boundary where the system goes into a chaotic state. So, from the very beginning in Scrum, maximizing the freedom and the decision capability of the team has been fundamental. And we talked about this as self-organization. Now, unfortunately, that term has been so misused, misunderstood that we had to take self-organization out of the Scrum guide. And what we inserted was self-managing. And we put next to it goals, okay, the theme is self-managing to achieve a goal. And to make that happen, they need a commitment to do that. And so, this is one of the fundamental things for Agile teams that work that they have that self-managing commitment to achieve a goal. And the teams that are not working, they're fuzzy about that, right. So, we want the maximum degree of adaptation, the thing that they don't want to change is the basic structure that's in the red book, if they change that, it has the control mechanisms to allow the maximum degree of self-organization - not to go off the rails. Ula Ojiaku: Right. Jeff Sutherland: So, we see a lot of Agilists, ‘oh, you know, let's just tweak the framework this way or that way.' And then the self-organization takes a team off the rails, and then they fall into that 58% that can't deliver, they're late, they're over budget, the customers aren't happy. And so, this is the really one of the hardest things to communicate to people. There're certain things that you absolutely have to be disciplined about. You have to be more disciplined to get a great Agile team than in all ways of working. And that discipline is what allows the maximum degree of self-organization and self-determination, right? So, understanding those two things together, you know, it makes it makes people's brain explode, right? It's hard. Ula Ojiaku: But it works. Jeff Sutherland: But it works right.  Ula Ojiaku: You've already mentioned a lot of books in the course of this interview session, and these would be in the show notes. So, would there be anything any final word of advice you'd have for the leaders that would be listening to this podcast in terms of their transformation journey? Jeff Sutherland: So, one of the things we did to Scrum at Scale is that the difference between that and most of the other scaling frameworks is that it's all about the leadership. So, we need an operating leadership team, that is a Scrum team that needs a Scrum Master, a Product Owner, backlog. And its objective is to improve the Agile implementation of the organization. On the prioritization side, we need a leadership team that, led by a Chief Product Owner, that is prioritizing backlog across the organization. So, you know, I've had the Chief Product Owner of Hewlett Packard in my course, he had a $200 billion portfolio. He learned from that class. Says this class is pretty good.' He said, ‘In just one slide I figured out how to get $20 billion more a year with no additional resources'. Just by understanding how to work the framework right? At the $200 billion level. Ula Ojiaku: And you're talking about the Scrum at Scale course, right? Jeff Sutherland: No, this was a product owner course. Product Owner course. He came to it. We're now doing a Scrum at Scale… we're actually doing a Chief Product Owner course. So, a Product Owners at Scale course which it has been really well received by the leading Agile Practitioners. (They) really like that because they need to work more in the large than in the small often. Ula Ojiaku: Definitely. That means this available on the Scrum Inc site? Jeff Sutherland: Yes. Ula Ojiaku: Okay. Jeff Sutherland: So, one of the things I would recommend I would really recommend is the Scrum Field Book. It's a bunch of case studies for organizations, large and small, that have tried to take the whole organization to Scrum. Well, thank you so much, Dr. Sutherland - it's been a great pleasure having you and hopefully we could have a you know, follow up conversation sometime. Jeff Sutherland: Yes. Thanks for inviting me and glad to do it again. Ula Ojiaku: That's all we have for now. Thanks for listening. If you liked this show, do subscribe at www.agileinnovationleaders.com. Also share with friends and leave a review. This would help others find the show. I'd also love to hear from you, so please drop me an email at ula@agileinnovationleaders.com. Till next time, take care and God bless!    

Summary KeywordsBody, health, stress, day, impact, people, leader, sleep, stress response, eating, carbs, diet, function, drinking, brain, coffee, exercise, affect.IntroductionWelcome to episode 171 of the Enterprise Excellence Podcast. It is a pleasure to have Georgie Lane on the show with us today. Georgie's purpose is to help leaders regain their energy, and confidence and lead to better outcomes. Georgie is a specialist in all things health and wellbeing for leaders. Georgie holds degrees in management and health science. We are together today to discuss the importance of leadership health in leading excellence.  Let's get into the episode Georgie thanks for joining us.  We are proudly sponsored by S A Partners, a world-leading business transformation consultancy.FREE Download: Georgie's Two-Week Health Challenge!Links: https://www.enterpriseexcellenceacademy.com/downloads#healthEpisode Links:YoutubeFull episode: https://youtu.be/1JV-9WeM0d4Two-Minute Tip: https://youtu.be/NfxaahMab6oEnterprise Excellence Academyweb: Contacts Brad: Connect via LinkedIn or call him at 0402 448 445 or email bjeavons@iqi.com.au. Visit Georgie Lane on her website: https://www.pranahealth.com.auWhat's next?1.     Download the new resources https://www.enterpriseexcellenceacademy.com/downloads2.     Join our next community meeting.  https://www.enterpriseexcellenceacademy.com/community.Listen to another podcast, #70, How to Create an Agile Organisation using Scrum @ Scale, with Jeff Sutherland, Part 1. https://www.enterpriseexcellenceacademy.com/podcast/episode/4db26ab9/70-how-to-create-an-agile-organisation-using-scrum-scale-with-jeff-sutherland-part-1 To learn more about what we do, visit www.enterpriseexcellenceacademy.com.Thanks for your time, and thanks for helping to create a better future.

Summary KeywordsOrganisation, work, Lawry, people, leaders, guess, teams, behaviour, understanding, leadership, aligned, influence, talk, create, culture, measure, values, drives, excellence, drivers.IntroductionWelcome to episode 169 of the Enterprise Excellence Podcast. It is a pleasure to have Mr Lawry Scandar on the show with us today. This is one of the best shows I've ever recorded on how to lead excellence and achieve great results. Lawry is drawing from his career at Incitec and working with many other organisations. We speak about how to gain knowledge to lead out and take your organisation to a new level. We will explore leadership values, how to create self-led autonomous teams, shift your culture, and truly take your organisation to another level.We are proudly sponsored by S A Partners, a world-leading business transformation consultancy.FREE DownloadsLinks: https://www.enterpriseexcellenceacademy.com/downloadsEpisode Links:YoutubeFull episode: Two-Minute Tip: Enterprise Excellence Academyweb: Contacts Brad: Connect via LinkedIn or call him at 0402 448 445 or email bjeavons@iqi.com.au. Visit Lawry at his website: https://lawryscandar.com/What's next?1.     Download the new resources https://www.enterpriseexcellenceacademy.com/downloads2.     Join our next community meeting.  https://www.enterpriseexcellenceacademy.com/community.3.     Listen to another podcast, #70, How to Create an Agile Organisation using Scrum @ Scale, with Jeff Sutherland, Part 1. https://www.enterpriseexcellenceacademy.com/podcast/episode/4db26ab9/70-how-to-create-an-agile-organisation-using-scrum-scale-with-jeff-sutherland-part-1To learn more about what we do, visit www.enterpriseexcellenceacademy.com.Thanks for your time, and thanks for helping to create a better future.

Summary Keywordsagile, lean, tip, customer, modular, dev-ops, amazon, agile mindset, product, scrum, framework, TPS, architecture, world, teams, extreme programming, Gemba, modularity, tech companies.IntroductionWelcome to episode 168 of the Enterprise Excellence Podcast. It is such a pleasure to have Catherine Chabiron and Fabrice Bernhard on the show with us today. Catherine is a board member of the French Lean Institute. Catherine is the former Director of IS Governance at Faurecia, a major French industrial group. Catherine is passionate about helping organisations overcome barriers to establishing hands-on, customer-centric, value-driven prioritisation and employee engagement. Today, We are discussing their new book Learning to Scale at Theodo Group.  We are proudly sponsored by S A Partners, a world-leading business transformation consultancy. Episode Links:YoutubeFull episode: https://youtu.be/aTPy77RYO4gTwo-Minute Tip: Enterprise Excellence Academyweb:  Contacts Brad: Connect via LinkedIn or call him at 0402 448 445 or email bjeavons@iqi.com.au. Catherine linkedin.com/in/catherine-chabiron-43ba6b16 and Fabrice linkedin.com/in/fabricebernhard  are available on LinkedIn.What's next?1.     Download the new resources https://www.enterpriseexcellenceacademy.com/downloads2.     Join our next community meeting.  https://www.enterpriseexcellenceacademy.com/community.3.     Listen to another podcast, #70, How to Create an Agile Organisation using Scrum @ Scale, with Jeff Sutherland, Part 1. https://www.enterpriseexcellenceacademy.com/podcast/episode/4db26ab9/70-how-to-create-an-agile-organisation-using-scrum-scale-with-jeff-sutherland-part-14.     Look up Catherine's new book, Learning to Scale at theODO Group: https://www.amazon.com/Learning-Scale-Theodo-Group-resilient/dp/2958357023 To learn more about what we do, visit www.enterpriseexcellenceacademy.com.Thanks for your time, and thanks for helping to create a better future.

#172: だいくしーさん（@daiksy）をゲストにお迎えしての特別編、第3回！ 書籍「スクラムの拡張による組織づくり」 著者のだいくしーさんに、Scrum@Scale って実際どんな感じなんですか？ 具体的にはどうなんですか？ といったあれこれを直接質問しまくりました！ スクラムの拡張による組織づくり ──複数のスクラムチームをScrum@Scaleで運用する X (Twitter) ハッシュタグ #agileradio にご意見ご参考をお聞かせください。

#171: 今回もゲストにだいくしーさん（@daiksy）をお迎えしての特別編です。 8月に出版された Scrum@Scale の書籍「スクラムの拡張による組織づくり」について、著者のだいくしーさんに本の内容紹介、出版までの経緯など色々お話をお伺いしました！ スクラムの拡張による組織づくり ──複数のスクラムチームをScrum@Scaleで運用する X (Twitter) ハッシュタグ #agileradio にご意見ご参考をお聞かせください。

This episode originally aired in July 2021.    -------------------------------------------   As many organizations are talking today about becoming “agile” it is important to know what it really means. Dr. Jeff Sutherland (https://www.linkedin.com/in/jeffsutherland/) is the ideal person to discuss this. He is the chairman and founder of Scrum Inc., a signatory of the Agile manifesto, coauthor of the Scrum Guide and the creator Scrum@Scale. He is also the coauthor of the best selling book Scrum: The Art of Doing Twice the Work in Half the Time. Today we talk about the misconceptions of Agile, the origins of the Scrum framework, and how his military experience and his work doing scientific computer modeling influenced him. For more resources, sign up for the newsletter at https://www.hardcoresoftskillspodcast.com/  Connect with me via https://www.linkedin.com/in/yadiraycaro/  

#162: 今回はますだーの LeSS Huge についての質問をきっかけに、Scrum@Scale などの大規模アジャイルについてあれこれ話しました。 最近は大規模フレームワークについての事例を見かけることも増えてきている感じがしますが、難しいよねえ〜という声もよく聞くように思います。 Twitter ハッシュタグ #agileradio にご意見ご参考をお聞かせください。

Win a place on training or in our community every May! https://www.enterpriseexcellenceacademy.com/giveawayWhy do some companies soar after the COVID disruption, and many more go bankrupt? That is what we want to chat about today!Summary KeywordsOrganisation, product owner, scrum, companies, agile, Toyota, programme  s curve, people, enterprise, world, scale, big, create, stock price, real, started, prioritisation, cycle production.SA Partners Disclaimer: This post contains affiliate links. If you make a purchase, I may receive a commission at no extra cost to you.To learn more about what we do, visit www.enterpriseexcellenceacademy.com.Thanks for your time, and thanks for helping to create a better future.

You learn quickly what works and what doesn't as an Agile Transformation Coach and Scrum Trainer. Lucien is a passionate change management agent, longtime coach, teacher, mentor, respectful disruptor, lifelong learner, and my friend. He is passionate about helping people and organizations discover better working methods for large and small clients across industries, including industrial manufacturing, medical devices, energy, finance, and more. His recent work includes teaming with the largest global manufacturer of agricultural equipment, John Deere. Using Scrum and Scrum@Scale, their stock price grew faster than Amazon during COVID-19. Case study link: https://www.scruminc.com/agile-unleashed-scale-john-deere-case-study/   Connect with Lucien via LinkedIn at https://www.linkedin.com/in/lucien-zoll-b05a4a126/   Connect with Felipe via Social media and Free Lean and Scrum Training Resources at https://thefelipe.bio.link RSM Podia Course Link: https://store.theebfcshow.com/rsm Subscribe on YouTube to never miss new videos here: https://rb.gy/q5vaht   --- Today's episode is sponsored by Bosch RefinemySite. It's a cloud-based construction platform. Bosch uses Lean principles to enable your entire team, from owners to trade contractors – to plan, communicate, document, and execute in real-time. It's the digital tool that supports the Last Planner System® process and puts it all together in one simple, collaborative ecosystem. Bosch RefinemySite empowers your team, builds trust, creates a culture of responsibility, and enhances communication. Learn more and Try for free at https://www.bosch-refinemysite.us/tryforfree   Today's episode is sponsored by the Lean Construction Institute (LCI). This non-profit organization operates as a catalyst to transform the industry through Lean project delivery using an operating system centered on a common language, fundamental principles, and basic practices. Learn more at https://www.leanconstruction.org   

Join us for our fourth episode featuring CAVU's CEO Chris Sims as we discuss our latest course release, Scrum@Scale Launchpad.

Eine kurze knackige Folge. Nein! #boring

KeywordsIntroWelcome to episode 86 of the Enterprise Excellence Podcast. Today we have Prof William Halal on the show with us. William is Professor Emeritus of Management, Technology and Innovation at George Washington University. He has worked with many of our largest organisations globally in the fields of technology and consciousness. Prof Halal has just released his new book “Beyond Knowledge”, How technology is driving an age of consciousness. We are proudly sponsored by SA Partners, a world-leading business transformation consultancy.LinksBrad is proud to support many Australian businesses. You can find him on LinkedIn here. If you'd like to speak to him about how he can help your business, call him on 0402 448 445 or email bjeavons@iqi.com.au.  Our website is www.bradjeavons.com.William is available on LinkedIn: https://www.linkedin.com/in/william-halal/The website mentioned by Bill: https://www.billhalal.com/blog/beyond-knowledge-how-technology-is-driving-an-age-of-consciousness/What's next?Join our competition to win a free training course - either Scrum Master, Product Owner or Scrum @ Scale, running in June-July 2022. Connect with Brad and mention the offer - via email at bjeavons@iqi.com.au.  or on our website "contact us page", www.enterpriseexcellenceacademy.com, or LinkedIn.Join our membership page to access a five s review template that can play a part in helping sustain your five s journey.Join our community, beginning in April 2022.  www.enterpriseexcellenceacademy.com4.     Develop your revolutionary thought! Challenge is to integrate, to work across systems - the world into an integrated global caring system. The world is one single system. Global consciousness is needed - a different vision for where the world is heading that will be sustainable. Change the way that people think. You can go to Bill's website billhalal.com to get hold of articles he has written gain more information on his book and connect to his community through the newsletter. This is truly an episode that will help organisations, society and our planet in the future. Please share this episode with others, like and subscribe to share through our connected global network and help others gain insights on how to create a better future.  SA Partners

KeywordsAssessment, behaviours, KPI, organisation, people, book, system, team, KPIs, customer, assessing, thinking, journey, excellence, behavioural indicators, purpose, tool, key, world.IntroWelcome to episode 85 of the Enterprise Excellence Podcast. I am so pleased to welcome back Mr Chris Butterworth, one of our world's leaders in creating a sustainable continuous improvement culture. Today we continue on our chat last episode about his new book, with co-authors Peter Hines and Morgan Jones, called Why Bother. Why and how to assess your continuous improvement culture. Today we really delve into the part that leadership play in the assessment system and culture. We also chat about KBI's and KPI's and get into some juicy examples. Two Minute Tip12:50minBrad -For leaders or business improvement people, anyone listening to this podcast? What would be a two-minute tip you'd give them on where to start and how to keep moving forward in this regard?Chris - I think, start with purpose. Start with why we want to do this. And then define customers. And then define ideal behaviours. Now you might say, well start with who is the customer? And then define the purpose. But that's a kind of conversation, you've got to talk about both almost together, but be clear on both I think is key. And then what are the behaviours that will deliver that purpose to the customer? And then think about what does the system need to look like to support those behaviours. We've got the system. What key behavioural indicators are we going to use to help us ensure we've got the ideal behaviours in place which will deliver the KPIs. So that's the key link. We're not just measuring key behavioural indicators, because they're a nice thing to do. Ultimately, we're measuring them because if we get those behaviours, we will get great outcomes. We will get great results. So KBIs are enablers for achieving the KPIs.Brad - Yeah too true. I know we covered it in our previous episode together, but would you mind just giving our listeners an example of a KBI that may lead to a KPI goal?LinksBrad is proud to support many Australian businesses. You can find him on LinkedIn here. If you'd like to speak to him about how he can help your business, call him on 0402 448 445 or email bjeavons@iqi.com.au.  Our website is www.bradjeavons.com.Chris Butterworth is available on LinkedIn:  https://www.linkedin.com/in/chris-butterworth/ What's next?Join our competition to win a free training course - either Scrum Master, Product Owner or Scrum @ Scale, running in March 2022. Connect with Brad and mention the offer - via email at bjeavons@iqi.com.au.  or our website "contact us page", www.enterpriseexcellenceacademy.com, or LinkedIn.Join our membership page to access a five s review template which can play a part in helping sustain your five s journey.Join our community, beginning in April 2022.  www.enterpriseexcellenceacademy.com 

KeywordsAssessment, behaviours, KPI, organisation, people, book, system, team, KPIs, customer, assessing, thinking, journey, excellence, behavioural indicators, purpose, tool, key, world.IntroWelcome to episode 84 of the Enterprise Excellence Podcast. I am so pleased to welcome back Mr Chris Butterworth, one of our world's leaders in creating a sustainable continuous improvement culture. Today we talk about Chris's new book in partnership with Peter Hines and Morgan Jones called Why Bother, Why and how to assess your continuous improvement culture. Quotes09:36min So when we want to make that change, what do we sit down to say, Okay, well, what are the ideal behaviours that we want as a consequence? In fact, even before that, do we say, what's the purpose we're trying to achieve here with this change? And what's the purpose of this system? When we're clear on the purpose of the improvement or the system, we can then say, well, what are the ideal behaviours that we are looking for that will deliver that purpose? And when we clear our knowledge, then we can make sure we design the system that supports them. Now, will we get it right all the time? Probably not 100% right. Again, that's why we need to assess ourselves. Okay, well, we thought that that would drive X behaviour. It hasn't. Why not? Or it's not quite what we were looking for. Why not? What do we need to adjust in the system to get the behaviours closer to ideal? That's what we're assessing.LinksBrad is proud to support many Australian businesses. You can find him on LinkedIn here. If you'd like to speak to him about how he can help your business, call him on 0402 448 445 or email bjeavons@iqi.com.au.  Our website is www.bradjeavons.com.Chris Butterworth is available on LinkedIn:  https://www.linkedin.com/in/chris-butterworth/What's next?Join our competition to win a free training course - either Scrum Master, Product Owner or Scrum @ Scale, running in March 2022. Connect with Brad and mention the offer - via email at bjeavons@iqi.com.au.  or our website "contact us page", www.enterpriseexcellenceacademy.com, or LinkedIn.Join our membership page to access a five s review template which can play a part in helping sustain your five s journey.Join our community, beginning in April 2022.  www.enterpriseexcellenceacademy.com 

KeywordsToyota, people, fires, dojo, actions, system, frontline, create, company, organisation, support, board, director, employees, journey, identify, gamba, achieve.IntroWelcome to Episode 83 of the Enterprise Excellence Podcast. It is such a pleasure to have Mr Milan Gajic on the show today. Milan worked at Toyota for over 20 years. He is a global Toyota Production Systems assessor and achieved the gold standard within his Toyota plant. Today, we will discuss one of Milan's critical systems and focus areas throughout his career at Toyota: 4 S plus one.  Let's get into the episode. We are proudly sponsored by SA Partners, a world-leading business transformation consultancy.Two Minute Tip 34:37min I always call that 5S training. And so that's crucial that employees at all levels of an organisation must receive adequate training in 5S for the system to be effective, including upper management, supervisory, maintenance staff, employees on the floor. In 5S, everyone is responsible for doing their part to maintain the system and be secure in the workplace where people understand the thinking behind 5S, not just the steps and tasks they must perform. So, 5S training should explain the pillars of 5S in the application in the workplace and how does the 5S fit in the company goals. And again, it's very important for each role, and each person will play a role in maintaining an effective 5S work. Really simple work. Everyone gets involved, from the director to the shop floor people.LinksBrad is proud to support many Australian businesses. You can find him on LinkedIn here. If you'd like to speak to him about how he can help your business, call him on 0402 448 445 or email bjeavons@iqi.com.au.  Our website is www.bradjeavons.com.Milan is available on LinkedIn: https://www.linkedin.com/in/milan-gajic-1a9911157/.What's next?Join our competition to win a free training course - either Scrum Master, Product Owner or Scrum @ Scale, running in March 2022. Connect with Brad and mention the offer - via email at bjeavons@iqi.com.au.  or our website "contact us page", www.enterpriseexcellenceacademy.com, or LinkedIn.Join our membership page to access a five s review template which can play a part in helping sustain your five s journey.Join our community, beginning in April 2022.  www.enterpriseexcellenceacademy.comKey Takeaways1. Onboarding and developing team member skills and capabilities.2. Everyone's role in sustaining and improving 5S. I will delve into these in further on our Blog: https://www.enterpriseexcellenceacademy.com/blogSA Partners

SUMMARY KEYWORDSpeople, lean, organization, accreditation, accredited, big, create, thinking, LCS, bit, apply, yellow belt, approach, fitness, customer, black belt, lcsw, learning, pandemic, point.IntroWelcome to Episode 82 of the Enterprise Excellence Podcast. It is such a pleasure to have Mr Simon Elias on the show with us today. Simon's mission is to understand how Lean thinking and associated schools of thought can be applied by people in organisations to improve individual and collective performance and achievement of purpose. Simon is the director of the Lean Competency Services LCS, an organisation that operates Cardiff University's lean competency system. Today, we'll explore how to develop people in Lean and associated methodologies to achieve individual and collective improvement and achievement of purpose.  We are proudly sponsored by S A Partners, a world-leading business transformation consultancy.Two Minute TipI think, based on what I said, focusing on the people dimension is a critical, critical thing.  You've got to find ways of encouraging, incentivising people, you know, to want to do this, tapping into this intrinsic motivation.  And there are lots of things available to do that, I think.  I think getting people to understand process thinking scientific thinking that's the basis that everything is based on: process and thinking.  You know, as Deming said, If you don't see what you do as a process, you don't know what you're doing, you know, and that's the big barrier.  A lot of people don't think process is for them.  It's for the people in the call centre on the factory floor.  But for the management, you've got to adopt processes of thinking.  And you know, it's about scientific thinking, becoming a learning organisation as well, you know, one that facilitates the learning of its members and then continually transforms itself. For me, this is the basis of which it all starts and sustains.  Yes, you've got to have the right capabilities and the skills and customer focus and value.  But it's that people dimension, process thinking, scientific thinking, and becoming that learning organisation.  For me, concentrate on that first, because that will be the basis on which everything will be successful, I think.LinksBrad is proud to support many Australian businesses. You can find him on LinkedIn here. If you'd like to speak to him about how he can help your business, call him on 0402 448 445 or email bjeavons@iqi.com.au. Our website is www.bradjeavons.com.Simon Elias is available on Linkedin: https://www.linkedin.com/in/simonelias/What next?Join our competition to win a free training course - either Scrum Master, Product Owner or Scrum @ Scale, running in March 2022. Connect with Brad and mention the offer - via email at bjeavons@iqi.com.au.  or our website "contact us page", www.enterpriseexcellenceacademy.com, or LinkedIn.Join our membership page to access the big picture map.Join our community, beginning in April 2022.  www.enterpriseexcellenceacademy.com 

KeywordsScrum, people, lean, class, business, kaizen, Sutherland, learning, trainers, world, product owner, teach, agile, organisation, coaches, team, training, read, Buddhism.IntroductionWelcome to Episode 76 of the enterprise excellence podcast. It is such a pleasure to have Mr Avi Schneier on the show with us today. Avi is a leader in all things Agile and Scrum. Avi joined us last week in Episode 75, where he spoke about the link between agile and lean and told many great stories about making Scrum work. If you haven't already, I encourage you to listen to Episode 75 to get the background for this chat. Today we chat about value stream mapping and organisational structure around creating your suite of offerings for customers. Two Minute Tip16:13minThat's a good question. I'll give them two. Tip one. Get professional help, man. When people say to me, oh, you know, we don't need coaches and stuff or consultants. Listen, go take a look at any sports team. Brad, what's your favourite sports team?BradThe Queensland rugby league team.AviGreat. Okay. Is there a coach on the team? BradYeah, yep. Multiple, multiple.AviMultiple? How many coaches do they have?BradThere have 4-5 key coaches on different techniques, but they also bring back ex-players as coaches. They call them FOGS, former origin greats. AviSo there's great. Let's just pretend there are five coaches. Okay, how many players are on the team?Brad16. 18 in total with subs. AviSo you have 18 people and five coaches. That's a coach for every three people. It's crazy. Yeah. But that's the real deal of professional sports. So these are people who are paid. They call themselves professionals. They are paid exorbitant amounts of money to play a child's game for a certain portion of the year. And yet they have five coaches on that team. Think about that for a second. Now you want to take a multi-billion dollar business with 10s of 1000s of employees, and you want to read a 13-page guide and watch a 20-minute video on YouTube. And you think you know how to do this. Get the hell outta here. Do yourselves a favour get professional help. And that's tip number one. LinksBrad is proud to support many Australian businesses. You can find him on LinkedIn here. If you'd like to speak to him about how he can help your business, call him on 0402 448 445 or email bjeavons@iqi.com.au. Our website is www.bradjeavons.com.Avi Schneier is available on Linkedin: linkedin.com/in/avi-schneier.What next?Join our competition to win a free training course - either Scrum Master, Product Owner or Scrum @ Scale, running in March 2022. Simply connect with Brad and mention the offer - via email at bjeavons@iqi.com.au. or our website "contact us page", www.enterpriseexcellenceacademy.com, or LinkedIn.Join our membership page to access free planning resources.Join our community, beginning in April 2022. www.enterpriseexcellenceacademy.comSA Partners

Keywords Scrum, people, lean, class, business, kaizen, Sutherland, learning, trainers, world, product owner, teach, agile, organisation, coaches, team, training, read, Buddhism.Introduction Welcome to episode 75 of the Enterprise Excellence Podcast. It is such a please to have Mr Avi Schneier on the show with us today. Avi is a leader in all things Agile and Scrum. Avi has had an extensive career as an educator, stockbroker and consultant. Avi is a principal consultant and board member for Scrum Inc. Avi's purpose is to help organisations thrive in a world where change is the only constant. We are proudly sponsored by S A Partners, a world-leading business transformation consultancy.Quotes 04:57 min And here I am sitting in a class, and every single thing that's being said, I'm like, Why? Why aren't I doing that? Why isn't everybody doing that? What's wrong with everybody? Like I could? I couldn't, I couldn't figure it out. 07:48min When you're going to give somebody Backlog. It's what, why, KPI and done by. Where done by is not a person. It's not who. It's when. You're telling you telling the team; this is what I'd like. This is why I think it's important. Here's how I'm going to measure it. And by the way, this is when I expect it to be done to be finished. Or this is what to expect to look at it with you to inspect and adapt and improve for the next time. Right? If you give people those four constraints, you're gold.16:18min So I created the trainers' program with Dr Sutherland because I was like, listen, we want people to preach the gospel, you know, for lack of a lack of a non-religious term, but we want them to do it well.       LinksBrad is proud to support many Australian businesses. You can find him on LinkedIn here. If you'd like to speak to him about how he can help your business, call him on 0402 448 445 or email bjeavons@iqi.com.au. Our website is www.bradjeavons.com.Avi Schneier is available on Linkedin: linkedin.com/in/avi-schneier.What next? Join our competition to win a free training course - either Scrum Master, Product Owner or Scrum @ Scale, running in March 2022. Simply connect with Brad and mention the offer - via email at bjeavons@iqi.com.au. or our website "contact us page", www.enterpriseexcellenceacademy.com, or LinkedIn.Join our membership page to access free planning resources.Join our community, beginning in April 2022. www.enterpriseexcellenceacademy.comSA Partners

Det er episode 50!! Det vil sige 49 episode, hvor vi ikke rigtig har talt om elefanten i rummet, nemlig SAFe. Vi har anmeldt adskillige frameworks, og folk har gentagende gange spurgt, hvorfor vi ikke også sætter tænderne i SAFe. Og det er der en grund til. Typisk så er man nemlig enten SAFe-tilhænger eller -modstander, og så kan det ende i en ordentlig omgang gensidig prygl, aka SAFe-bashing. Men nu synes vi, at det er tiden at bekende kulør. Så hvilken kæp slår vi med? Basher vi SAFe? Eller er vi velbegrundede i vores holdninger? Det må du bedømme. Let the games begin.Links:•Agile Can Scale (Jeff Sutherland): http://jeffsutherland.com/papers/scrum/Sutherland2001AgileCanScaleCutter.pdf•State of Agile report (CollabNet): https://www.collab.net/•Spotify (Henrik Kniberg): https://blog.crisp.se/wp-content/uploads/2012/11/SpotifyScaling.pdf•Disciplined Agile Delivery / DAD: https://www.pmi.org/disciplined-agile/process/introduction-to-dad•Nexus: https://www.scrum.org/resources/nexus-guide•LeSS: https://less.works/•Scrum@Scale: https://www.scrumatscale.com/scrum-at-scale-guide/•Scaled Agile / SAFe: https://www.scaledagileframework.com/•A User Story Primer (Dean Leffingwell): https://bit.ly/3IOSYb8•Scaling Software Agility: Best Practices for Large Enterprises (Dean Leffingwell): https://amzn.to/3Hm9G1o•Haus of Gaga: https://da.wikipedia.org/wiki/Haus_of_GagaDine værter:•Find Katrine Hald Kjeldsen på LinkedIn: https://www.linkedin.com/in/katrinekjeldsen/•Følg Katrine på Twitter @katrinekjeldsen •Find Ole Rich Henningsen på LinkedIn: https://www.linkedin.com/in/olerichhenningsen/•Følg Ole på Twitter: @olehenningsen•Skriv til os på hej@toagilityandbeyond.dk. Feedback, kommentarer og forslag modtages med kyshånd•Se mere her: www.toagilityandbeyond.dk

Summary KeywordsScrum, people, companies, product owner, faster, agile, scale, organisation, big, building, tesla, toyota, product, decision, s curve, create, real, electricity, Australia.We are proudly sponsored by S A Partners, a world-leading business transformation consultancy.Two-minute TipWell, you know, the big things at Scrum at Scale that make all the difference is we have an Enterprise Action Team, which is the management that is running a Scrum team. It's meeting every 15 minutes every day. Its job is to fix anything that's broken in the organisation, the same day or within a couple of days. That makes all the difference. We start the discussion around that. That's where you see things breaking down. And then, on the prioritisation side, we have this Meta Scrum. You say, people, what is this Meta Scrum? Well, the Meta Scrum is just the management, the product owners getting together and agreeing on implementing the product backlog that they can jointly agree on—and doing an app for the enterprise as a whole. And so the tip I would give is to get those pieces of Scrum at scale running. Key Takeaways1. Analyse what value are you or are you not creatingJeff mentioned that 30% of what most companies are creating delivers no value and could be stopped today. Within the organisations, I visit most people are flat out with not enough time in the day. This is a fast way to bring back focus on time. Jeff's story of what Steve Jobs did focusing the company on the right products and removing others when he came back to Apple as CEO was a great one.2. Increase decision speed.When Jeff mentioned that decision speed is a significant contributor to organisation success, I gained insight. When you are a small start-up organisation, decision speed is extremely fast. As you grow, many aspects of bureaucracy, poor systems and culture creep in that slows decision making speed. Scrum@Scale is a way to retain decision making speed and value focus as you scale.Thanks again for your time and knowledge Jeff, thanks for helping us create a better future.Links Brad is proud to support many Australian businesses. You can find him on LinkedIn here. If you'd like to speak to him about how he can help your business, call him on 0402 448 445 or email bjeavons@iqi.com.au. Our website is www.bradjeavons.com.Jeff can be found on LinkedIn here. Thanks again for your time and knowledge, Jeff. Thanks for helping us create a better future.What next?Listen to our amazing interview with Jeff on his background in #6 The Amazing story of Jeff Sutherland, Agile and Scrum. Or watch #6 with Jeff on Youtube.1.     Join our new community, starting in April, 2022. You can start at anytime! Go to https://www.enterpriseexcellencepodcast.comSA Partners

Summary KeywordsScrum, people, companies, product owner, faster, agile, scale, organisation, big, building, Tesla, Toyota, product, decision, 's curve', create, real, electricity, Australia.IntroductionWelcome to episode 70 of the Enterprise Excellence Podcast. It is such a pleasure to have Dr Jeff Sutherland back on the show with us today. Jeff and Ken Schwaber are the founders of Scrum or Agile, as many call it. Jeff is the author of the best selling book Scrum – the art of doing twice the work in half the time and A scrum book, the spirit of the game. Jeff is back on the show with us today to talk about Scaling Scrum and creating an Agile organisation using Scrum@Scale. Jeff has had a fantastic career which you can learn about on Episode 6 of the Podcast. Let's get into the episode. Jeff, thank you so much for joining us again today.We are proudly sponsored by S A Partners, a world-leading business transformation consultancy.EXCITING NEWS!Remember, we are now bringing to the Asia Pacific region the opportunity for you to get trained and certified by Jeff's Agile Education Program and connect to the associated community. Together, we will help our own and others organisations truly transform and create a continuous improvement and innovation culture. We will do this by working directly with our world's experts and supporting each other. We have the training and a community in English and Mandarin. Anyone registering for a course gets six months of free entry to the community and resource library. You also get access to our time optimisation program to help you break out of the whirlwind, gain back time and focus on what is most important. These additional value offerings more than cover the cost of a course. We have also optimised the community approach to minimise time impact on members. The community runs for two hours each month via Zoom. The first hour is training and Q&A on a key topic with one of our world's experts. The second hour enables us to collaborate and help each other on our excellence journey. Help each other sustain focus, overcome challenges and move forward. You will also be able to progress forward and become an Agile Education Program trainer in the future and help others more broadly create a better future. The Enterprise Excellence Academy and Podcast is a social enterprise; profits go to charities that help socially, economically or environmentally create a better future for our world. There are limited numbers with each training cohort. If you are interested, please connect or register quickly on our website http://www.enterpriseexcellenceacademy.comI look forward to meeting many of you and growing together to create a better future.Quotes02:25min An Agile team is only a piece of that picture, a very small piece. Having agile teams in IT does not make you a winner. The whole organisation has to be agile in today's environment.LinksBrad is proud to support many Australian businesses. You can find him on LinkedIn here. If you'd like to speak to him about how he can help your business, call him on 0402 448 445 or email bjeavons@iqi.com.au. Our website is www.bradjeavons.com.Jeff can be found on LinkedIn here. Thanks again for your time and knowledge, Jeff. Thanks for helping us create a better future.What next?Join our  community and register for online Scrum/Agile training courses with us.

Taler du egentlig agilsk? Og taler i den samme agile dialekt i jeres organisation – ellers misforstår i måske hinanden og hvad det er i gerne vil have ud af jeres agile forandring? Lyt med i dette afsnit hvor vi sammen med Daniel Frøkiær udforsker ”The Agile Fluency Model” der kan hjælpe os med at have nogle helt centrale dialoger om hvad vi ønsker at få ud af vores agile transformation og samtidig styre uden om de mange spørgsmål om hvordan Scrum, Scrum @ Scale eller Spotify skal fungere i jeres organisation. Check: https://www.agilefluency.org/

Bio Dr. Jeff Sutherland is the inventor and co-creator of Scrum, the most widely used Agile framework across the globe.  Originally used for software development, Jeff has also pioneered the application of the framework to multiple industries and disciplines. Today, Scrum is applied to solve complex projects in start-ups and Fortune 100 companies. Scrum companies consistently respond to market demand, to get results and drive performance at speeds they never thought possible. Jeff is committed to developing the Agile leadership practices that allow Scrum to scale across an enterprise.   Dr. Sutherland is the chairman and founder of Scrum Inc. He is a signatory of the Agile manifesto and coauthor of the Scrum Guide and the creator Scrum@Scale. Jeff continues to teach, create new curriculum in the Agile Education Program and share best practices with organizations around the globe. He is the founder of Scrum Inc. and coauthor of, Scrum: The Art of Doing Twice the Work in Half the Time, that has sold over 100,000 copies worldwide.    Social Media:                 LinkedIn: linkedin.com/in/jeffsutherland                 Twitter: @jeffsutherland Website: Scrum Inc https://scruminc.com               Books/ Articles: The Scrum Guide by Jeff Sutherland and Ken Schwaber http://www.scrumguides.org/index.html Scrum: The Art of Doing Twice the Work in Half the Time by Jeff Sutherland The Scrum Fieldbook by JJ Sutherland Agile Competitors and Virtual Organisations by Steven Goldman, Roger Nagel and Kenneth Preiss https://www.amazon.co.uk/Agile-Competitors-Virtual-Organizations-Engineering/dp/0471286508 Accelerate: Building Strategic Agility for a Faster Moving World by John P. Kotter Leading Change by John P. Kotter Process Dynamics, Modeling and Control by Babatunde A. Ogunnaike and Harmon W. Ray A Scrum Book: The Spirit of the Game by Jeff Sutherland, James Coplien, Mark den Hollander, et al    Interview Transcript Introduction Ula Ojiaku: Hello everyone, my guest today is Dr Jeff Sutherland. He is the inventor and co-creator of Scrum, the most widely used Agile Framework across the globe. Originally used for Software Development, Jeff has also pioneered the application of the framework to multiple industries and disciplines. Today, Scrum is applied to deliver complex projects in startups and Fortune 100 companies. Dr Jeff Sutherland is the Chairman and Founder of Scrum Inc. He is a signatory of the Agile Manifesto and co-author of the Scrum Guide and the creator of Scrum at Scale. Jeff continues to teach, create new curriculum in the Agile education programme and share best practices with organisations around the globe. He has authored and co-authored a number of books which include Scrum: The Art of Doing Twice the Work in Half the Time – which has sold over 100,000 copies worldwide.   In this episode, Dr Sutherland shares the backstory of how he and Ken Schwaber developed the Scrum framework. I was pleasantly surprised and proud to learn that one of the inspirations behind the current Scrum framework we now have was the work of Prof Babatunde Ogunnike, given my Nigerian heritage. Dr Sutherland also talked about the importance of Agile Leadership and his current focus on helping organisations fix bad Scrum implementations.   I'm sure you'll uncover some useful nuggets in this episode. Without further ado, ladies and gentlemen, my conversation with Dr Sutherland.    Ula Ojiaku: Thank you, Dr. Sutherland, for joining us on the Agile Innovation Leaders podcast. It's a great pleasure to have you here. Jeff Sutherland: Glad to be here. Looking forward to it. Ula Ojiaku: Fantastic. So could you tell us about yourself? Jeff Sutherland: Well, I grew up in a small town in Massachusetts. And I always felt that I would go to West Point of the United States Military Academy, even at a very young age. And I finally made it there. I spent four years there. And I went on to a program where a certain number of cadets could join the Air Force. And I told the Air Force, if they made me a fighter pilot, I would move into the Air Force, which I did. I spent 11 years as a fighter pilot in the Air Force. And most of the operational aspects of Scrum actually come from that training. My last tour in the Air Force was actually at the US Air Force Academy, I was a professor of mathematics. And I had gone to Stanford University in preparation for that position. And I had worked closely with the, at the time he was Head of the Department of Psychiatry, became the Dean of Stanford who had studied under my father-in-law, he had become an MD under my father-in-law, who was a brilliant physician. And I was working on research papers with him, both at Stanford and at the Air Force Academy. And I asked him for guidance. And I said, I'm thinking about, given all the work we've done in the medical area. Starting in Stanford, I'm thinking maybe becoming a doctor - become an MD. And he strongly recommended against that he said, ‘you'll just go backwards in your career, what you need to do is you build on everything you've done so far. And what you have is your fighter pilot experience, your experience as a statistician, and a mathematician, you want to build on that.' So, I had already started into a doctoral program at the University of Colorado School of Medicine, which was not far from the Air Force Academy. And so, I talked to my department Chairman there who offered me a position in the department running a large research grant, funded by the National Cancer Institute and so, I decided to exit the Airforce and join the medical school. While I was finishing up my doctoral degree. And as soon as my doctorate was finished, I became a professor of Radiology, preventive medicine and biometrics. I was a joint across multiple departments. And I was doing mathematical research on modeling, particularly the human cell on a supercomputer, (to) determine what caused cancer. And to do that required extensive mathematical research as well as the medical research. But at the end of the day, what we found was for any complex adaptive system, like a human cell, or a person or a team, they go through different states. And they're moved from one state to the next by some kind of intervention. And so, if you understand what causes those changes… turned out in the case of cancer, there were four different states that led to a tumor. And in every state, there were certain interventions, and if you knew what they were, you could prevent them and prevent cancer. Or you could even, to my surprise, take a cancer cell and make it go backward into a normal cell. So, this fundamental understanding is the theory behind Scrum. So, while I'm doing this all at the medical school, a large banking company came by and said, ‘you know, over the medical school, you guys have all the knowledge about the technologies; the new technology, we're using (for) banking, you're using for research.' And they said, ‘you guys have all the knowledge but we have all the money and they made me an offer to come join the bank' [Laughs].   Ula Ojiaku: [Laughs]You couldn't refuse Jeff Sutherland: Not just me, it was my family. So, I wind up as Vice President for Advanced Systems, which was effectively was the CTO for 150 banks that we were running across North America.   Each was, you know, a dozen, 50, 100 branches. And of course, we were mainly doing the software, installation and support to run the banking operation, which is largely computer stuff – (this) is what banks run off. And as we're building these systems with hundreds and hundreds of developers, one of the first things I noticed is that all the projects were late. And I look at what they're doing. And they're using this process where they spend, you know, six months defining requirements, and then they put all the requirements into a Gantt chart. And then they, they plan on taking six months to build something, but it's never done. Because as soon as they start testing that they find there's all kinds of things that are broken. So, virtually every single project of the bank is late. So, as a head of technology, one day I walked into the CEO's office and I said, ‘Ron,  have you noticed all your projects are late?' He said, ‘Yes'. He says, ‘Every morning at least five CIOs or CEOs of the banks, they call me up.' And he says, ‘they scream at me.' I said, ‘wow', I said, ‘You know, it's going to get worse, not better. Because these guys are using this, these Gantt Charts.' And I showed him one. And then being a mathematician, I mathematically proved that every project would be late at the bank. And he was stunned. And he said, ‘what should I do?' I said, ‘we need a completely different operating system in the bank.' This is back in 1983. ‘Let's take one business unit. Let's take the one that's losing the most money, okay, the worst business unit' Ula Ojiaku: They have nothing to lose then. Jeff Sutherland: And it was the automated teller division that was rolling out cash machines all over North America. It was a new technology and they had a ton of problems. So, I said, ‘let's take that unit and every one, sales, market, support, installation, we're going to split them down into small teams. And we're going to have Product Marketing come in on Monday with a backlog prioritized by business value. And at the end of the week, on Friday, we're going to deploy to 150 banks.' ‘And I'm going to train them how to land a project every week, just like I trained fighter pilots to land aircraft. I'm going to give them a burndown chart, we're going to throw away the Gantt Chart, I'm going to give them a burndown chart to show them how to land the project.' So, he said, ‘Well, that's gonna be a big headache.' I said, ‘look, the bank needs to be fixed.' He said, ‘Okay, you got it.' So, I took that unit. I told them, ‘I know it's gonna take several weeks,' today we call them sprints, ‘for you to be successful.' Because as new pilots, trained to land, these high-performance jets, they tend to come in high and then they have to come around and try to land again, they over and over, they practice until they can nail it. And it took them six weeks, six sprints to actually nail the end of the week (and) deploy (to) 150 banks. But within six months, it became… it went from the worst business unit in the bank to the most profitable business unit in the bank. And the senior management said, ‘you know, Jeff, here's another 20 million dollars to throw at whatever that thing you're doing [chuckles] it's the most profitable thing in the bank, we're gonna put more money in that [Laughs]. So that was the first prototype of what we call today Scrum at Scale. Now, I've been CTO of 11, or CTO or CEO of 11 different companies. And for the next 10 years, I prototyped that model and advanced technology teams until in 1993, at a company called Easel Corporation, we found that because of the tooling we were building and selling to customers, we needed to build the tool with what today we call Agile Practice. Ula Ojiaku: Yes Jeff Sutherland: And we need to train the customer to use the tool by having teams do an agile practice. So, in order to train our customers properly in 1993, we actually had to formalize what I've been prototyping for 10 years. And we wrote it down and at the time we were reading this paper, we're going through 1000 papers in the journals I, you know, I had done many new technology. And, in every one of them, you have to read everything that's ever been done so that you can go beyond. You can use everything that's been done, but then you go beyond, okay? Ula Ojiaku: Yeah Jeff Sutherland:  So, it's a tremendous amount of research to launch new technology. And at about the 300th paper in our file, it was a paper out of the Harvard Business Review, which really surprised me, by two Japanese Business School professors, Professors Takeuchi and Nonaka. And in there, they described the best teams in the world. They were lean hardware teams that reminded them of a game of rugby, they said, ‘we're going to call what they're doing Scrum Project Management.' So, I said to the team, ‘we need a name for this thing that we're going to train our customers in, and let's call it Scrum.' And off we went. So, for the next two years, we were actually using Scrum within Easel deploying products. But it was not public, to the general industry. And Easel got acquired by a larger company. And at that time, I felt that this needed to be rolled out into the industry because we had benchmarked it with the best tooling in the world from the leading productivity company, and showed that it was… that (it) went 10 times faster [chuckles]. The quality was 10 times better, which is what you need for a new technology innovation. And so, I felt it was ready to go to the industry as a whole. So, I called up an old friend, Ken Schwaber. And he was a CEO of a traditional Project Management software company, a waterfall (methodology). He sold these methodologies with 303 ring binders, a software package that would make Gantt Charts [chuckles]. So, I said, ‘Ken, I want you to come up and see the Scrum, because it actually works and that stuff you're selling doesn't work – it makes projects late.' And he agreed to come in, he actually came up, he met with me. He stayed for two weeks inside the company, working, observing the Scrum team. And at the end of those two weeks, he said, ‘Jeff, you're right. This really works - it's pretty much the way I run my company.' He said, ‘if I ran my company with a Gantt Chart, we would have been bankrupt a long time ago.' So, I said, ‘well, why don't you sell something to work that works instead of inflicting more damage on the industry?' So, he said so we said ‘okay, how (do) we do it?' I said, ‘it needs to be open source, it needs to be free.' Ken felt we needed to take the engineering practices, many of which appear today in extreme programming… Ula Ojiaku: Yes Jeff Sutherland: …and let Kent Beck (creator of eXtreme Programming, XP) run with them because Kent had been sending me emails, ‘Jeff, send me every...', he had been following the development of Scrum, ‘…send me everything on Scrum, I'm building a new process. I want to use anything that you've done before and not try to reinvent anything.' So, he (Ken Schwaber) said, ‘let Kent take the engineering practices, we'll focus on the team process itself.' And we agreed to write the first paper on this to present at a big conference later that year. And writing that paper was quite interesting. Ken visited DuPont Chemical Corporation, the leading Chemical Process Engineers there that they had hired out of academia to stop chemical plants from blowing up. And when Ken met with them, they said, describe what we were doing in the software domain. They said, ‘you know, well, that process that traditional project management is a Predictive Process Control System. We have that in the chemical industry.' ‘But it's only useful if the variation in the process running is less than 4%.' They said, ‘do you have less than 4% change in requirements while you're building software?' Ken says, ‘no, of course not! It's over 50%!' And they started laughing at him. They said, ‘your project's going to be exploding all over the place.' ‘Because every chemical plant that has blown up has been somebody applying a predictive control system to a system that has high variability. You need to completely retrain industry to use Empirical Process Control, which will stop your projects from blowing up. And they said, here it is, here's the book, they had the standard reference book for Chemical Process Engineering. And in there, there's a chapter on Empirical Process Control, which is based on transparency, inspection, and adapting to what's happening in real time. Okay, so those are the three pillars of Scrum that are today at the base of the Scrum guide. Ula Ojiaku: Do you still remember the title of the book that the chemical engineers recommended to Mr. Schwaber by any chance? Jeff Sutherland: Yeah, so I have a, when I do training, I have a slide that has a picture of the book (Process Dynamics, Modelling and Control). It's written by Ogunnaike and Ray. But that is the root of the change that's gone on in the industry. And so then from 1995, forward, Ken and I started working together, I was still CTO of companies. And I would get him to come in as a consultant and work with me. And we'd implement and enhance the Scrum implementations in company after company after company. Until 2001, of course, Scrum was expanding but Extreme Programming in 2001, was actually the most widely deployed. They were only two widely-deployed agile processes at the time of Scrum and Extreme Programming. Extreme Programming was the biggest. And so, the Agile Manifesto meeting was convened. And it had 17 people there, but three of them were Scrum guys - that had started up Scrum, implemented it in companies, four of them were the founders of Extreme Programming. And the other 10 were experts who have written books on adaptive software development or, you know, lightweight processes, so, industry experts. And we, we talked for a day and everybody explained what they were doing and there was a lot of arguments and debate. And at the end of the day, we agreed because of this book, Agile Competitors, a book about 100 hardware companies - lean hardware companies, that have taken Lean to the next level, by involving the customer in the creation of the product. And we said, ‘we think that we all need to run under one umbrella. And we should call that Agile.' Ula Ojiaku: So, did you actually use the word umbrella in your (statement)? Oh, okay. Jeff Sutherland: Often, people use that right? Ula Ojiaku: Yes, yes Jeff Sutherland: Because at the time, we had Agile and Extreme Programming, and now everybody's trying to come up with their own flavor, right?  All under the same umbrella of ‘Agile'. And that caused the both Scrum and Extreme Programming started to expand even more, and then other kinds of processes also. But Scrum rapidly began to take dominant market share, Scrum today is about 80% of what people call Agile. The reason being, number one, it was a technology that was invented and created to be 10 times better. So, it was a traditional new technology developed based on massive amounts of research. So, it worked. But number two, it also scaled it worked very well for many teams. I mean, there are many companies today like Amazon that have thousands of Scrum teams. And Extreme Programming was really more towards one team. And (reason number) three, you could distribute it across the world. So, some of the highest performing teams are actually dozens of teams or hundreds across multiple continents. And because of those three characteristics, it's (Scrum has) dominated the market. So that brings us to in 2006, I was asked by a Venture Capital firm to help them implement Scrum in their companies, they felt that Scrum was a strategic advantage for investment. And not only that, they figured out that it should be implemented everywhere they implemented it within the venture group, everybody doing Scrum. And their goal was to double their return on investment compared to any other venture capital firm. They pretty much have done that by using Scrum, but then they said, ‘Jeff, you know, we're hiring you as a consultant into our companies. And you're a CTO of a healthcare company right now. And we don't want to build a healthcare company, we want to build a Scrum company.' ‘So, why don't you create Scrum Inc. right here in the venture group? We'll support it, we'll do the administrative support. We'll write you a check - whatever you want.' So, I said, ‘well, I'm not going to take any money because I don't need it [chuckles]. I understand how that works. If the venture capital firm owns your company, then (in the) long term, you're essentially their slave for several years. So, I'm not taking any money. But I will create the company within the venture group. If you provide the administrative support, I'll give you 10% of the revenue and you can do all the finances and all that kind of stuff. So, that's the way Scrum Inc. was started to enable an investment firm to launch or support or invest in many dozens of Scrum companies. Ula Ojiaku: That's awesome Jeff Sutherland: And today, we're on the sixth round of investment at OpenView Venture Partners, which was the company the six round is 525 million. There's a spin out from OpenView that I'm working with, that has around this year, 25 million. And over the years, just co-investing with the venture group I have my own investment fund of 50 million. So, we have $570 million, right this year 2021 that we're putting into Scrum companies. Agile companies, preferably Scrum. Ula Ojiaku: Now when you say Scrum companies is it that they facilitate the (Scrum) training and offer consulting services in Scrum or is it that those companies operate and you know, do what they do by adopting Scrum processes? Jeff Sutherland: Today, Scrum Inc sometimes help some of those companies, but in general, those companies are independently implementing Scrum in their organizations.   Ula Ojiaku: Right Jeff Sutherland: And okay, some of them may come to Scrum training, maybe not. But since Scrum is so widely deployed in the industry, Scrum Inc, is only one of 1000 companies doing Scrum training and that sort of stuff. So, they have a wide variety, wide area of where they can get training and also many of the startups, they already know Scrum before they started the company. They are already Agile. So, what we're interested in is to find the company that understands Agile and has the right team players, particularly at the executive level, to actually execute on it. Ula Ojiaku: No matter what the product or services (are)… Jeff Sutherland: Products or services, a lot of them are software tooling companies, but some of them are way beyond that, right? So, turns out that during COVID… COVID was a watershed. The companies that were not agile, they either went bankrupt, or they were crippled. That meant all the Agile companies that could really do this, started grabbing all the market share. And so, many of our companies, their stock price was headed for the moon during COVID [laughs]. While the non-agile companies were flatlined, or are going out of business, and so the year of COVID was the best business year in the history of venture capital because of Agility. So, as a result, I'm spending half my time really working, investing in companies, and half of my time, working with Scrum (Inc.) and supporting them, helping them move forward. Ula Ojiaku: That's a very impressive resume and career story really Dr. Sutherland. I have a few questions: as you were speaking, you've called Scrum in this conversation, a process, a tooling, the technology. And you know, so for some hardcore Agilists, some people will say, you know, Agile is all about the mindset for you, what would you say that Scrum is it all of these things you've called it or would it be, you know, or it's something (else)...? Jeff Sutherland: So, certainly the (Agile) mindset is important. But from an investment point of view, if the organization can't deliver real value, quickly, agile is just a bunch of nonsense. And we have a huge amount of nonsense out there. In fact, the Standish group has been publishing for decades. 58% of Agile teams are late over budget with unhappy customers. So, when you get these hardcore Agilist, that are talking about mindset, you have to figure out ‘are they in the 42% that actually can do it or are they in the 58% that are crippled?' My major work with Scrum Inc. today is to try to get to fix the bad Scrum out there. That is the biggest problem in the Agile community. People picking up pieces of things, people picking up ideas, and then putting together and then it doesn't work (laugh). That is going to that's going to be really bad for agile in the future. If 58% of it continues not to work. So, what we found, I mean, it was really interesting. Several years ago, the senior executive (of) one of the biggest Japanese companies flew to Boston wanted meet with me. And he said to me, ‘the training is not working in Japan for Scrum.' He said, ‘I spent 10 years with Google, in Silicon Valley. So, I know what it looks like what actually works. And I can tell you, it's not working in Japan, because the training is… it's not the training of the Scrum that is high performing. And in fact, our company is 20% owned by Toyota, and we are going to be the trainers of Toyota. And we cannot deliver the training that's currently being given to Toyota, it will not work, it will not fly. And we want to create a company called Scrum Inc. Japan. And we're a multibillion-dollar company, we're ready to invest whatever it takes to make that happen.' To give them the kind of training that will produce the teams that Takeuchi and Nonaka were writing about in the first paper on Scrum. And as we work with them to figure out what needs to be in that training, we found that the Scrum Guide was only 25% of the training. Another 25% was basic Lean concepts and tooling, right? Because the original Scrum paper was all about Lean hardware companies. So Lean is fundamental to Scrum. If you don't understand it, you can't do it. And then third, there are certain patterns of performance that we've developed over the years, we spent 10 years writing a book on patterns - Scrum patterns. And there's about a dozen of those patterns that have to be implemented to get a high performing team. And finally, scaling to multiple teams. It turns out, right about this time I started working with the Japanese, I was at a conference with the Agile Leadership from Intel. And they told me that they'd introduced Scaling Frameworks into Intel division, some of which had more than 500 Scrum teams in the divisions and the Scaling Frameworks had slowed them down. And it made the senior executives furious and they threw them all out and they said, we did not want to hear the word Scrum at Intel anymore. But you guys need to go twice as fast as you're going now. So, they came to me, they said, ‘we're desperate. We have to go twice as fast. We can't even use the word “Scrum”. What should we do?' And they blamed me, they said, ‘Sutherland you're responsible [Laugh] you caused problem, you need to fix it.' So, I started writing down how to do what today we call Scrum at Scale. And everybody, you know, most of those people in the industry were implementing IT scaling frameworks. They were all upset. ‘Why are you writing down another framework?' Well, it's because those IT frameworks do not enable the organization to show Business Agility, and win in the market. And in the best companies in the world, they're being thrown out. So, I've had to write down how do you add, how do you go to hundreds and thousands of Scrum teams - and never slow down as you're adding more and more teams. You know, every team you add is as fast as the first team when you start. Yeah, that's what Scrum at Scale is all about. So, there's two primary things that I'm focused on today. One is to fix all this bad Scrum. Second is to fix the scaling problem. Because it turns out that if you look at the latest surveys from Forbes magazine, and the Scrum Alliance on successful Agile transformations - I learned recently, that almost every company in the world of any significance is going through an Agile transformation or continuing transformation they'd already started years ago. And 53% of them do not meet management expectations. And the MIT Sloan Business Review did an analysis of what happens if an agile transformation fails, and 67% of those companies go out of business. So, this is becoming really serious, right? To be successful today, if you're competing in any significant way, you have to be agile. And number two, if you try to be agile and fail, you have a 67% chance going out of business. And the failure rate is 53%. So, this is the problem that we're wrestling with. And half of that 53% failure is due to the bad Scrum we talked about, but the other half is due because of the leadership not being Agile. Ula Ojiaku: I was just going to say, as you said something about the leadership not being agile. In my experience, you know, as an agile coach in some organizations whilst the teams would embrace you know, Scrum and embrace Agility - the practices and the processes and everything. There's a limit to, you know, how much they can get done… Jeff Sutherland: Absolutely… Ula Ojiaku: …if the leadership are not on board. So… Jeff Sutherland: …you hit this glass ceiling. So, I've been, you know, giving presentations on Agile Transformations around the world. And I can remember multiple times I've had 300 people in the room, say, and I say okay, ‘How many of you are agile, in Agile transformations or continuing the ones you'd started?' Of course, everybody raises their hand. ‘How many of you have waterfall traditional management that expects you to deliver all the old (laugh) Gantt Chart reports that we always got, and don't understand what you're doing?' There's 300 people in the room and 297 people raised their hand. I said, ‘you need to give your leadership the book by Professor Kotter called Accelerate.' Professor Kotter is one of the leading change experts of the world. Ula Ojiaku: And he also, yeah, He also wrote ‘Leading Change' as well - the book, yes. Jeff Sutherland: And in that book, he says, if the leadership of the Agile part of the organization is traditional in their mindset and requirements, the Agile Transformation will eventually fail 100% of the time. Ula Ojiaku: Those are sobering statistics in terms of, you know, the failure rate and how much of you know the success hinges on business agility and the leadership being agile as well and taking the time to know and care what it means. Yeah. Jeff Sutherland: And what's happening is that the Agile Leadership today, if you look at some of the companies that have been most successful during COVID, one of them is John Deere Corporation, the biggest farm equipment manufacturer in the world, probably the oldest. Their stock price went up more than Amazon during COVID. And the board of directors gave their Agile Leadership, the Agile Coaches, Scrum Masters, the highest award in the Corporation for producing that result. So that's another reason I'm trying to communicate to Agile people. The success and survival of your company depends on you. You think your management's going to save you but no, if they are old-style people, they are going to run that company out of business. And you need to either save it before it goes out of business or run to another company before bad things happen. Ula Ojiaku: It's impressive that, you know, John Deere being a farm equipment manufacturer… I think they were ahead of the curve you know, (compared to some of their contemporaries in that industry as well) and embraced agile ways of working. Do you know how their Agile Leadership were able to quantify their contributions to the company? Jeff Sutherland: John Deere started to get Agile more than 10 years ago. So, they've been at it a long time. But in recent years, they really started to build… build internally… Agile leadership, you know, based on my work and they started applying that across the company. I mean, the major focus has not been software actually – it's been in other parts of the company. What has to happen to run a company that's building tractors? [chuckles]. Well, there's all kinds of things that have to happen, you know - purchasing, there's legal [Laugh], there's acquiring all the pieces, it's putting them together at the assembly line, you know, software is a piece of it. You know, that's probably the easiest piece to fix with Agile, it's the rest of the company that's the challenge. They have started doing that really well which is reflected in their stock price. Ula Ojiaku: Amazing. So, you said something about you know, you're out to fix a couple of things, the problem with bad Scrum out there. And, you know, the problem with scaling agile. Jeff Sutherland: Right Ula Ojiaku: So, with respect to the first one, the point about bad Scrum, what in your experience would be the root cause of bad Scrum implementations in organizations? Jeff Sutherland: There're about 11 things, that if you fix them, the team will go twice as fast. And it's multiplicative. So, you know, we have extensive data on, you know, really big companies. What's the difference between the fastest team and the slowest teams? The fastest teams are 2000 times faster than the slowest teams. So why is that? Well, first, the team has to be small. The optimal team size is four or five people. If you have a 10-person team, that's going to take at least 50% longer to get anything done. If you go out, look at the team size, you'll see companies have even not only ten-people teams, they have 15 people in a team, 25 people in a team, okay? Those teams are never gonna meet Agile performance. Second, the backlog needs to be really ready in a sense of small, it's clearly understood, it's properly prioritized. So, you need somebody managing that backlog that can get it right, because we have extensive data for multiple case studies showing the team's production doubles immediately. As soon as you get that backlog right. So you go into many companies, you'll see, there's still arguing about what's the top priority, right? Or everything's top priority. That's just gonna create a massive mess. Third, teams are constantly interrupted. You know, the only teams I know that aren't interrupted are people… these teams and defense contractors working on top secret stuff. And they work in a locked room, [Laughs] the door, it says ‘no managers can enter', [Laugh] and they don't get interrupted. But for the rest of us, there's always somebody coming in wanting something else done. And there's a way to manage that using a pattern we call the interrupt buffer. And if you don't have that pattern implemented properly, you're gonna go half as fast. If you're lucky, you might go half as fast. Ula Ojiaku: And what do you say the Scrum Master has a part to play in making sure the interrupt buffer is there and it's enforced? Jeff Sutherland: The scrum master needs to set this all up. Fifth, in high performing teams, we see this pattern called swarming, where multiple people are working on a story together. That increases the process efficiency, which doubles the performance of the team. So, if people are specialists working independently, that team is going to be really slow. So I'm up to number five, there are six more things, but you probably want to go through them. It's very clear, what makes agile teams suck, we know exactly why. And it needs to be fixed. So, I appeal to anyone listening to this help [Laugh] fix bad agile, it's hurting us all. Ula Ojiaku: Thank you for sharing that. Would this be in any of any of your books or in any of your articles that you've written? Jeff Sutherland: Yeah, it's everywhere and (in) everything I've written, but the best summary, it's the red book Scrum … Scrum, The Art of Doing Twice the Work and Half the Time And we've had people pick, pick this up. A CEO in Kenya came to New York to one of my courses, he said, ‘Jeff, I just read your book. And I'm CEO with three new energy startups in Kenya. And my teams implemented that, and they're going… they're doing three times the work and a third of the time. So, your book is too conservative.' He says to me, this guy, he only read the book, he had no training. So, this book is enough to really get off on the right foot. And if you're having problems, it's enough to fix things. In fact, recently before COVID when we could get everybody together, we had an Apple employee in the class and she said, Jeff, do you know why Apple always meet its states? I said, no, you know, Apple is really secretive. They don't tell anybody anything. She says ‘it's because they do Scrum by the book.' So, I said, ‘What book?' She says, ‘The Red Book - Scrum, The Art of Doing Twice the Work and Half the Time - they do it exactly by the book.' So, again, my message to the Agilists out there: Apple is winning. They are the most valuable company in the world. And it's because they do Scrum exactly by that book. So, you probably should read it. Ula Ojiaku: Definitely. So going by the book, would you say there's any wriggle room for adapting to one's context, or is it about you know, going, ‘check- we've done page 123…' Jeff Sutherland: Well, the whole thing about adapting is fundamental to Scrum. So, one of the things I'm constantly doing in my talks, training, is I'm going back to before Scrum and reading a paper from the leading researchers on complex adaptive systems, in which they mathematically proved, you model things on the computer, that systems evolve more quickly, if they have more degrees of freedom, up until you hit a boundary where the system goes into a chaotic state. So, from the very beginning in Scrum, maximizing the freedom and the decision capability of the team has been fundamental. And we talked about this as self-organization. Now, unfortunately, that term has been so misused, misunderstood that we had to take self-organization out of the Scrum guide. And what we inserted was self-managing. And we put next to it goals, okay, the theme is self-managing to achieve a goal. And to make that happen, they need a commitment to do that. And so, this is one of the fundamental things for Agile teams that work that they have that self-managing commitment to achieve a goal. And the teams that are not working, they're fuzzy about that, right. So, we want the maximum degree of adaptation, the thing that they don't want to change is the basic structure that's in the red book, if they change that, it has the control mechanisms to allow the maximum degree of self-organization - not to go off the rails. Ula Ojiaku: Right. Jeff Sutherland: So, we see a lot of Agilists, ‘oh, you know, let's just tweak the framework this way or that way.' And then the self-organization takes a team off the rails, and then they fall into that 58% that can't deliver, they're late, they're over budget, the customers aren't happy. And so, this is the really one of the hardest things to communicate to people. There're certain things that you absolutely have to be disciplined about. You have to be more disciplined to get a great Agile team than in all ways of working. And that discipline is what allows the maximum degree of self-organization and self-determination, [Laugh] right? So, understanding those two things together, you know, it makes it makes people's brain explode, [Laugh] right? It's hard. Ula Ojiaku: But it works. Jeff Sutherland: But it works right. [Laugh] Ula Ojiaku: You've already mentioned a lot of books in the course of this interview session, and these would be in the show notes. So, would there be anything any final word of advice you'd have for the leaders that would be listening to this podcast in terms of their transformation journey? Jeff Sutherland: So, one of the things we did to Scrum at Scale is that the difference between that and most of the other scaling frameworks is that it's all about the leadership. So, we need an operating leadership team, that is a Scrum team that needs a Scrum Master, a Product Owner, backlog. And its objective is to improve the Agile implementation of the organization. On the prioritization side, we need a leadership team that, led by a Chief Product Owner, that is prioritizing backlog across the organization. So, you know, I've had the Chief Product Owner of Hewlett Packard in my course, he had a $200 billion portfolio. He learned from that class. Says this class is pretty good.' He said, ‘In just one slide I figured out how to get $20 billion more a year with no additional resources' [Laugh]. Just by understanding how to work the framework right? At the $200 billion level. Ula Ojiaku: And you're talking about the Scrum at Scale course, right? Jeff Sutherland: No, this was a product owner course. Product Owner course. He came to it. We're now doing a Scrum at Scale… we're actually doing a Chief Product Owner course. So, a Product Owners at Scale course which it has been really well received by the leading Agile Practitioners. (They) really like that because they need to work more in the large than in the small often. Ula Ojiaku: Definitely. That means this available on the Scrum Inc site? Jeff Sutherland: Yes. Ula Ojiaku: Okay. Jeff Sutherland: So, one of the things I would recommend I would really recommend is the Scrum Field Book. It's a bunch of case studies for organizations, large and small, that have tried to take the whole organization to Scrum. Well, thank you so much, Dr. Sutherland - it's been a great pleasure having you and hopefully we could have a you know, follow up conversation sometime. Jeff Sutherland: Yes. Thanks for inviting me and glad to do it again. Ula Ojiaku: That's all we have for now. Thanks for listening. If you liked this show, do subscribe at www.agileinnovationleaders.com. Also share with friends and leave a review. This would help others find the show. I'd also love to hear from you, so please drop me an email at ula@agileinnovationleaders.com. Till next time, take care and God bless!   PROMOTION: Sign up for a free month's trial with Amazon Music to get unlimited, ad-free access to 75 million songs, podcasts  in HD here: https://www.amazon.co.uk/music/unlimited?tag=agileinnovati-21 *  * By clicking "Sign up and pay," you agree to the Terms of Use and authorize Amazon to charge your default card, or another card £7.99 per month after your trial. Your subscription renews automatically until cancelled. Cancel renewal anytime by visiting Your Amazon Music Settings.

LeSS zwingt den Product Owner, seinen Fokus auf sie Priorisierung zu legen und die Klärung von Details zu delegieren! Noch klarer bringt es unser Gast Eike Gehler auf den Punkt: "Prioritization over clarification". Eike ist erfahrener Agile Coach und langjähriger Scrum Master - v.a. bringt er aber sehr viel Erfahrung in sehr großen und skalierten Kontexten mit ins Gespräch ein. Er mag keine Blaupausen und mag am Liebsten zusammen mit den Organisationen die er begleitet herausfinden, welcher Skalierungsansatz im jeweiligen Kontext der geeignete ist. Dabei bedient er sich aufgrund seiner Erfahrung gerne im "Baukasten" verschiedener Skalierungs-Frameworks und -Modelle. Dennoch hat er einen Favoriten: das Framework LeSS - kurz für "Large-Scale Scrum". Dennoch betont Eike Gehler, dass die entscheidende Frage der Produkt-Kontext sei, in dem das Skalierungsvorhaben stattfindet. Tim beleuchtet zusammen mit Eike zunächst dessen eigene Weg in die Agilität sowie seine aktuellen Wirkungskreise in oft großen Organisationen. Zusammen rätseln die beiden, warum das sogenannte "Spotify"-Modell (oder zumindest die dort genannten organisatorischen Formate) derzeit so viele Nachahmer hat. Warum muss jetzt plötzlich alles Squad, Tribe, Gilde usw. heißen? Warum legen Organisationen soviel Hoffnung in diese Organisationsmuster, obwohl dies von Henrik Kniberg und Anders Ivarsson, die damals bei Spotify die Transformation begleiteten, nie als Skalierungs-Framework gemeint war. Tim stellt die These auf, dass "Spotify" derzeit sogar SAFe den Rang abläuft. Tiefer geht es dann um das LeSS-Framework. Hier wird vieles reduziert: für bis zu sieben Feature-Teams ist dort nur EIN Product Owner und nur EIN Product Backlog (innerhalb einer Area) vorgesehen. Eike erklärt zunächst den Begriff des Feature-Teams und wie schwer es oft ist, für diese Idee in großen, bislang silo-artig organisierten Unternehmen Befürworter zu finden. Aber wenn es nur einen Product Owner in LeSS gibt - wie verhält es sich dann mit den Scrum Mastern? Wie viele Scrum Master sind z.B. in einer Area mit fünf Feature Teams sinnvoll? Im letzten Teil geht es nach dieser Herleitung dann ganz konkret um diese Product Owner Rolle in LeSS und welche Herausforderungen sie mit sich bringt. Eike Gehler gibt in diesem Zuge auch noch wertvolle Tipps für Menschen, die als Product Owner in LeSS arbeiten. Quellen zum sog. "Spotify-Model" und LeSS: - Die damalige Beschreibung von Henrik Kniberg und Anders Ivarsson der Skalierung bei Spotify... die dann als das Spotify-Model (miss)verstanden wurde: https://blog.crisp.se/wp-content/uploads/2012/11/SpotifyScaling.pdf - Spotify Engineering Culture, dieses Video wird üblicherweise als Video über das "Spotify-Model" referenziert: https://blog.crisp.se/2014/03/27/henrikkniberg/spotify-engineering-culture-part-1 - Henrik Kniberg: No, I didn't invent the Spotify model: https://blog.crisp.se/2015/06/07/henrikkniberg/no-i-didnt-invent-the-spotify-model - Heutige Sicht von Henrik Kniberg auf Scrum@Scale im Vergleich zum "Spotify-Model": https://www.scruminc.com/spotify-model-scrum-at-scale/ - Die offizielle Beschreibung von LeSS mit allen Details, die ihr über das (De)Skalierungs-Framework LeSS wissen müsst: https://less.works/ Wenn ihr mit Eike in Kontakt treten wollt, freut er sich über eure Nachricht auf folgenden Kanälen: Eike Gehler Mail : eike@aykey.de, LinkedIn (https://linkedin.com/in/eike-gehler-a2479968/) oder Web (https://aykey.de/) Telefon: 089 208044440 Im Zusammenhang mit dieser Episode ist auch die Folge 41 rund um Skalierung empfehlenswert: Product Owner im skalierten Umfeld mit Björn Schotte Welche Herausforderungen erlebt ihr selbst als Product Owner in LeSS oder Ansätzen die sich an das Spotify-Model anlehnen? Wir freuen uns, wenn du deine eigenen Erfahrungen mit uns in einem Kommentar auf unserer Webseite (https://produktwerker.de/) oder auf unserer Produktwerker LinkedIn-Seite (https://www.linkedin.com/company/produktwerker/) teilst.

This week's interview was one I had wanted to do for a long time. I work as Product Owner working closely with software developers creating apps at a military organization. We use the Scrum framework, which is one of the multiple agile approaches focused in delivering solutions quickly to customers. The approach is not just about being technically savvy, but on making good use of those critical skills like teamwork, listening and management. As many organizations are talking today about becoming “agile” it is important to know what it really means. Dr. Jeff Sutherland (https://www.linkedin.com/in/jeffsutherland/) is the ideal person to discuss this. He is the chairman and founder of Scrum Inc., a signatory of the Agile manifesto, coauthor of the Scrum Guide and the creator Scrum@Scale. He is also the coauthor of the best selling book Scrum: The Art of Doing Twice the Work in Half the Time. Today we talk about the misconceptions of Agile, the origins of the Scrum framework, ,and how his military experience and his work doing scientific computer modeling influenced him.

In this episode, Richard interviews Jeff Sutherland, a co-creator of the Scrum, founder of Scrum Inc., inventor of Scrum@Scale, and a signatory of the Agile Manifesto. He is also the author of the international bestselling book Scrum: The Art of Doing Twice the Work in Half the Time. Jeff shares with us his personal experiences which made him one of the leaders of the IT industry and beyond. Read the full transcript of the episode at https://kasperowski.com/podcast-67-jeff-sutherland/.

Ob #SAFe, #Scrum of Scrums, #LeSS, #Scrum@Scale, #Nexus ... Alena Keck hat eligA nicht nur mit Zitaten wie "am Wertstrom (Value Stream) skalieren", "man muss die Menschen mitnehmen" oder "Skaliert nicht wenn ihr nicht skalieren müsst" verzaubert

STOP — data time! On this episode, Alley's VP of Product Strategy and resident data aficionado, Jeff Stanger, shares tips and tricks on how to gather and analyze Scrum metrics for single teams as well as entire organizations running Scrum@Scale. Come for the data; stay for the OG remix at the end of the episode.----Do you want to learn more about Scrum? Follow us!Twitter / Facebook: scrumsup | Instagram: twoscrumsupFind out more about Alley at https://alley.co

We work at Alley: a fully remote web agency. Back in 2018, we put the entire agency through an Agile transformation, and now are a dedicated Scrum@Scale shop. Why did we go all-in with Scrum? Find out in this episode!----Do you want to learn more about Scrum? Follow us!Twitter / Facebook: scrumsup | Instagram: twoscrumsupFind out more about Alley at https://alley.co

This week on the podcast, Dan Neumann is joined by his collaborator Sam Falco and special guest, Michael McGreevy! Michael is an Enterprise Agile Coach at Grow Financial and is a Certified Scrum Professional, Agile Leader, and Scrum@Scale Practitioner.   A couple of episodes back, Christy Erbeck shared some of her beliefs and understanding around the scaled Agile framework, SAFe. That fascinating conversation led hosts Dan and Sam along a journey to discovering other scaling frameworks. So, in today’s episode, they’re continuing their conversation around scaling and taking a look at Scrum@Scale! Michael explains some of the basics of Scrum@Scale and shares his own experiences with the framework, Agility, and scaling in general within his professional work at Grow Financial.   Key Takeaways Challenges Around Scaling: It is unique to every organization Too prescriptive of a framework can become its own impediment How these challenges can be addressed: You don’t have to use all of a framework; just what is necessary Benefits to Scrum@Scale/Why Grow Financial is using elements of the Scrum@Scale framework: It brings their teams together to get things done more effectively Helps to create transparency throughout the organization It is more simple than other frameworks It introduces concepts for people who might not know how to start scaling Creates complete alignment between all teams Supports information flowing both ways (from the “lowest” teams under the development scale all the way up to the enterprise team) It also supports information flow laterally (i.e. between the software teams and marketing teams) There’s ambiguity with the framework so success can be determined by the teams and enterprise More visibility into what all teams are doing and how it impacts other teams Creates more transparency (which is key in transformation as it helps to not let any teams lag behind) Possible challenges with Scrum@Scale: Because the framework is so simple it is somewhat vague and difficult to get right; there isn’t a clear path to success You need to make sure that everyone in the organization is on board and understands it Michael’s advice on scaling: Don’t get too prescriptive with any one framework — give it a try but be willing to adjust aspects of it or be okay with moving on to trying something else   NEW SEGMENT! Listener Q&A: Q: Janis, a Scrum Master at Fidel (a growing fintech startup from the UK), describes how their company is currently in a fast-growth and global expansion phase where they’re expanding from a single agile team to multiple teams. They ask Dan and Sam to talk about the dilemma of letting the devs do code reviews for other teams vs. keeping code reviews inside the team.   A: It’s good that Janis is interested in making sure that the knowledge of the codebase remains strong across the team and that the knowledge does not get fragmented and siloed. However, there are more than two options to explore. Here are some other ways for Janis to have a richer conversation with their team about how they might foster shared knowledge amongst team members as their teams grow: Pairing, Promiscuous Pairing, Mob Programming, Team Reviews/Inspection/Walkthroughs, and Unit Test Automation.   If you have a question you would like to send in, email Podcast@AgileThought.com or tweet using the hashtag #AgileThoughtPodcast!   Mentioned in this Episode: Michael McGreevy Grow Financial Agile Coaches’ Corner Ep. 61: “Christy Erbeck Busts Myths About the Scaled Agile Framework (SAFe)” Scrum@Scale Scrum of ScrumsScaled Agile Framework (SAFe) Crucial Conversations: Tools for Talking When Stakes Are High, by Kerry Patterson, Joseph Grenny, Ron McMillan, and Al Switzler Agile Coaches’ Corner Ep. 45: “The Benefits of Mob Programming with Chris Lucian”   Michael McGreevy’s Book Pick: The Age of Agile: How Smart Companies Are Transforming the Way Work Gets Done, by Stephen Denning   Want to Learn More or Get in Touch? Visit the website and catch up with all the episodes on AgileThought.com! Email your thoughts or suggestions to Podcast@AgileThought.com or Tweet @AgileThought using #AgileThoughtPodcast!

In questo episodio, insieme a Paolo, abbiamo fatto un viaggio dalle origini di Scrum fino a Scrum@Scale. Scrum è un framework di processo, mentre Scrum@Scale è un framework organizzativo, ma entrambi condividono gli stessi valori.Il messaggio di questa intervista è che se cerchiamo di vedere Scrum come una serie dei vincoli che ti forzano ad avere un comportamento virtuoso, potremmo dire che le difficoltà nell'applicarlo all'interno della nostra azienda andrebbero viste come opportunità.Se un Azienda prova a fare Scrum e non riesce ad implementare una delle 11 regole, è un sintomo che va analizzato e curato alla radice, per far cambiare l'organizzazione verso qualcosa di meglio.

In questo episodio, insieme a Paolo, abbiamo fatto un viaggio dalle origini di Scrum fino a Scrum@Scale. Scrum è un framework di processo, mentre Scrum@Scale è un framework organizzativo, ma entrambi condividono gli stessi valori.Il messaggio di questa intervista è che se cerchiamo di vedere Scrum come una serie dei vincoli che ti forzano ad avere un comportamento virtuoso, potremmo dire che le difficoltà nell'applicarlo all'interno della nostra azienda andrebbero viste come opportunità.Se un Azienda prova a fare Scrum e non riesce ad implementare una delle 11 regole, è un sintomo che va analizzato e curato alla radice, per far cambiare l'organizzazione verso qualcosa di meglio.

Welcome to Lean on Agile Podcast, a podcast about Agile & Beyound. I'm your host, Shahin. This is our first episode. The topics we are covering in this episode: How to Start in Agile Certifications? What is Certification? What are my thoughts about them? What does it show? From a beginner perspective From a recruiter perspective From a hiring manager perspective From a knowledge perspective Scrum bodies Scrum Alliance - Jeff Sutherland Scrum Org - Ken Schwaber Nexus Scrum@Scale ICAgile  Many organizations Kanban Changed recently, 3 levels DAD Recently acquired by PMI -my story LeSS Based on Scrum, I have done it, very close to Scrum@Scale it seems SAFe Technical Certifications DevOps - ICAgile, SAFe Not a unique body For more details please visit http://podcast.leanonagile.com. Twitter: twitter.com/LeanOnAgileShow  LinkedIn: linkedin.com/company/lean-on-agile

Agile Coach and Trainer Barbara Anderson discusses the pros and cons of two successful scaling frameworks, Scrum@Scale and SAFe at the Agile for Humanity Tucson Meetup Webinar series. Want to expand agile success from the team level to an entire organization? Discuss the pros and cons of two successful scaling frameworks, Scrum@Scale and SAFe, and… The post EAFH-17: Barbara Anderson – The Agile Scaling Dilemma. Is there one best way? appeared first on Leaders share how-to practices - KnolShare with Dr. Dave Podcast on GrokShare.com.

Matt, Ammar, Nicole and Simon talk about the meetup session where the Scrum@Scale framework was discussed.

In our penultimate Game of Frameworks episode, Jay sits down with Kim Antelo from Scrum@Scale to talk about how their framework approaches scaling agile in the enterprise with nothing more than scrum at your disposal...check it out! Scrum@Scale website Kim's Twitter

Så er det blevet tid til et nyt afsnit af Den Agile Podcast og denne gang kaster vi os ud i en af de absolut mest diskuterede emner inden for agile kredse: Skalering! Nærmere betegnet begiver vi ud i en sammenligning mellem to ret forskellige tilgange til at opnå agilitet i større skala, henholdsvis Scaled Agile Framework af Dean Leffingwell og Scrum@Scale af Jeff Sutherland. Vi kaster kritiske øjne på fordele, ulemper og potentielle faldgruber ved begge rammeværk, i den, efterhånden, etablerede ”Den Agile Podcast-stil”, hvor Tore tager tjansen som SAFe repræsentant og Martin indtager Scrum@Scale perspektivet. 00:00: Intro 02:18: Gennemgang af SAFe og S@S 09:58: Pros & cons ved SAFe 38:50: Pros @ cons ved S@S 01:05:05: Opsummering

Where will Scrum@Scale take the Agile industry?  Co-creator of Scrum Jeff Sutherland sits down with @AgileToolkit to explore Scrum@Scale at Agile2018. Connect with Jeff Sutherland on Twitter. Learn more about Scrum@Scale.   @AgileToolkit is sponsored by LitheSpeed.   Transcript:   Bob Payne:  The Agile Toolkit. [background music] Bob:  I'm your host, Bob Payne. I'm here with Jeff Sutherland, one of the co‑creators of Scrum. Now you're working on Scrum at Scale. We're very excited about that at LitheSpeed. Just wanted to hear a little bit about Scrum at Scale and where you think that's going to take the industry. Jeff Sutherland:  It actually starts a long time ago. I was pulled out of medical school in 1983. For 15 years I was a research scientist, working with tools for Bell Labs. Learned how to write software for super‑computing, modeling the human cell. Really, all the basics of Scrum were formulated in that environment. When I was pulled out of the medical school by a big banking company they said, "Over at the medical school you guys have all the knowledge, but at the bank we have all the money." [laughter] Bob:  It's not an attractive feature of the banks. Jeff:  They made me an offer that my wife couldn't refuse... [crosstalk] Jeff:  ...the bank. [laughter] Bob:  Why do you rob banks? Because that's where the money is. [laughs] Jeff:  Of course, the first thing I realize I'm working on their new technologies such as the vice president for advanced technologies. I noticed their projects are all late. They have hundreds and hundreds of programmers and we're running 150 banks all over North America. Our customers are actually CIOs of banks. I walked into the CEO's office one day and I said, "Have you noticed that all your projects are late?" He said, "Yeah, the customers are calling me screaming every morning. Bob:  The system's perfectly designed... [laughs] [crosstalk] Jeff:  I said, "I'm just a medical school professor, a mathematician, a computer scientist, but I've looked at their Gantt charts on the wall. You have whole walls of Gantt charts and these tasks, names, and dates. I calculated the probability of being late using this Gantt chart and it's 0.9999999. You're virtually certain to be late on every project. It's a completely inappropriate method to manage projects with lots of change like software.. Bob:  Or uncertainty. Jeff:  He said, "Well, what should I do?" I said, "Well, you authorized me to keep this grant." When I came to medical school I had this grant from the Kellogg Foundation. A leadership grant where I had to with 50 national leaders travel around the world a third of my time for three years. To my surprise the CEO said he was going to support it. He said he thought he was going to get his money back, basically. I said, "You know, I've been running around the world and a subgroup of our leaders are actually business school professors. I've been talking to them about the bank, and they say we need to create a completely new operating model within the bank, a little company within a company, an entrepreneurial startup." I said, "That's what we ought to do." I said, "Here's the way these operate. I need everybody sales marketing, support, installation. I'm going to split them into small teams, four or five people. We're going to have product marketing come in on Monday morning and prioritize everything they're doing by value. Friday afternoon everything is going to be done and if it's software it's live. I need you to give me the whole operation. You and senior management can be my board of directors. I will report to you the financials once a month. The rest of the time you have to stay out of my company because I don't want you messing it up." He said, "We'll that's not going to be as much fun as looking at new technology." [laughter] Jeff:  I said, "It needs to be fixed." He said, "OK, you've got it." You've got that headache. He gave me the worst business unit in the bank. We split them into small team. I said, "We're going to throw away the Gantt chart." I said, "We're going to train you how to land a project just like I train fighter pilots to land an aircraft. I'm going to give you a burn down chart instead of the Gantt chart. This is back in 1983. All of this was the first prototype. It wasn't a prototype of Scrum. It was a prototype of Scrum at Scale. That's were it began. How do you run a whole organization with Scrum? How do you create an agile environment that is actually protected? I was protecting the environment from the Waterfall company. How do you prioritize everything for the organization and then execute those priorities as small as sprints? The teams, how are they responsible for actually delivering at the end of every sprint, which is one of the fundamentals of Scrum. I experimented with that through several companies until I finally got to Easel Corporation in 1993 where we gave it the name Scrum from... Bob:  From the paper. Jeff:  That was the first team that was called a Scrum team. Then in 1995 I pulled Ken Schwaber in. Ken Schwaber was leading a CEO of a project management software company selling waterfall methodologies. [laughs] I said, "Ken, come on in and look at Scrum. It actually works. That stuff you're selling doesn't work." He came in. He spent two weeks with the Scrum team and at the end of it he says, "You're really right. This is really more or less the way I run my company." He said, "If I used the Waterfall methodology to run my company I'd be bankrupt." [crosstalk] Bob:  ...respond to the marketplace. Jeff:  I said, "Well, why don't you sell Scrum instead of selling all this Waterfall stuff?" He thought about it and he said, "Yeah, why don't we do that." Then we decided, OK, I want to make opensource so that it can be widely deployed. We need to write the first paper on what it is. Formalize it, which we presented at OOPSLA'95. Then Ken started selling Scrum out into the market. I was head of engineering inside companies implementing this. One of the very first companies we go together into was a company called Individual, an Internet startup that had just gone public. We had 60 million dollars to spend. We were hiring people like crazy. We had multiple Scrum teams. What do we do? We implement Scrum at Scale. Bob:  Scrum at Scale. [laughter] Jeff:  These guys went from they were delivering every six months, the first quarter we implemented what we call today Scrum at Scale, they were doing multiple releases of their flagship product and delivered two new products in three months. Bob:  That's great. Jeff:  Scrum at Scale is designed to incrementally deliver quickly with a whole organization involved in making that happen. That's the challenge of Scrum at Scale. Bob:  One of the largest early project that Sanjiv Augustine and I did we brought in for stabilization recovery from a classic Waterfall fiasco. [laughter] At the time we were using XP or Extreme Programming, but interactive and incremental. We'd executed it on a small team. We were like, "There's no reason these ideas shouldn't be simply scalable up to a larger team." We had about 300 people on that program and we just said, "Look, we're going to integrate and demo the system," which took them two months to build before their first testing phase, "every two weeks." Of course, they didn't do it for the first four iterations, but after that every two weeks we got a demoable system up, we had some cross‑organizational planning, and a daily stand up that then the team member would step out, and we had it in a big long hallway. We would do the Scrum and then the Scrum of Scrums on a daily basis because things were changing so fast. Jeff:  Absolutely, yeah. The other interesting thing in those first two prototypes with Scrum at Scale is that today DevOps is a big buzz word, but that was fully implemented in both of those prototypes. In fact, in the Internet company they were having trouble with deployment. I said, "I want the deployment server and the developers cube and you guys will deploy multiple times a week. That's the way it's going to be. There isn't going to be operations blocking deployment." It was funny because the operations team, of course, screamed, but I was the head of engineering. I said, "You guys are too slow. We're not using you anymore." A week or two later they came back by and they said, "We've implemented Scrum in operations and we want to become part of your Scrum at Scale. We'll meet in your Scrum of Scrums daily meeting. [laughter] Jeff:  Can we have out server back if we do that?" [laughter] Bob:  You said, "Maybe. We'll see." Jeff:  "Only if the developers can deploy multiple times a week with the server in your server farm, if not we're taking the server back to the development area." Bob:  Multiple times a day, yeah. [laughter] Bob:  That's funny. Other than the deployment what sort of engineering practiced were you guys using for test automation and that sort of thing in those early days. Jeff:  Actually in the first Scrum a team testing product was part of the Scrum because it was a small token environment so we had a fully integrated piece of code running all the time. From the very first sprint we deployed internally. The tooling was such that our consultants could actually use it in the field to get feedback. Jeff McKenna was working with us today as one of the Scrum trainers, wanted to start a testing company. We were particularly interested in component architectures. Move way beyond the unit testing levels. How do you test for a component? Which, today has turned into micro‑services, right? [laughs] . How do you set up a test environment that tests the micro‑services and then make sure it's ready for deploy? All of this stuff has been around for a long time. Bob:  It has. The pattern have been there for a while. Now you've pulled it together. You're doing trainings and certification around that. Jeff:  In recent years we've been pulled in Toyota, GE, Maersk, the world's biggest shipping company, 3M we're the global trainers for 3M. We've been pulled into these big companies. I've had to coach the coaches that have gone in there. We need to formalize the method of scaling that works in really large. We work with SAP who's implementing this. It has 2,000 Scrum teams. These people with really large implementations have told us what we need to do to make it work, not only for one or two teams but for thousands. That's the beauty of Scrum at Scale. It will work really well for one or two teams because it has no extra overhead. It's the minimal viable bureaucracy. Bob:  The Scrum framework... [crosstalk] Jeff:  It scales up to thousands of teams. It works just as well as for thousands with a minimal addition of any bureaucratic overhead. High performance for an organization. 3M had the biggest stock price jump in history last November. If you read "The Wall Street Journal" it's because of several technology divisions, some of which we'd implement Scrum at Scale, because it is an organizational implementation to increase the value of the organization, not just make a project better. [laughs] Bob:  There was a heated article to really springboard off of. Jeff:  About a year and a half ago the Scrum Alliance came to us and said, "We are interested in participating in a scaling framework where we have ownership and our trainers and our membership within the Scrum Alliance can actually participate in the evolution of that framework. We can't do that with the other frameworks. Can we do it with you?" It took about a year of negotiation to decide how we're going to set this up. We have a joint venture now called Scrum at Scale LLC. It's half owned by the Scrum Alliance. It's half owned by Scrum Inc., my company. Its goal is to train the trainers and do the whole certification process for Scrum at Scale. Within the first few months, we have 42 trainers. They're training all over the world. We're off and running. Bob:  We're excited to be on that ride with you. [laughter] Bob:  Louise, Q. Is it in the class? The joke was that he was your bodyguard or something because he was very pumped up. [laughter] Jeff:  Yes. It was some guys from South America or something that said "Oh, Q, he must be his bodyguard," or something. [laughter] Jeff:  Q looks like... Bob:  He works out a lot. Jeff:  He wears sunglasses all the time, dark glasses. He looks like a martial artist. [laughter] Bob:  He's like Bono meets Steven Seagal. [laughter] Jeff:  That's pretty funny. Bob:  That's very exciting. How do you see the growth rate? You said 42 trainers in the first few months. Jeff:  We just did two train‑the‑trainer sessions last month, one in Denver and one in Boston. We'll be doing one in October in London, probably another one in January in London. We're going to be doing them in Europe. We'll be doing another one in Boston. Walking up here, there's a guy from Austin really twisting my arm trying to get us to come down to Austin and do it. Bob:  From the Scrum gathering or near the Scrum gathering in Austin? Jeff:  Yes. There's a lot of pent‑up demand for a better alternative for a scaling framework. It's growing really fast and I think it will continue to grow. Our challenge, mainly, is to... we'll have plenty of trainers, how do we help them fill their courses all over the world? That's a major objective to Scrum at Scale. To really get those trainers successful wherever they are. Bob:  What's been interesting in your trip to San Diego? Anything on the personal front or just business? Jeff:  I have the opportunity where we're doing some training up in Sunnyvale. My wife was with me. I said, "Why don't we just come down the West coast? We'll do a little road trip, rent a sports car. Stop at all the nice locations. [laughs] [crosstalk] Jeff:  That's what we did coming down here to San Diego. We're about to do that to go back up again. I have a Scrum at Scale training in Sunnyvale on Monday, Tuesday. That's been fun. Bob:  It's humid here which is an odd experience in San Diego. Jeff:  Yes. [laughs] Bob:  Thank you very much, Jeff. I really appreciate the time. I look forward to doing the train‑the‑trainer course with you coming up. Jeff:  Thank you very much for inviting me. Bob:  Thank you. The Agile Toolkit Podcast is brought to you by LitheSpeed. Thanks for tuning in. I hope you enjoyed today's show. If you'd like to give feedback or be on the show, you can ping me on Twitter. I am @agiletoolkit. You can also reach me at bob.payne@lithespeed.com. For more free resources, transcripts of the show and information about our services, head over to lithespeed.com. Thanks for listening. [music]

This week, at the 2018 North American Global Scrum Gathering, the Scrum Alliance and Scrum co-founder, Dr. Jeff Sutherland, announced the creation of a new joint venture to train, coach, and promote Scrum@Scale. Scrum@Scale is an extension of the Scrum Framework that is designed to deliver business Agility across an entire organization. Dave Prior had a chance to sit down with Jeff during the Scrum Gathering and ask some questions about his partnership with the Scrum Alliance, Scrum@Scale, and how it can help organizations achieve greater business Agility. Links from the Podcast If you’d like to read the press release on the joint venture, you can find it here: https://tinyurl.com/yc5z4w3p Here is a link to the Scrum@Scale Guide Here is a link to Jeff's latest book, "Scrum, The Art of Doing Twice The Work In Half The Time".   Contacting Dr. Jeff Sutherland If you’d like to contact Jeff you can reach him at: Scrum@Scale: https://www.scrumatscale.com Twitter: https://twitter.com/jeffsutherland Email: jeff@scruminc.com Jeff's books on Amazon: https://amzn.to/2H9ZePk Contacting Dave If you’d like to contact Dave you can reach him at: LeadingAgile: https://www.leadingagile.com/guides/dave-prior/ LinkedIn: https://www.linkedin.com/in/mrsungo Twitter: https://twitter.com/mrsungo Email: dave.prior@leadingagile.com If you have a question you’d like to submit for an upcoming podcast, please send them to dave.prior@leadingagile.com And if you're interested in taking one of our upcoming Certified ScrumMaster or Certified Scrum Product Owner classes, you can find all the details at https://www.leadingagile.com/our-gear/training/

Si quieres ver el vídeo con slides: https://www.youtube.com/watch?v=uYDt4D5zFcg Agile Coach | Scrum Professional(CSPO,CSM) by ScrumAlliance, Kanban Practitioner & Management Professional by LeanKanban