Quickly helping the team to run smoothly with a highly technical 'component' backlog (it wasn't a product) backlog, this is where the scrum values and the people behaviours flourished to drive good outcomes.
Seeing software engineers grow into new skills on this team was highly rewarding and testimony to the BA's approach. The team needs a new database ? Don't create dependencies by 'sub-contracting' it to an lready stacked DB team - learn how to build it yourself , with specialist DBAs to mentor and hold accountable. It was tough but it worked, as the engineers learned J meter, Angular , DB and REST skills from scratch on this project.
Beyond this team, together with another scrum master, I helped re-energise BA Digital's scrum teams by establishing an agile effectiveness group and internal community for sharing agile practices, problems and solutions.
By this time the Head of Digital was thinking about the potential value of an agile coach. He wasn't getting the vibe from people who replied to the first wave, so I talked to him about what to look for - and promptly talked myself into the role.....
Warmly accepted by the Scrum Masters,
Product Owners and (most of) the team members, I focussed on improving Scrum
Master practitioner levels, teaching and coaching Product Owners, teaching
scrum, facilitating and coaching at 1-1 and group level. I worked to embed
functioning backlogs and product roadmaps; guided teams towards success through
scrum, and promoted an agile mindset for the Digital leaders.
Harnessing enthusiasm from others to help me, I ran training sessions on BDD, user story mapping, 'great scrum events', systems thinking and interactive learning workshops for non agile IT areas on scrum - back of the room and highly interactive training which got great feedback.
10 months into that and bigger changes in the organisation meant we'd gone as far as we were going to go right now. That was fine, as the improvements were there, measured and measurable. Time to let it go, leaving the door still open...
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