Part VI: Managing SCRUMS & Sprints - WILLIAM EASTMAN

Show Objective
Given our shows on Change Management, you will create an implementation plan that achieves your goal of recession proofing the business.

EPISODE 113: Summary
As we finish week 6 in your journey as the executive of a firm, yours, to recession proof it, the week ends with how to gain the energy,  insights, and commitment from the entire company. 

As we covered on earlier Friday shows, you are responsible for the outline and rules, they are responsible for details. Today we are looking at 3 key implementation areas: creating a guiding team, creating working teams, and your role in managing the process.

Topics:

• Building the SCRUM Team
• Building Sprint Teams
• Managing the Process

EPISODE 114: Building Your SCRUM Team
This type of team has many names: Guiding Team, Executive Team, Strategic Team, etc. Since we are using the Agile Project Management Process let's use their language - the SCRUM.

The term was lifted from rugby and describes the huddle before the play. Since the word huddle is used for quick Sprint Team meetings, the decision to call the group a SCRUM.

Topics:

• SCRUM Master (Facilitator): Issue Resolution & Escalation, Problem Solving, Team Building, Coaching, Change Management;
• Product Owner: Manages Stakeholder Expectations, Budget & Cost Control, Risk Management; represents members of the Sprints in the SCRUM.
• Champion: the owner or senior executive - makes sure the project receives necessary support.

EPISODE 115: Building Your Sprint Teams
Now your strategy team is in place, our focus shifts to the people doing the heavy lifting. Unlike the SCRUM which is permanent for the duration of the project, the members of Sprints are constantly changing based on work load and role.

You have to balance their working on the Sprint with their regular role in the company. However the most significant factor in group selection is subject matter expertise. For this project management method to work it is essential you have the right people on the right task.

Topics:

• Managed by the SCRUM Master
• Members: autonomous subject matter experts that can operate in a team environment;
  • Product Owner: customers representative for the project, can be internal or external
  • Subject Matter Experts: specific expertise related to the project;
  • Business Analyst: provides input on the impact to current and future operations;
  • Department Representative: provides input on the impact to their department or group;
  • Interim Manager: manages all of the iterations to track and document improvements; supports SCRUM Master.

EPISODE 116: Managing The Agile Process
Before we get into the mechanics of managing the teams, the bigger issue to solve is which area to work on first. Since the ultimate goal of recession proofing the business is 'managing cash flow', it is our recommendation to make the 1st SCRUM in Finance. 

Since Financial Performance is the Result of action taken in Operations, with Customers, and Employees, this analysis will give you insights where to look in the other 3 SCRUMS.

Topics:

1. Determine the work groups or departments impacted - they have the expertise for successful execution and will be impacted by the project.
2. Select the SCRUM Group - Owner is the Champion, Product Owner is head of Marketing & Sales or Operations, SCRUM Master is head of HR or manager being groomed for promotion.
3. Select the Sprint Groups - individuals from the designated departments or groups based on the roles, expertise, and personality.
4. SCRUM Master holds 1:1 with each candidate to determine eligibility and suitability for the intended role.
5. SCRUM Master holds team meetings on roles and group dynamics.
6. SCRUM #1
   1. Sprints 1 - X
7. SCRUM #2
   1. Sprints 1 - X
8. SCRUM #3
   1. Sprints 1 - X

Next Show/Part VII: Tackling the Financials First

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