You Don’t Get Paid to Practice Scrum
Stefan Wolpers
?? I help Product Owners, Product Managers, Scrum Masters & Agile Coaches Grow w/ Classes, Courses, Books & Community. ?? Author of the ”Scrum Anti-Patterns Guide;” ??Trainer at Scrum.org; ?? Book a 1-on-1; talk chances!
Hello everyone!
Spoiler alert: Scrum is just a tool; your job is to solve real customer problems and deliver value. Stop focusing on perfecting frameworks and start prioritizing outcomes that matter. It’s time to reassess what truly drives your success, particularly given the challenging business environment.
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Why Solving Customer Problems Matters More Than Perfecting Scrum
Agile practices, particularly within Scrum, often captivate practitioners with their events, roles, principles, rules, and stickies. However, practitioners tend to overlook two crucial truths?—?both veterans and newcomers alike:
These basic principles are often overshadowed by a focus on perfecting using agile frameworks, which can lead to a dangerous complacency. Regardless of experience, Agile practitioners may fall into the trap of believing that mastering Scrum?—?or any other Agile framework?—?guarantees success. However, the practical, real-life measure of success lies in the business value delivered, not in the flawless execution of a framework.
Suggested Calls to?Action
I encourage you to reflect on your current practices. Are you indeed focused on delivering value, or have you been caught up in the pursuit of perfecting your use of a framework?
Are you solving real customer problems or simply following processes without questioning their impact?
You can quickly start analyzing your current situation:
Conclusion
Let’s cut to the chase: If you’re still equating your success with how well you adhere to Scrum events or how strictly you follow the rules of any framework, you’re missing the point. Agile, at its core, isn’t about religiously practicing Scrum or any other practice. It’s about solving real customer problems, delivering tangible value, and doing so in a way that sustains the organization.
Scrum and other frameworks are merely tools in your toolbox. They’re helpful, but they’re not the endgame. The real question is: Are you using these tools to create something that matters? If you’re more concerned with the process than the outcomes, it’s time to reassess your priorities.
Take a moment to reflect: Are your practices driving value, or are they just going through the motions? Are you challenging the status quo, or are you complacent, mistaking adherence to a framework for progress? Your role as a Scrum Master or Agile Coach isn’t about being a gatekeeper of Scrum but a catalyst for change and delivering value.
In the end, nobody cares about the tools you use if you’re not delivering results. It matters whether you’re helping your team and organization solve the right problems and achieve meaningful outcomes. So, take a hard look at your approach and ask yourself: Are you delivering the value your customers and stakeholders need, or are you just ticking boxes?
To stay relevant and valuable, focus on what truly counts. Remember, it’s not about Scrum?—?it’s about delivering results that matter.
Recommended Reading
?? Stefan Wolpers: The Scrum Anti-Patterns Guide (Amazon advertisement.)
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You Don’t Get Paid to Practice Scrum was first published on Age-of-Product.com .
PMO/Project/Program | Certified Scrum Master | Agile Evangelist | SAP | SuccessFactors | Jira Jedi | Freelancer | CXO
2 个月A leader in any project is like a Swiss Army knife. Problem solving is the name of the game. They need to be adaptable to solve problems, sharp enough to cut through blockers and have the all important tweezers and toothpick for when something falls between the cracks and needs picking up… Agile is just one flavour of problem solving. However you do it, people need interactions to collaborate and move forward together. I’m not against other methodologies, I just find that in the types of projects I work on, Agile often suits well.
Empower your teams to unlock both growth and seamless collaboration in your business ecosystem. Strategy, Delivery, Value, People-Centered Change & Business Agility Coaching.
2 个月Oh my dude, my dear sweet summer child, oh Stefan Wolpers How we all long for a visionary leader to say that to us! ?? Alas very few leaders know their own outcomes, or how to measure them, yet they have plenty of (mistaken) diktats about methodologies & practices! ?? ?? ??
Strategic Business Analyst | Systems Thinker | Process Engineer | Transforming Complexity into Clarity
2 个月I agree, but I've got some observations. I've been on several teams in an SM role, and the devs complain about the meetings. They deem this administrative overhead. Retrospectives might be the hardest hit. It's a "this could have been an email" reaction. Even worse, the biggest efficiency complaints were about the larger organisation. As a Management Consultant, I have access to the top of the food chain. As an employee, I had little to none. It didn't matter anyway because the response was always the same: stay in your lane. Being a systems thinker, stay in your lane or think in the box you've been given says, "We don't care". Although I overuse this example: if you are on a bicycle manufacturing team and your lane is the bell—or even the tyres—you can have the best, loudest, shiniest bell, but that's not the weakest link. This isn't even a great example because it's just pointing to the efficacy of another team. The problem is usually organisational and systemic. My point is that the teams feel powerless and arrive at the conclusion that it's all just a waste of time.