When people inquire about my profession, I often mention the term ‘Scrum’ or ‘Scrum Master’ deliberately. It’s a term that resonates with many, and I genuinely believe in the power of ‘Scrum’ when it’s embraced and adopted correctly.
More often than not, my mention of ‘Scrum’ elicits an emotional response from my conversation partners. Their prior encounters with ‘Scrum’ have not always resulted in success, unfortunately. This creates resistance. Some attribute this to how it was introduced or implemented, while others have chosen to bury the concept altogether.
This situation is sad. It places me at a disadvantage beyond my control and denies them the potential benefits of Agile, where ‘Scrum’ is a valuable option. These benefits include enhanced productivity, adaptability, and, crucially, well-being. ‘Scrum’ was designed with the well-being of developers in mind, with principles such as respect, work-life balance, autonomy, empowerment, recognition, feedback, and transparency at its core.
Regrettably, this essential aspect of creating a better, pleasant, and enjoyable workplace seems to be absent in many ‘Scrum’ implementations. While it’s possible that some Agile coaches may not emphasize the balance between productivity and well-being enough, I believe the issue is more complex.
True believers in ‘Scrum’ often advocate its applicability in nearly any context. However, I beg to differ. In fact, I’ll make a stronger assertion: ‘Scrum’ is not well-suited for most environments. I hold this position because:
- Most organisations or teams do not primarily engage in development.
- Many organisations deal with physical products or processes, not just software.
Given these factors, ‘Scrum’ may not find fertile ground in these environments. While these organizations indeed need agility and could benefit from various concepts and practices from ‘Scrum,’ applying ‘Scrum’ as outlined in the Scrum Guide leads to tensions. Although some practices provide value, other practices must be implemented, but they often fail to deliver the anticipated results in terms of productivity and well-being. Some practices merely consume time that could otherwise be allocated to actual development work.
Have you ever questioned whether a daily Scrum is suitable for every team? Daily Scrums can sometimes feel burdensome. Personally, I appreciate them and advocate for their use when appropriate, but when they don’t fit the situation, I prefer weekly meetings.
Similarly, consider the concept of a two-week sprint. People are compelled to fit their work into these two-week cycles, even when external factors beyond their control make it impossible. In some cases, it’s genuinely unfeasible, such as when physical parts need to be ordered. In other cases, team members may not receive the assistance they need from the Agile Coach or Scrum Master, whose role is to coach rather than provide specific answers and solutions. However, in these situations, team members often seek concrete answers and guidance, resulting in frustration and confusion.
The decision to embrace ‘Scrum’ or opt for an alternative methodology is a pivotal one for any team. Unfortunately, many teams default to ‘Scrum’ as the only method for implementing agility, often without considering the full range of available options. This challenge presents a two-fold dilemma: raising awareness about alternatives and establishing objective criteria for evaluating whether ‘Scrum’ is the right fit, rather than solely relying on an Agile coach’s preference.
“If you only have a hammer, everything looks like a nail.”
This is precisely why we developed ScrumFit: a tool designed to assess 10 dimensions and, based on the scoring, provide feedback regarding the suitability of ‘Scrum’ for a specific situation. A high score doesn’t imply an effortless journey since every change process presents its challenges. However, it does suggest that ‘Scrum’ is worth exploring. Conversely, a low score pinpoints which dimensions may cause tension. In response, teams can either devise strategies to adapt ‘Scrum’ while managing these factors (as exemplified by the Spotify model), or they can explore alternative Agile approaches.
And here’s the good news: The ScrumFit assessment is entirely free and can be obtained by simply providing your contact details. We look forward to assisting you on your Agile journey!
You might be thinking, “But I’m not the decision-maker, so I can’t control it. Is the assessment valuable for me?” Absolutely, it is. Through the assessment, you can validate your intuitive feelings. If your organisation is genuinely committed to agility, they should appreciate openness and vulnerability, fostered by creating a psychologically safe environment. So, don’t hesitate to give it a shot. Share the assessment results with your management or subtly suggest that they too could benefit from taking the assessment themselves. It can be a valuable step that benefits both you, your colleagues, and the management. And even if it doesn’t lead to immediate positive changes, it won’t cause any harm either.
Visit the ScrumFit product page for extra information.