What are the most common challenges when using Scrum for the first time?

Common challenges when adopting Scrum for the first time include resistance to change, misunderstanding roles and processes, unclear objectives, lack of training, sprint planning difficulties, over committing, incomplete backlog, lack of cross-functionality, daily stand up issues, product owner availability, Scrum Master role clarity, ineffective retrospectives, scaling challenges, measuring progress, and cultural shifts. Addressing these hurdles requires education, commitment, and a focus on continuous improvement.

Scrum is a just a tool, it is a methodology that serves a higher purpose. Scrum can be used as a scaffold structure to support a ‘profound transformation’ in people and how they work together. Very few people have any real understanding of why they are using Scrum. Many people assume it is just another Project Management initiative intended to improve efficiency and increase output. Scrum cannot truly be effective unless the people using it are living by the core values of Lean Agile at work every day. This is the elephant in the room when it comes to Scrum, you don’t get to just carry on with the old ways of working in a top-down organisation. Scrum is not compatible with a centralised ‘command and control’ management model.

Introducing Scrum without explaining team the need of it. Most common challenges among them are : 1) Mindset change 2) Management Buy-In 3) Framework focused rather than value focused 4) Openness for Change

The biggest challenge/ roadblock while applying Scrum methodology is Lack of knowledge coupled with Inflexibility. 1. Every team member needs to have a basic understanding of Agile principles and Scrum methodology. This ensures that everyone is aligned equally. 2. We need to understand that besides the scrum ceremonies, everything else is customizable to the current team you are working with. We need to cater ways of working to suit the overall team and not be bound to do things as per book/ guide.

Common changes when using Agile for the first time: 1. Shift from waterfall to iterative approach. 2. Cross-functional teams for collaboration. 3. Increased stakeholder involvement. 4. Flexible and adaptive planning. 5. Continuous delivery and feedback. 6. Emphasis on empirical process control. 7. Embracing Agile values and principles.

Using tools like “team charter, working agreements, Scrum values, and agile principles“ to overcome resistance to change barely moves the needle unless the real motivation is addressed: People resist change because the status quo benefits them. If you want them to embrace change, convince them that using Scrum is to their benefit.

Resistance to change: 1. Comfort with the status quo. 2. Fear of the unknown. 3. Lack of understanding or awareness. 4. Perceived loss of control. 5. Prior negative experiences. 6. Organizational culture. Addressing resistance: 1. Communication and engagement. 2. Education and training. 3. Visible leadership support. 4. Addressing concerns and providing support. 5. Gradual implementation and pilots. 6. Continuous feedback and iteration.

Buy-in is crucial when introducing Scrum because it ensures that team members, stakeholders, and leadership are aligned and committed to the Agile transformation. When everyone is on board, they are more likely to embrace Scrum principles, practices, and changes in their work processes. This support creates a conducive environment for the successful adoption of Agile practices, as it fosters collaboration, transparency, and a shared sense of responsibility. Without buy-in, there's a higher risk of resistance, skepticism, and inefficiencies that can impede the Agile transformation's progress and effectiveness.

People are generally not against change, but tend to be resisting against BEING changed. With teams that tend to be resisting towards change, I begin by understanding and honouring the things that work well and incrementally develop towards Scrum. By adding aspects of the Scrum framework gradually, people can experience the benefits and therefore have real evidence to work with. Sometimes bringing the whole Scrum framework to life can be an overwhelming exercise.

There are various difficulties. If you're unfamiliar with the scrum approach, I'll describe mine. Since I've been a scrum master for the past three years, the majority of team POs or PMs approach me like a delivery manager. The company should first have a thorough understanding of the scrum roles and their duties before using the technique. Because you are the one who interacts everyday with the team as the scrum master, if they don't understand, the bomb will go off on you at the conclusion. Although there are expectations that you will provide something, scrum really consists of procedures and roles that work together to deliver something in the end.

Lack of skills as a resistance to change: 1. Provide training and development opportunities. 2. Encourage knowledge sharing and mentoring. 3. Implement cross-training and job rotation programs. 4. Make learning resources easily accessible. 5. Foster a supportive work environment. 6. Offer feedback and recognition for skill development. 7. Clearly communicate expectations and goals.

Adding some more valuable information : Promote to learn new skills. Apply the news learned skills. And celebrate the achievment.

Biggest challenge of teams adopting scrum for the first time is not understanding the why. Sometimes, when you drill down to the why, you may realize Scrum may not be the answer to the problem. Hence, the key is to first identify if Scrum is the right tool for the job and if yes, ensure everyone in the team understand this. The “How” gets much easier once everyone is aligned on the “Why”

The biggest problem I encounter (time and time again) is actually a complete lack of understanding of Scrum by those trying to use it and those asking for Scrum to be used. People seem to think that going on one person's, or a few peoples', previous experience of Scrum is enough to get them started. Well that can only help if the one person, or few people, actually have a deep understanding of Scrum. I often have people attend my training courses claiming 6-8 years experience of Scrum and it quickly becomes evident that their understanding is superficial at best and often incorrect and even harmful.

Additional considerations for managing resistance to change: 1. Employee involvement and input. 2. Clear and consistent communication. 3. Empowering change champions. 4. Addressing individual concerns. 5. Celebrating successes. 6. Continuous evaluation and adjustments. 7. Providing emotional support. 8. Demonstrating leadership support.

Stakeholder Engagement: Aligning stakeholders with the Agile mindset can be an ongoing challenge. The iterative development process may be unfamiliar to those accustomed to traditional project management methodologies, requiring education and communication to manage expectations.

Implementing Scrum in organizations presents both opportunities and challenges. While Scrum is a widely recognized Agile framework, selecting the right one is crucial. It could also be Kanban or XP. Practical experience trumps bookish knowledge in driving Scrum projects. Roles, backlog management, estimation, and sprint planning all require hands-on understanding. Gauging team velocity and having capable Scrum Masters or Product Owners are key. Agile adoption emphasizes change management and continuous improvement. Thus, having a Scrum Master who can effectively drive the Scrum is the biggest challenge I've seen with organizations implementing it for the first time

The biggest problem I faced are 1. Resistance to Change because entire organisation culture and process has to be changed. 2. Lack of scrum knowledge and its benefits. 3. Confusion on Roles and Responsibilities basically when Project Manager is appointed as SM. 4. Unrealistic estimations in backlog grooming sessions. 5. Transparency issues.