TL; DR: Faking Agile Metrics — An Eye-Opening Exercise
Imagine you’re a Scrum Master and the line manager of your team believes that the best sign for a successful agile transformation is a steady increase in the Scrum Team’s velocity. Moreover, if the team fails to deliver on that metric something is wrong with the Scrum Team. Alternatively, something is wrong with you as you are the Scrum Master and hence responsible for the team’s performance. (Apparently, not faking agile metrics, or being transparent in this case, does not seem to be valued here.)
Learn more about how to coach these kinds of line managers and help them overcome their preference for the industrial past with a simple exercise on how to cook the agile books.