Lori Schubring was among the first to realize that things had to change. An application
development manager for a large manufacturing company, Lori realized that its development process had become “so formalized that we hindered our ability to remain flexible for the business. It got to the point where we weren’t turning around project requests fast enough” (2006, 27). Aware of the need to change, Lori attended a free, half-day seminar introducing Scrum. What she saw there was a better way to develop software, a framework she thought might help her organization. As such, Lori developed the desire to change to Scrum. Next, she acquired the ability to do it by participating in a ScrumMaster class, attending an agile conference, and visiting a company that had already adopted Scrum. Lori then promoted Scrum to her boss and team, convincing them of its benefits. Finally, Lori transferred some of the implications of her team using Scrum to the
rest of her company so that organizational gravity would not pull the team back to where it had started.
Chapter Contents
- Awareness
- Tools for Developing Awareness
- Desire
- Tools for Increasing Desire
- Ability
- Tools for Developing Ability
- Promotion
- Tools for Promoting Scrum
- Transfer
- Sources of Organizational Gravity
- Putting it All Together
- Additional Reading