We use the Scrum rules incorrectly
Scrum is very often used incorrectly. For example, the size of the Development Team is more than nine people, the Product Owner does not have the power and ability to make decisions on the Product, the Team does not conduct a Sprint Retrospective. No wonder that in these cases the use of Scrum will be useless.
It also happens that formally all elements of the Scrum are observed, but the company does not follow the values of the Scrum: devotion, courage, focus, openness and respect. What is obtained as a result, called mechanical Scrum. It does not bring any special benefit to the company.
We are not ready that real Scrum hurts
The Scrum brings to the surface existing problems, and we think it was just the Scrum that ruined everything.
For example, the Product Owner closed the project after the first Sprint. We can say: “Look, as soon as they started using Scrum, the project has blown up!” That is not quite true. Based on the speed of the Team and estimated of its future speed, the Product Owner realized that the project will be delayed and will not be profitable. The Scrum saved a company a lot of money by the bad project has been stopped at early stage. The Scrum caused a “ benign pain.”
We think that everything will work fine from the first Sprint
In the first Sprint, the Team usually has a mess. It takes time for the Team to start interacting effectively.
It is so easy to say that the Scrum does not work: “Hey, look at this mess! The team did not do anything useful for this Sprint, they argued about the numbers on the stickers for the half of time!” But be patient, give the Team time to make mistakes and learn more from them.
We try to adapt the Scrum for ourselves
If you make the scrum “like in a book” and beat your head on the same problem for several months, you really want to create your own version of the Scrum. Of course, you can change the rules, but it will be not the Scrum any more, but something else.
It can be like that too. But please look carefully-sometimes the problem can be solved by increasing the facilitation or by talking openly about it’s reasons. Do not blame the Scrum. Most often, an honest look at the problem helps to fix it.
We use the Scrum where it does not work.
There are some areas in which the Scrum simply does not fit.
Suppose we have a technical support. Every day it changes something in the program: fixes the problems or improves the details. These changes may not be collected in the Sprints, because priorities change very often.
When the Team has time, it works on long-term improvements. These long tasks also do not fit into the Sprint with their sizes. In this context, the Sprints and the Sprint Planning will be a waste of time.
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