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How to Implement Scrum

Shuhari (Kanji: 守破離 Hiragana: ゅはり) is a Japanese martial art concept, and describes the stages of learning to mastery. It is sometimes applied to other Japanese disciplines, such as Go. Shuhari roughly translates to “first learn, then detach, and finally transcend.”

  • shu (守) “protect”, “obey” — traditional wisdom — learning fundamentals, techniques, heuristics, proverbs
  • ha (破) “detach”, “digress” — breaking with tradition — detachment from the illusions of self
  • ri (離) “leave”, “separate” — transcendence — there are no techniques or proverbs, all moves are natural, becoming one with spirit alone without clinging to forms; transcending the physical

In Scrum Terms

  • shu — Do everything as explained in the Scrum Guide (from ). Pass the Scrum assessments. Get experience while implementing
  • ha — Inspect and adapt to variations of the rules
  • ri — Take control of the process

Step 1 — shu

Establish a Scrum team to run in the organization. Make sure all participants fully understand Scrum. Follow the Scrum rules as described in the Scrum Guide and/or the Agile Atlas

  • Scrum Master, Team Member and Product Owner have all passed the Open Scrum Assessment on
  • Scrum Master is certified by a founder or associate from Scrum Foundation
  • Product Owner is certified by one of the founders or associates from Scrum Foundation
  • Team Members new to Scrum have had at least one day of workshop
  • Everybody else involved have heard at least a 2 hour talk about Scrum
  • Make job descriptions of Product Owner, Scrum Master and Team Members
  • Establish Velocity for the team (usually takes 3 – 4 sprints)
  • Spread Scrum in the organization

Find a patron in the organization who can protect the process in the project.

Step 2 — ha

Inspect and adapt. Keep learning from your Scrum implementation but stay within the rules.

  • Increase power to the team
  • Try another Scrum Master facilitating Retrospective
  • Discuss how to increase velocity
  • DONE means potentially shippable
  • Organization is no longer an impediment
  • Product Owner drives the product with passion
  • Use organizational patterns to support your implementation
  • Use experiments to try different things within the Scrum rules

Step 3 — ri

You master Scrum and the underlying values and is free to take charge of the process. Examples of things you could have tried that might be the way a team is doing it.

  • No sprintplanning as estimates in Product Backlog are good enough (Sprint Planning is an overhead).
  • Scrum Master is seen as a process leader and fights for the Scrum team
  • Product Owner is an active leader of developing the product.
  • Every sprint is a release
  • One week sprints
  • Organization support teams and streamline software production
  • No overtime

Take Off

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