Operation Overnight 2012 came and went quickly. It was a huge success! We had 24 hours to build four websites. A daunting task, surely, but not one that we wanted to shy away from. That wouldn’t have been the Geonetric way! 50+ volunteers, lots of coffee, soda and food, and an all-nighter full of fun and we produced some great results!
My team was assigned to build http://www.365ride.org from the ground up. Unlike the other three teams, 365ride came into Operation Overnight without an existing Web presence and very little source material (brochures, etc.). In the end, both our team and our client were very happy with the finished product.
The site’s purpose is to be a place for people seeking information. Before the site, information was scattered across many places on and off the Web. The Frequently Asked Questions section was a high priority and the team did some really cool things to keep information flowing through the site, only duplicating it where necessary. The end result is a destination that the community can use to get information about public transportation options throughout Cedar Rapids and the surrounding area.
It certainly feels like I wrote about our 3rd Scrumiversary just a few months ago, not two years ago. Time flies when you are having fun!
Scrum has been the backbone of our engineering team for five years now and we’ve gone above and beyond with our process. Our team has successfully adopted behavior driven development, which is something that would be unfathomable without Scrum. And our team has been able to use Scrum to build awesome software when teams in many other organizations are limited by their own processes. 100+ sprints in, we are still rolling forward!
I’m never short of amazed when I discover how simple solutions can solve complex issues. One of the main goals on Geonetric’s software engineering team, day in and day out, is to deliver value to our clients. That’s accomplished by creating really cool and useful features to enhance our software.
Too often, we’re so eager to add all those really cool and useful features that we take on too much work. It’s a good problem to have – but still a problem.
So as the team’s Scrum master I decided to fix this issue. I gave each member of the software engineering team two clothespins with their name on them. Each member was told to find two tasks on the board that they wanted to work on and attach their clothespin to it. They could not start on something new until one task was done – or in other words, they couldn’t move their clothespin until the first task was finished. The goal: limiting our work-in-progress. And the result: it worked. The clothespin helped us put a physical and tangible constraint on the process to encourage a desired behavior.
Every morning you look at your to-do list and create a game plan for that day. Let’s say you have five things you want to get done. What’s the chances one of those things will have a roadblock? Maybe you even foresee the road block but haven’t figured out how to get around it yet. How helpful would it be to have a quick conversation with your team at that moment? How awesome would it be if you could quickly tap their insight to find a work around or solution? Not only would it save you time, but everyone on your team would know what you are working on and can plan their to-do list more efficiently as well.
Our software engineering team at Geonetric has formal training in Scrum and we’ve been practicing it for nearly five years. Over that time, we’ve developed our own spin on Scrum to make it work especially well for our team. And during our daily stand-ups it became apparent how handy it would be to know everyone’s confidence that the work would be completed by the end of the sprint. And how useful it would be to hear roadblocks ahead of time, when there is still plenty of time to remedy the situation.
As a Scrum Master, I searched the Internet and the Agile society world to see if anything like this existed. I didn’t find anything. Are we even allowed to do this at our stand-up each day? This wasn’t one of the three questions Scrum taught us to live by each day at stand-up.
As our Scrum team closes the curtain on yet another Sprint (and as is the routine, we start planning for yet another sprint), our hard-working Product Owner, David Sturtz, indicated to me October 24th was Geonetric’s 3rd Scrumiversary!
I “googled” the term, Scrumiversary. Google had no idea what I was looking for. So all the credit goes to David if the term ever makes it into Scrum lexicon!
Three years? Have we really been using the agile development method for that long? I’ve been Geonetric’s “Certified Scrum Master” for nearly two years now, and in that time, our Scrum team has gone through many changes… with our team members, our product road map, even our move downstairs into our own suite. But one thing has stayed consistent: Scrum.
It’s really cool to think that in today’s rapidly changing technological atmosphere, we went away from the norm. It’s not just some idea we were gung-ho on, just to revert back to what was comfortable six months later. We’ve worked hard as a team to stay true to the basic principles of the Scrum methodology and here we are, beginning Sprint 55 today!