Scrum’s Nature: It Is a Tool; It Is Not About Love or Hate

TL; DR: Scrum’s Nature: It Is a Tool; It Is Not About Love or Hate

Regularly, we find articles from developers detailing why ‘Agile’ in general and Scrum’s nature, in particular, deserve our collective disdain.

What has always struck me in this discussion is its emotionality. Scrum is a tool, useful to accomplish one primary task: delivering value to customers of emergent products in complex environments while mitigating an organization’s exposure to risk at the same time. So, if Scrum is not working in an organization, maybe it is because Scrum is applied to the wrong cause in the first place. Or, that its application has been mechanical, driven by folks who don’t know what they are doing. (Seriously, how hard can Scrum be if the manual comprises of 18 pages, right?)

The question then is: Why would I “hate” a tool unsuited for the intended purpose or applied incompetently? Would I hate a hammer for not being capable of accurately driving a screw into a wooden beam? Probably not, as the hammer wasn’t designed for that purpose, and neither sheer will-power nor stamping with your feet will change the fact.

Scrum’s Nature: It Is a Tool; It Is Not About Love or Hate — Age-of-Product.com
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Remote Agile (Part 8): Daily Scrum with Distributed Teams

TL; DR: A Remote Daily Scrum with a Distributed Team

We started this series on remote agile with looking into practices and tools; we explored virtual Liberating Structures, and how to master Zoom. We had a look at common remote agile anti-patterns; we analyzed remote Retrospectives, Sprint Plannings as well as remote Sprint Reviews based on Liberating Structures. This eighth article now looks into supporting a distributed Development Team organizing a remote Daily Scrum.

Remote Daily Scrum with Distributed Teams — Remote Agile — Age-of-Product.com
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Remote Agile (Part 7): Sprint Review with Distributed Teams

TL; DR: A Remote Sprint Review with a Distributed Team

We started this series on remote agile with looking into practices and tools; we explored virtual Liberating Structures, and how to master Zoom. We had a look at common remote agile anti-patterns, and we analyzed remote Retrospectives and Sprint Plannings based on Liberating Structures. This seventh article now looks into organizing a remote Sprint Review with a distributed team: How to practice the review with virtual Liberating Structures, including and giving a voice to team members, stakeholders, and customers.

Remote Sprint Review with Distributed Teams — Remote Agile (Part 7) — Age-of-Product.com
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Development Team Anti-Patterns

TL; DR: Development Team Anti-Patterns

After covering the Scrum Master and the Product Owner, this article addresses Development Team anti-patterns, covering all Scrum Events as well as the Product Backlog artifact. Learn more about what to look out for if you want to support your fellow teammates.

Development Team Anti-Patterns — Age-of-Product.com
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32 Scrum Stakeholder Anti-Patterns

TL; DR: Scrum Stakeholder Anti-Patterns

Learn how individual incentives and outdated organizational structures — fostering personal agendas and local optimization efforts — manifest themselves in Scrum stakeholder anti-patterns which easily can impede any agile transition.

Scrum Stakeholder Anti-Patterns by Age-of-Product-1650
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27 Sprint Anti-Patterns Holding Back Scrum Teams

TL; DR: 27 Sprint Anti-Patterns Holding Back Scrum Teams

Welcome to the Sprint anti-patterns article from our series on Scrum anti-patterns, covering not just the three Scrum roles, but also the stakeholders as well as the IT management.

Sprint Anti-Patterns — Age-of-Product.com
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