This is a story about a Team working in Scrum that wanted to turn to Kanban and ended up, deliberately, working in something resembling Scrum-ban. Scrum-ban basics can be found in Wikipedia. We did not follow all of them.
Several month ago, we thought about taking part in an interesting experiment. We decided to grab all the equipment we need at work and to go outside the office for one sprint, i.e. for a week. During the planning stage, we listed some assumptions we wanted to test:
The aim of this blog post is to summarise an experiment that took place between two scrum teams at the end of 2014 and to share our lessons learned. Have you ever worked in close cooperation with another team? Of course you have. But how close is close? Have you ever wondered what happens when you go one step further than cooperation and you actually mix two teams, stir or even shake? During that time we discovered a lot about team dynamics, sources of inner responsibility that is essential for any team to make commitments and what are the biggest obstacles on the way towards self-organisation. So, without further ado, let the story begin…
