It was Monday afternoon on her first day of work at a new company and Sarah was feeling anxious. Having studied Scrum over the last few months, Sarah had been hired to serve as a Scrum Master and she was eager to begin applying her new skills, however nothing she had been told today seemed congruent with her lessons. As Sarah listened to her new manager explain why the company’s software required the organization to field a “UI team,” “service team,” and “back-end team,” she felt especially troubled by the phrase she’d heard multiple times on this day: “No one does Scrum by the book.”
“If no one actually follows the design of Scrum,” she wondered to herself, “why did my Scrum trainer teach it to me?”
I recently participated in a podcast recording over breakfast with friends in the Southern California area. While enjoying a mix of smoothies, acai bowls, and coffee (lean coffee, that is), we discussed a variety of topics – among which was mine, “if you could, which Agile practice would you eliminate?”
This is not to say I think practices should be removed from use. In fact, throwing away practices that Agile teams have found success with reeks of the worst kind of waste. Instead, I wanted to explore the extent of subversion within the group’s collective experiences and gather insight into contributing factors.
During our conversation, I placed my condemned practice on the chopping block: the “daily stand-up” meeting. Enthusiasm for removing this tool was (enthusiastically) not shared. Continue reading