Dream. Dare. Do – that is Suyati’s work principle in a nutshell.
“Scrum and World T20” – I can already see questions flying! What does Scrum have to do with a sporting event like the recently concluded one in Bangladesh?
Before we move ahead, I would like to give a couple of pointers on the background of this write-up. First, my article is inspired by the chain of reactions that were evoked on India’s failure to win the cup, specifically on one person – Yuvraj Singh. Second, my opinions and thought processes of mapping Scrum is applicable only to the Indian team, and not on the tournament as a whole. With the context set, let us see how Scrum comes into the picture.
As we delve further, do note that every Scrum team should have defined roles such as Scrum Master and Product Owner. In my opinion, Captain Dhoni is the Scrum Master, the 11 players on the field are the Scrum Team, and Coach Duncan Fletcher is the Product Owner who represents the larger Product Management Team called BCCI.
India played 6 matches in total (including the finals) which I would equate as 6 sprints. Here, though the duration of the sprint is fixed, it is not necessary the entire duration was utilized (for example, India batted only 19 overs to chase the target as against the allotted 20), so we shall focus only the ability to deliver at the end of each sprint i.e. the match result.
In the first five sprints, it was clinical performance with each team member contributing towards a successful delivery. Like a true self organizing team, each member pulled his weight though there was the argument that some members were not contributing enough to the cause. Think Yuvraj Singh, Mohamad Shami and Shikar Dhawan.
Eventually, after couple of sprints, in retrospective, the non-contributing team members were replaced by a couple of other personnel, and the performance improved. Here, the point to note is that there were no drastic changes, and a majority of the team composition was still the same, which meant the stability was not affected. This is one of the key philosophies of Scrum and Agile in general – stability in the team is to be built over a period, and frequent, drastic changes which can disrupt the dynamics of the team are not undertaken.
So, what exactly are the lessons learnt?
I understand that it is not practically possible to map every aspect of a practice like Scrum to a sport like cricket, considering that the dynamics of sport differ from the building of working software. At the same time, I believe from my personal experience that Scrum is derived from real life situations as is evident in the Agile manifesto.
I expect many readers to disagree with my opinions and as a final take away, a couple of questions to ponder:
Drop your comments about what you feel, and let’s agree to disagree!