The Scrum Framework is a lightweight framework to solve complex and adaptive problems with others. Although it looks easy on paper, it’s often much harder to do well in the messiness of the real world. Where do you make trade-offs? How can you model the Scrum Values? How can you work empirically in an environment that isn’t suited for it?
How does this help your team?
This deck contains a free sample of 10 real-life cases that are inspired by our own experiences and those of the people we frequently work with. Each presents you with a wicked dilemma that has no clear, right answer. The full set of 52 cases is available here for a small price.
We've found these cases super helpful to make teams appreciate that there are no "right answers" in complex work. What is possible though, is to find a balance between the principles and values of the Scrum Framework and the hard reality that many teams face. Given the situation that you have, how can you still work empirically? How can you still give autonomy to teams? How can you still create Done increments?
By exploring these cases together, and trying to find solutions, your team will develop the skills they need to come up with creative solutions for their own challenges. And who knows; perhaps some of the cases are highly relatable!
How does it work?
How you use the cases is up to you. But we've included some suggestions with the deck. For example, you can use a Liberating Structure like 1-2-4-ALL or Impromptu Networking and then discuss common patterns. You can also pick some cases that are similar to challenges you face, and explore solutions with Wise Crowds or Troika Consulting.
What do you receive?
- A PDF with 52 cases (one per slide)
- We've included an introduction and suggestions for how to interactively explore the cases with your team.
- Not included are the "right" answers, because there are none. In the complexity of real-life, there is no "one right answer". Instead, find answers together with other Scrum Masters, your team, and the people around you. Dig deep to find underlying principles, ask each other questions and inquire. If we would offer tips and recommendations, we would sidestep the development of these skills that are so critical to overcoming the unique challenges that your team faces. It would turn all these opportunities