I discovered something strange today. I recently left one development team to go work for another (that’s for a seperate blog post all together) and I was chatting to some old team members today who had just had their Scrum Sprint Review/Retrospective and they mentioned one of the things that had come out of the Retrospective was that they aren’t going to have a Scrum Master for this sprint, or, it seems, any sprint.
“Huzzah!” I hear you cheer! “They must be self-managing!”
No, no they are not. It’s far, far worse than that. They’ve decided they don’t need a scrum master as, in their experience, the scrum master is useless. With no power to help the team make decisions and one team member describing the Scrum Master as “a puppet of the business”, then it’s quite clear that scrum, at this company, is broken.
It’s a sad day for me as ever since I heard about scrum about two and a half years ago from a colleague (@garethholt), I realised it’s potential. I’ve tried hard, arguing the point with colleagues, management and everyone who’ll listen. We’ve tried different length sprints, staggered sprints, digital backlogs, analogue backlogs, all sorts. Inspected and adapted and now it’s all for nowt. At every turn, the business said “No, I’m not confident enough to try scrum properly.” or, more accurately, “I don’t want to surface the organisational dysfunction.”. The team realises that the business cannot let go of the reigns.
It’s all about trust.
They all seem like the wind has been taken from their sails and it’s sad and dissapointing. Especially as they have an ‘Agile Manager’ and a ‘Product Owner’ who is also a director. Even the people employed to support scrum don’t seem to have confidence in it. Now THAT is a problem.
I might go home and cry.