Adapting Scrums

No Scrum Standards, Only Practices

I've observed teams excelling in Scrum, utilizing the right tools, communicating effectively, and maintaining excellent team spirit. On the surface, everything seems to be functioning well, and no changes appear necessary. However, it’s important to recognize that Scrum is not a set of standards; it comprises practices believed to enhance team effectiveness and results. Several Scrum Masters have noted that selectively adopting some practices while disregarding others can lead to failure.

Adapting to Change

Resistance to change is a common challenge. It's not just about adapting to Scrum; asking anyone to change their established habits can be daunting. When you've operated in a particular way for an extended period, shifting to a new "system" or set of practices can trigger strong resistance. While the Scrum Master plays a crucial role in promoting these changes, it ultimately falls on team members to embrace and drive them forward.

Applying Scrum

Scrum practices can be implemented across various industries and roles. In many cases, teams may use Scrum primarily for task allocation, leading to scenarios where a Product Owner (PO) is absent or developers double as POs. I believe Scrum should facilitate communication between the PO and the development team, ensuring the team is focused on delivering products that resonate with the target market and satisfy user needs.

Team Size

The introduction of Scrum aims to maximize efficiency. The Scrum Master should act as a facilitator, guiding relevant discussions and ensuring only pertinent team members participate in meetings. Experienced Scrum practitioners suggest that an ideal Scrum team size is between five and ten members. If a team exceeds this size, it may be beneficial to break it up or reconsider using Scrum altogether.

The Role of the PO and Scrum Master

The roles of the PO and Scrum Master are essential in Scrum. While it’s feasible for someone to fulfill multiple roles—such as being knowledgeable about the business, possessing product vision, facilitating Scrum processes, and coding—it’s generally more effective to distribute these responsibilities among team members. A PO can dedicate time to crafting meaningful stories during the Sprint, while a Scrum Master can focus on continuous improvements, allowing developers to concentrate on implementing stories efficiently to impress stakeholders.

Sprint Duration

There is no definitive standard for Sprint duration. Teams may choose one-week, two-week, or even month-long Sprints. While I've encountered recommendations favoring one or two weeks, I personally find that one-week Sprints are most effective. I've recently learned that Scrum may involve a refinement meeting during a two-week Sprint, which might not be necessary for a one-week Sprint.

Understanding Story Points

Some teams use story points for estimation. While story points do imply the difficulty of tasks and are related to the time needed to complete them, they should not be equated with man-hours. The primary purpose of story points is to serve as a reference for the team’s performance over time, not for precise estimation.

Working on Multiple Projects

While working on multiple projects is common, it's an approach that Scrum teams should strive to avoid. The essence of Scrum is to eliminate wasted time. Assigning team members to multiple projects forces them to juggle several planning meetings and daily stand-ups, which can lead to increased pressure and workload. Research indicates that humans are not adept at multitasking.

Scrum Meetings vs. Technical Discussions

Scrum meetings, including Sprint Planning, Daily Scrum, Retrospectives, and Reviews, are designed to facilitate communication among all Scrum team members. Technical discussions that pertain only to specific individuals or the development team should ideally take place offline to prevent time wastage, which Scrum aims to minimize.

The Power of the Scrum Master

While the PO determines the Sprint Goal and guides the overall direction of product development, and team members decide which stories to pursue in each Sprint, the Scrum Master operates differently. The Scrum Master doesn’t hold formal power; therefore, why would anyone heed their advice?

For a Scrum Master to effectively fulfill their responsibilities, management must recognize the value of Scrum and mandate that teams adhere to Scrum principles under the guidance of the Scrum Master. If a Scrum Master encounters challenges, they should address issues openly and directly as part of Scrum practices. If this approach proves ineffective, it may be necessary to escalate concerns to management for resolution.

Addressing Non-Cooperative Team Members

One of the Scrum Master’s responsibilities is to foster a positive team spirit, encouraging every member to excel in their roles. I promote a culture of "we are the best team" and "nothing is impossible." If a PO or development team member is uncooperative or unwilling to take responsibility, the effectiveness of Scrum may be compromised. In such cases, the Scrum Master should seek management assistance to resolve the issue or consider recommending a replacement.