When Scrum Events Are Burdening

Facebook
Twitter
LinkedIn
Pinterest
WhatsApp
At the beginning of a Scrum implementation y, you usually find two main types of team behaviors. Those who embrace the scrum events (Planning, daily, etc.) and try to better understand them to represent one type. There are many issues and many required adjustments and the team is working on them with the coach. Other teams view Scrum events as a total waste of time. They do them reluctantly and don’t see any value in it. What do you do? We’ve had several such cases and we wanted to better understand what’s going on there. After a deeper look into the dynamics of these teams, we reached some conclusions that let us sleep better at night.

Reason One – Lack Of Understanding

The first obvious reason for a team not performing the scrum events would be that they didn’t get what we’re looking for. It may be they went through training, saw videos, and had pep talks with their managers but still, they didn’t get it. They think this is just another fad and it will go. We say culture follows practice but if you don’t understand where you’re aiming for you just won’t get there. Here is where one on one coaching and a lot of patience is in place.

Reason Two – The Double Star Syndrome

A good clue to what’s going on is the value of the scrum events. The events are there to help the team self-organize: to make sure everyone sees what’s going on so everyone can make decisions. Following the above clue, we understand that another possible explanation for what’s going on in these teams is that the command and control management style in these teams has reached some local optimum, meaning, quite frankly, that it works well. There is usually a talented team leader there, that works very hard, and a bunch of people doing what she says. The people around the leader usually admire her, which reinforces the same dynamics. “How can we decide anything without her in the loop?” The result is that the leader keeps working harder and harder and the other people of the team become smaller and smaller, but in some way, they are all happy about it. The team leader’s ego is well provided for in this situation, and the other team members are feeling blessed for having the opportunity of working with her. We call this the “Double Star Syndrome”: the team is working in a star formation (the leader in the middle) and the team leader becomes a star! In this situation, it is no surprise the entire team is against Scrum events. Who needs planning if the leader does it alone and very well anyway? Who needs the daily meeting if the leader goes around telling everyone what to do? No doubt the retrospective is redundant too – let the leader think about what should we do to improve But what’s wrong with this picture? Why should we change? Should we change? These are good questions (and we’re being quite objective here). We would like to say that in the long run, this management form is unsustainable – meaning, it will not hold for long. However, that would not be true. Many teams are working this way, spawning more managers using the same style. A team member looking admiringly at her manager would like to be in her place. Many people are looking for this kind of power and it is a great motivation for working hard and being promoted. This leads us to the ultimate reason, the mother of all reasons for the change:

The Ultimate Reason for Hating The Scrum Events – Everything’s Fine!

To make a change you need to have a compelling reason. If everything’s fine, don’t change anything. Yet, being in this situation, asking ourselves these questions, suggests something started a change process. It may be that the real reasons for change are hidden and you need to discover them. As a manager, as a coach, you must find the reason for the change. Many times we just get into the “implement the ceremonies” frenzy and forget why are we doing it for. That’s not good. We need to remind ourselves again and again why are we doing the change. The bottom line is that when people see the scrum roles as burdening, the solution would not be to enforce them. The solution would be to understand why are they seen this way. Does the team understand where we’re going? Is there something basic about how the team operates that is blocking the agile implementation? Is there really a reason to change?

Categories:

Tags:

Presentation
AI Artificial Intelligence
Kanban Kickstart Example
System Archetypes
Slides
Scrum With Kanban
Covid19
Agile Marketing
Nexus vs SAFe
Achieve Business Agility
Lean Agile Leadership
Nexus and Kanban
Agile
Risk-aware Product Development
Agile Product Development
Lean and Agile Techniques
Releases Using Lean
Accelerate Value Delivery At Scale
SAFe DevOps
Implementation of Lean and Agile
Lean-Agile Budgeting
GanttBan
Agile Testing Practices
Lean Startup
Operational Value Stream
TDD
ARTs
PI Planning
Agile for Embedded Systems
Certified SAFe
Legacy Enterprise
Iterative Incremental Development
Lean Agile Organization
Entrepreneurial Operating System®
Scrum
speed @ scale
Agile Techniques
LAB
Release Train Engineer
Product Management
System Integration Environments
POPM
Quality Assurance
Sprint Retrospectives
Managing Projects
Kaizen
Jira Plans
Business Agility
Professional Scrum Master
Change Management
NIT
Agile Release Planning
Advanced Roadmaps
Lean Agile
Introduction to ATDD
Video
ScrumMaster Tales
Kaizen Workshop
Elastic Leadership
Agile Development
Agile Product Ownership
Perfection Game
Spotify
lean agile change management
SAFe Release Planning
Software Development
ATDD
Manage Budget Creation
Nexus Integration Team
Coaching Agile Teams
Enterprise DevOps
Games and Exercises
Lean and Agile Principles and Practices
System Team
AgileSparks
PI Objectives
Development Value Streams
Kanban Basics
Legacy Code
Introduction to Test Driven Development
Jira Cloud
Hybrid Work
Reading List
Agile Games and Exercises
Agile Games
Risk Management in Kanban
Scrum Guide
QA
Kanban
BDD
The Kanban Method
Product Ownership
Limiting Work in Progress
Lean Budgeting
Value Streams
Continuous Integration
Agile Community
Kanban Game
Continuous Delivery
Lean Agile Management
Agile India
Agile Exercises
Daily Scrum
Professional Scrum with Kanban
The Agile Coach
Agile Program
Large Scale Scrum
IT Operations
Nexus
Sprint Iteration
Frameworks
RTE Role
Lean Software Development
RSA
Agile Israel Events
Agile Assembly Architecture
Engineering Practices
Process Improvement
DevOps
Scrum Master
Effective Agile Retrospectives
Scrum Master Role
Webinar
Built-In Quality
Agile Project Management
Self-organization
Tips
Code
LeSS
Scrum.org
ART Success
Acceptance Test-Driven Development
Applying Agile Methodology
An Appreciative Retrospective
SPC
Sprint Planning
Story Slicing
speed at scale
Agile Contracts Best Practices
Agile Risk Management
Agile and DevOps Journey
Lean Risk Management
Test Driven Development
Planning
Atlaassian
Jira
Agile in the Enterprise
SAFe
What Is Kanban
Scrum and XP
Principles of Lean-Agile Leadership
Agile Delivery
EOS®
Continuous Improvement
Continuous Deployment
Professional Scrum Product Owner
Continuous Planning
Agile Outsourcing
Kanban 101
Risk Management on Agile Projects
Program Increment
Scrum Primer
Agile Release Management
Portfolio for Jira
Agile Basics
ATDD vs. BDD
Amdocs
Lean Agile Basics
Scaled Agile Framework
Systems Thinking
Agile Mindset
Agility
Artificial Intelligence
Pomodoro Technique
Scrum Values
Agile Project
Nexus and SAFe
Rapid RTC
A Kanban System for Software Engineering
Software Development Estimation
ROI
WIP
Managing Risk on Agile Projects
Lean-Agile Software Development
AgileSparks
Logo
Enable registration in settings - general

AgileSparks Newsletter

Subscribe to our newsletter, and stay updated on the latest Agile news and events

academy@agilesparks.com

WELCOME

to our new website

WELCOME

to our new website

This website uses Cookies to provide a better experience
Shopping cart