In a nutshell, a Scrum Team is composed of few roles, each with its own set of purposes. There is a PO who is responsible for maximizing value, a SM who enables continuous improvement and a DT delivering high quality increments. Does it mean you only need to have these roles appointed and given a context so to make it a great experience?
All around us Scrum is being adopted or practiced within IT companies. We are witnessing the scrumonization of the world as we know it. Of course, whenever there is a tool, methodology or framework that is proving a polarizing force, there will be numerous misconceptions around it.
Obviously, there is quite some rubbish going on around Scrum too. Whether it origins from insufficient understanding of the framework and its goals or from any other source, it creates some prevalent and toxic myths. In this talk, we will expose the hollowness of some of the common myths associated with Scrum teams.
Myth1: Only a self-designed team can reach a performing stage
Researches tell us that people are highly motivated, enjoy the experience and get lots of work done when they self-select. They tend to form cross-functional teams and ensure there is a shared and compelling goal. What if you have a managerial selection in place?
Myth2: Only 100% means success
A lot of Scrum Teams have a conservative approach to a sprint success assessment - a sprint is a failure if the team doesn’t deliver their own forecast. Is there such a thing as a great team then? When obsessing over sprint failure can have a beneficial effect?
Myth3: Scrum welcomes (any) change (at any time)
A Scrum Team embraces changes, for sure. Any change at any time? Well, yes and no… No rules are universal (except this one). All rules need context.