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As I’ve read your replies, it sounds like you’re defending Agile, not Scrum. Scrum is more prescriptive. I’ve never worked in a Scrum shop or even heard of one

As I’ve read your replies, it sounds like you’re defending Agile, not Scrum. Scrum is more prescriptive. I’ve never worked in a Scrum shop or even heard of one that didn’t have all the features commonly associated with it: burndown charts, backlog refinement with some kind of pointing consensus, retros, and a scrum master that drives all of these. Could you provide some material that explains how to do Scrum in a different way?

psunavy03 2y ago
Yeah, the literal document by Ken Schwaber and Jeff Sutherland that says what Scrum is. https://www.scrum.org/resources/scrum-guide https://www.scrum.org/resources/scrum-guide Some quotes to keep in mind: > As Scrum is being used, patterns, processes, and insights that fit the Scrum framework as described in this document, may be found, applied and devised. Their description is beyond the purpose of the Scrum Guide because they are context sensitive and differ widely between Scrum uses. Such tactics for using within the Scrum framework vary widely and are described elsewhere. > Scrum exists only in its entirety and functions well as a container for other techniques, methodologies, and practices. Burndown charts can be used in Scrum, but are not Scrum. Backlog refinement is an ongoing activity in Scrum, but its precise form is left undefined. Story points can be used in Scrum, but are not Scrum. The Scrum Master is a role which is explicitly defined in the Scrum Guide, but there is nothing there claiming they are there to "drive" anything, only be "true leaders who serve the Scrum Team and the larger organization." The retrospective is defined in the Scrum Guide, but its precise form is left undefined.
- mckn1ght 2y ago
  That’s great, but it’s still too vague. If the industry is geared towards a specific implementation of these nebulous descriptions, with all of their scrum conferences and scrum master certification courses, then the common implementation becomes a defining characteristic. A scrum master should be a true leader… well, part of being a true leader is being direct and firm when the going gets tough. Push eventually comes to shove. A team isn’t tracking to their goal for the sprint? Push. A team repeatedly fails to meet a prior high water mark for velocity? Shove. Can you provide some examples of places you’ve worked at that do Scrum in different ways than the common cliché?

psunavy03 2y ago

Yeah, the literal document by Ken Schwaber and Jeff Sutherland that says what Scrum is. https://www.scrum.org/resources/scrum-guide https://www.scrum.org/resources/scrum-guide Some quotes to keep in mind: > As Scrum is being used, patterns, processes, and insights that fit the Scrum framework as described in this document, may be found, applied and devised. Their description is beyond the purpose of the Scrum Guide because they are context sensitive and differ widely between Scrum uses. Such tactics for using within the Scrum framework vary widely and are described elsewhere. > Scrum exists only in its entirety and functions well as a container for other techniques, methodologies, and practices. Burndown charts can be used in Scrum, but are not Scrum. Backlog refinement is an ongoing activity in Scrum, but its precise form is left undefined. Story points can be used in Scrum, but are not Scrum. The Scrum Master is a role which is explicitly defined in the Scrum Guide, but there is nothing there claiming they are there to "drive" anything, only be "true leaders who serve the Scrum Team and the larger organization." The retrospective is defined in the Scrum Guide, but its precise form is left undefined.

mckn1ght 2y ago
That’s great, but it’s still too vague. If the industry is geared towards a specific implementation of these nebulous descriptions, with all of their scrum conferences and scrum master certification courses, then the common implementation becomes a defining characteristic. A scrum master should be a true leader… well, part of being a true leader is being direct and firm when the going gets tough. Push eventually comes to shove. A team isn’t tracking to their goal for the sprint? Push. A team repeatedly fails to meet a prior high water mark for velocity? Shove. Can you provide some examples of places you’ve worked at that do Scrum in different ways than the common cliché?