I recently presented at the LAST (Lean, Agile, Systems, Thinking) Conference in Melbourne about a project where I was asked to test if it was feasible to use Scrum to help a lifecycle management team manage their projects whilst also juggling their business as usual activities (maintenance, help desk support etc).
The team had found it challenging to get “all their work done” as there were constant interruptions and new work requests coming in from the business. The team were trying to “please” everyone and get a bit done of all the projects, however the results was that they were behind on delivery and their reputation of being able to deliver was not great.
Scrum gave them a process to help them manage these competing workloads but more importantly gave them the Power to Say NO!
The new version of Scrum (2020) says teams should be self-managing. What does this mean and what are the impacts for managers?