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What do you think about putting rules around management’s behavior when learning how to do Scrum? In the previous installments (Part 1 and Part 2), I shared with you Michael James’s nine constraints he places around Scrum Teams to encourage them to self-organize into new patterns of behavior consistent with Scrum. In this last article, here are the five constraints MJ puts around management and senior leaders to support them into self-organzing into new patterns of behavior which support Scrum. Scrum is all about a new way of thinking. These constraints encourage new types of conversations, responses to common pressures in the office and support the adoption of Scrum.