A series of ScrumBut anti-patterns observed in multiple Scrum projects along with guidance on how to avoid them.
As presented at the European Scrum Gathering (Munich, Germany) on October 19, 2009.
5. There are pitfalls on the journey
How can we help each other to avoid them?
6. ScrumBut
⢠ScrumButs are reasons why you canât take
full advantage of Scrum to solve the
problems and realise the beneďŹts.
⢠Format: (ScrumBut) (Reason)(Workaround)
⢠Example: âWe use Scrum, but Daily Scrum
meetings are too much overhead so we
only have them once a week.â
Source: Ken Schwaber.
7. ScrumBut
⢠ScrumButs are reasons why you canât take
full advantage of Scrum to solve the
problems and realise the beneďŹts.
⢠Format: (ScrumBut) (Reason)(Workaround)
⢠Example: âWe use Scrum, but Daily Scrum
meetings are too much overhead so we
only have them once a week.â
Source: Ken Schwaber.
What âScrumButsâ have you seen?
9. Some ScrumButs to avoid...
â Goalless, soulless Scrum
â Cherry-picking practices and premature process
optimisation
â Shooting the Scrum messenger
â Planning paralysis
â Mis-aligned stories
â Command and control-style micro-management
â Individual heroics
â Smoke and mirror demos
â Lack of risk management
â The vicious cycle of overcommitment
â Stalled improvement
10. Avoid: Goalless Scrum
âWe use Scrum but... only because [insert latest fad].â
Is your Scrum implementation goalless?
11. Avoid: Goalless Scrum
âWe use Scrum but... only because [insert latest fad].â
Is your Scrum implementation goalless?
12. Avoid: Goalless Scrum
âWe use Scrum but... only because [insert latest fad].â
Is your Scrum implementation goalless?
⢠Why are you using Scrum?
13. Avoid: Goalless Scrum
âWe use Scrum but... only because [insert latest fad].â
Is your Scrum implementation goalless?
⢠Why are you using Scrum?
⢠What are your pain points?
14. Avoid: Goalless Scrum
âWe use Scrum but... only because [insert latest fad].â
Is your Scrum implementation goalless?
⢠Why are you using Scrum?
⢠What are your pain points?
⢠What can the business
expect to get out of this?
19. Avoid: Soulless Scrum
Is your Scrum implementation soulless?
⢠Are you just practicing Scrum by rote?
20. Avoid: Soulless Scrum
Is your Scrum implementation soulless?
⢠Are you just practicing Scrum by rote?
⢠Do you have a shared vision of the
future?
21. Avoid: Soulless Scrum
Is your Scrum implementation soulless?
⢠Are you just practicing Scrum by rote?
⢠Do you have a shared vision of the
future?
⢠Does your team regularly discuss
Scrum values and principles?
22. Avoid: Soulless Scrum
Is your Scrum implementation soulless?
⢠Are you just practicing Scrum by rote?
⢠Do you have a shared vision of the
future?
⢠Does your team regularly discuss
Scrum values and principles?
Try: Discussing Scrum values, principles and
what these mean for you
25. Agile methods as systems
âNo single practice works well by itself, each needs the other
practices to keep them in balance.â
26. Agile methods as systems
âNo single practice works well by itself, each needs the other
practices to keep them in balance.â
âIf you follow 80% of the process you get 20% of the beneďŹts.â
27. Agile methods as systems
âNo single practice works well by itself, each needs the other
practices to keep them in balance.â
âIf you follow 80% of the process you get 20% of the beneďŹts.â
- Kent Beck
28. Agile methods as systems
âNo single practice works well by itself, each needs the other
practices to keep them in balance.â
âIf you follow 80% of the process you get 20% of the beneďŹts.â
- Kent Beck
29. Agile methods as systems
âNo single practice works well by itself, each needs the other
practices to keep them in balance.â
âIf you follow 80% of the process you get 20% of the beneďŹts.â
- Kent Beck
Source: Kent Beck.
30. Agile methods as systems
âNo single practice works well by itself, each needs the other
practices to keep them in balance.â
âIf you follow 80% of the process you get 20% of the beneďŹts.â
- Kent Beck
Source: Kent Beck.
Avoid: Premature process optimisation
33. Try: applying before
inspecting and adapting
â[Apply] Scrum as proposed... for at least 3 Sprints.â
- Christian Schmidkonz, SAP.
34. Try: applying before
inspecting and adapting
â[Apply] Scrum as proposed... for at least 3 Sprints.â
- Christian Schmidkonz, SAP.
â âDoing Scrumâ is as meaningless
(and impossible) as creating an
instance of an abstract class.â
- Tobias Mayer
35. Shooting the Scrum messenger
âWe use Scrum but⌠we
donât like it because it
makes life more difďŹcult.â
m
S cru
36. Shooting the Scrum messenger
âWe use Scrum but⌠we
donât like it because it
makes life more difďŹcult.â
⢠Is Scrum surfacing
existing issues?
m
S cru
37. Shooting the Scrum messenger
âWe use Scrum but⌠we
donât like it because it
makes life more difďŹcult.â
⢠Is Scrum surfacing
existing issues?
⢠Are people speaking
out early?
m
S cru
38. Shooting the Scrum messenger
âWe use Scrum but⌠we
donât like it because it
makes life more difďŹcult.â
⢠Is Scrum surfacing
existing issues?
⢠Are people speaking
out early?
m
S cru
âBad news doesnât get
any better with age!â
41. âScrum is a mirror.â
- Alistair Cockburn
Try: Looking into the Scrum mirror
42. âScrum is a mirror.â
- Alistair Cockburn
Try: Looking into the Scrum mirror
43. âWe use Scrum but⌠we're still
not conďŹdent about our plan
after two days of Sprint planning!
44. Avoid: Planning Paralysis
âWe use Scrum but⌠we're still
not conďŹdent about our plan
after two days of Sprint planning!
45. Avoid: Planning Paralysis
âWe use Scrum but⌠we're still
not conďŹdent about our plan
after two days of Sprint planning!
Try: Doing your homework
on the backlog
46. Avoid: Planning Paralysis
âWe use Scrum but⌠we're still
not conďŹdent about our plan
after two days of Sprint planning!
Try: Doing your homework
on the backlog
⢠Grooming the Product Backlog
⢠Regular estimation sessions
⢠Getting Stories to a state of
âReadyâ
⢠5-10% of effort preparing
future work
50. Try: Sashimi slicing by value
Try: ⢠Slicing by business value
⢠Being user task-centric
⢠Going end-to-end
through technology stack
51. Avoid: Command and control-
style micro-management
âWe use Scrum but⌠a manager
keeps telling team members
which tasks to do when!â
52. Avoid: Command and control-
style micro-management
âWe use Scrum but⌠a manager
keeps telling team members
which tasks to do when!â
Q: Does Scrum involve
micro-management?
53. Avoid: Command and control-
style micro-management
âWe use Scrum but⌠a manager
keeps telling team members
which tasks to do when!â
Q: Does Scrum involve
micro-management?
A: Yes!
54. Avoid: Command and control-
style micro-management
âWe use Scrum but⌠a manager
keeps telling team members
which tasks to do when!â
Q: Does Scrum involve
micro-management?
A: Yes!
Q: Who is doing the
micro-management?
55. Avoid: Command and control-
style micro-management
âWe use Scrum but⌠a manager
keeps telling team members
which tasks to do when!â
Q: Does Scrum involve
micro-management?
A: Yes!
Q: Who is doing the
micro-management?
Thanks to: Mike Cohn
56. Avoid: Command and control-
style micro-management
âWe use Scrum but⌠a manager
keeps telling team members
which tasks to do when!â
Q: Does Scrum involve
micro-management?
A: Yes!
Q: Who is doing the
micro-management?
Thanks to: Mike Cohn
Is your team empowered?
59. Try: Allowing the team to
self-manage within a
time-box
Do: ⢠Let go!
⢠Emphasise goals
⢠Offer to help
⢠Facilitate learning
60. Try: Allowing the team to
self-manage within a
time-box
Do: ⢠Let go!
⢠Emphasise goals
⢠Offer to help
⢠Facilitate learning
âNever tell people how to
do things. Tell them what to
do, and they will surprise
you with their ingenuity.â
- General George S. Patton, Jr.
67. Try: Team-centric reviews and
incentives
Try:
⢠Emphasising team achievement
⢠Dampening individual heroics
⢠Teamwork-biased incentives
68. Smoke and mirror demos
âTransparency ensures that
aspects of the process that
affect the outcome must be
visible to those managing the
outcomes. ...when someone
inspecting a process believes
that something is done; it
must be equivalent to their
deďŹnition of done.â
- Ken Schwaber, The Scrum Guide
you see isnât quite done.
69. Smoke and mirror demos
âTransparency ensures that
aspects of the process that
affect the outcome must be
visible to those managing the
outcomes. ...when someone
inspecting a process believes
that something is done; it
must be equivalent to their
deďŹnition of done.â
- Ken Schwaber, The Scrum Guide
We use Scrum but... what you see isnât quite done.
75. Avoid: Lack of risk management
Requirements Integrate &
Design Code
Analysis System Test
First build and deliver
Potential
Impact of Highest risk activities such as
Risks being integration, system testing,
tackled load testing are tackled late
Time
76. Avoid: Lack of risk management
Requirements Integrate &
Design Code
Analysis System Test
First build and deliver
Potential
Impact of Highest risk activities such as
Risks being integration, system testing,
tackled load testing are tackled late
Time
First build and deliver
Iterations
All activities are
tackled early
Potential Integrate & Integrate & Integrate & Integrate & Integrate &
Impact of System Test System Test System Test System Test System Test
Risks being
Code Code Code Code Code
tackled
Design Design Design Design Design
Analysis Analysis Analysis Analysis Analysis
Time
Source: Craig Larman, Agile & Iterative Development, 2004.
77. Scrum risk reduction strategies
Source: Schwaber, K., Beedle, M., Agile Software Development with Scrum, Prentice Hall, 2001.
78. Scrum risk reduction strategies
Risk of... Scrum Strategy
Not pleasing the customer Customer sees product constantly.
Customer on-site.
Not completing all functionality Develop in priority order.
Poor estimating and planning Small estimates tracked daily.
Review and adjustment every iteration.
Not resolving issues properly Active daily management.
Bi-directional reporting.
Not being able to complete Delivery of working software every
the development cycle iteration.
Team forced to confront issues early.
Taking too much work and Clear goal and scope each iteration.
changing expectations No change within iterations.
Source: Schwaber, K., Beedle, M., Agile Software Development with Scrum, Prentice Hall, 2001.
79. Scrum risk reduction strategies
Risk of... Scrum Strategy
Not pleasing the customer Customer sees product constantly.
Customer on-site.
Not completing all functionality Develop in priority order.
Poor estimating and planning Small estimates tracked daily.
Review and adjustment every iteration.
Not resolving issues properly Active daily management.
Bi-directional reporting.
Not being able to complete Delivery of working software every
the development cycle iteration.
Team forced to confront issues early.
Taking too much work and Clear goal and scope each iteration.
changing expectations No change within iterations.
Source: Schwaber, K., Beedle, M., Agile Software Development with Scrum, Prentice Hall, 2001.
80. Scrum risk reduction strategies
Risk of... Scrum Strategy
Not pleasing the customer Customer sees product constantly.
Customer on-site.
Not completing all functionality Develop in priority order.
Poor estimating and planning Small estimates tracked daily.
Review and adjustment every iteration.
Not resolving issues properly Active daily management.
Bi-directional reporting.
Not being able to complete Delivery of working software every
the development cycle iteration.
Team forced to confront issues early.
Taking too much work and Clear goal and scope each iteration.
changing expectations No change within iterations.
Source: Schwaber, K., Beedle, M., Agile Software Development with Scrum, Prentice Hall, 2001.
81. Scrum risk reduction strategies
Risk of... Scrum Strategy
Not pleasing the customer Customer sees product constantly.
Customer on-site.
Not completing all functionality Develop in priority order.
Poor estimating and planning Small estimates tracked daily.
Review and adjustment every iteration.
Not resolving issues properly Active daily management.
Bi-directional reporting.
Not being able to complete Delivery of working software every
the development cycle iteration.
Team forced to confront issues early.
Taking too much work and Clear goal and scope each iteration.
changing expectations No change within iterations.
Source: Schwaber, K., Beedle, M., Agile Software Development with Scrum, Prentice Hall, 2001.
82. Scrum risk reduction strategies
Risk of... Scrum Strategy
Not pleasing the customer Customer sees product constantly.
Customer on-site.
Not completing all functionality Develop in priority order.
Poor estimating and planning Small estimates tracked daily.
Review and adjustment every iteration.
Not resolving issues properly Active daily management.
Bi-directional reporting.
Not being able to complete Delivery of working software every
the development cycle iteration.
Team forced to confront issues early.
Taking too much work and Clear goal and scope each iteration.
changing expectations No change within iterations.
Source: Schwaber, K., Beedle, M., Agile Software Development with Scrum, Prentice Hall, 2001.
83. Scrum risk reduction strategies
Risk of... Scrum Strategy
Not pleasing the customer Customer sees product constantly.
Customer on-site.
Not completing all functionality Develop in priority order.
Poor estimating and planning Small estimates tracked daily.
Review and adjustment every iteration.
Not resolving issues properly Active daily management.
Bi-directional reporting.
Not being able to complete Delivery of working software every
the development cycle iteration.
Team forced to confront issues early.
Taking too much work and Clear goal and scope each iteration.
changing expectations No change within iterations.
Source: Schwaber, K., Beedle, M., Agile Software Development with Scrum, Prentice Hall, 2001.
84. Scrum risk reduction strategies
Risk of... Scrum Strategy
Not pleasing the customer Customer sees product constantly.
Customer on-site.
Not completing all functionality Develop in priority order.
Poor estimating and planning Small estimates tracked daily.
Review and adjustment every iteration.
Not resolving issues properly Active daily management.
Bi-directional reporting.
Not being able to complete Delivery of working software every
the development cycle iteration.
Team forced to confront issues early.
Taking too much work and Clear goal and scope each iteration.
changing expectations No change within iterations.
Source: Schwaber, K., Beedle, M., Agile Software Development with Scrum, Prentice Hall, 2001.
85. Scrum risk reduction strategies
Risk of... Scrum Strategy
Not pleasing the customer Customer sees product constantly.
Customer on-site.
Not completing all functionality Develop in priority order.
Poor estimating and planning Small estimates tracked daily.
Review and adjustment every iteration.
Not resolving issues properly Active daily management.
Bi-directional reporting.
Not being able to complete Delivery of working software every
the development cycle iteration.
Team forced to confront issues early.
Taking too much work and Clear goal and scope each iteration.
changing expectations No change within iterations.
Source: Schwaber, K., Beedle, M., Agile Software Development with Scrum, Prentice Hall, 2001.
Is it sufďŹcient to rely solely on these built-in strategies?
88. Try: Creating a safe-fail environment
⢠Time-boxing
⢠Areas of risk/
uncertainty early in
release cycles
89. Try: Creating a safe-fail environment
⢠Time-boxing
⢠Areas of risk/
uncertainty early in
release cycles
⢠Prioritisation bias
towards areas of risk
90. Try: Creating a safe-fail environment
⢠Time-boxing
⢠Areas of risk/
uncertainty early in
release cycles
⢠Prioritisation bias
towards areas of risk
⢠Spikes to reduce
uncertainty
91. Try: Creating a safe-fail environment
⢠Time-boxing
⢠Areas of risk/
uncertainty early in
release cycles
⢠Prioritisation bias
towards areas of risk
⢠Spikes to reduce
uncertainty
⢠Last Responsible
Moment planning
92. Try: Creating a safe-fail environment
⢠Time-boxing
⢠Areas of risk/
uncertainty early in
release cycles
⢠Prioritisation bias
towards areas of risk
⢠Spikes to reduce
uncertainty
⢠Last Responsible
Moment planning
⢠Learn quickly
93. Try: Collaborative risk management
Risks Strategy
Mitigating Containing
Evading
Avoiding
Thanks to: Slinger, M., Broderick, S., The Software Project Managerâs Bridge to Agility, Addison Wesley, 2008.
94. Try: Collaborative risk management
Risks Strategy
Mitigating Containing
Evading
Avoiding
take steps before the risk materialises
to reduce the containment costs e.g.
move feature to an earlier sprint
Thanks to: Slinger, M., Broderick, S., The Software Project Managerâs Bridge to Agility, Addison Wesley, 2008.
95. Try: Collaborative risk management
set aside time and money to pay
for the risk should it materialise
Risks Strategy e.g. plan for training on new tools
Mitigating Containing
Evading
Avoiding
take steps before the risk materialises
to reduce the containment costs e.g.
move feature to an earlier sprint
Thanks to: Slinger, M., Broderick, S., The Software Project Managerâs Bridge to Agility, Addison Wesley, 2008.
96. Try: Collaborative risk management
set aside time and money to pay
for the risk should it materialise
Risks Strategy e.g. plan for training on new tools
Mitigating Containing
bet on the risk not
Evading materialising e.g.
accepting not having
a dedicated team
Avoiding
take steps before the risk materialises
to reduce the containment costs e.g.
move feature to an earlier sprint
Thanks to: Slinger, M., Broderick, S., The Software Project Managerâs Bridge to Agility, Addison Wesley, 2008.
97. Try: Collaborative risk management
set aside time and money to pay
for the risk should it materialise
Risks Strategy e.g. plan for training on new tools
Mitigating Containing
bet on the risk not
Evading materialising e.g.
accepting not having
a dedicated team
Avoiding
take steps before the risk materialises donât do part of the
to reduce the containment costs e.g. project that entails the risk
move feature to an earlier sprint e.g. avoid platform upgrade
Thanks to: Slinger, M., Broderick, S., The Software Project Managerâs Bridge to Agility, Addison Wesley, 2008.
98. Avoid: The vicious cycle
of overcommitment
âWe use Scrum but⌠we don't have time for bug ďŹxing or
process improvement because we have too many new features to
99. Try: Snapping out of overcommitment!
Raise visibility, get buy-in, create a sense of urgency, action!
101. Stalled improvement
âWe use Scrum but⌠we've still
got the same issues that we had
a few sprints ago! â
Are you suffering from the
âthree meeting syndromeâ?
102. Stalled improvement
âWe use Scrum but⌠we've still
got the same issues that we had
a few sprints ago! â
Are you suffering from the
âthree meeting syndromeâ?
Avoid: SuperďŹcial 15min retrospectives only
107. Try: Deep reďŹection & correction
Keep Problem Try
Puzzles
1. Set the stage
2. Gather data
3. Generate insights
4. Decide what to do
5. Close the retrospective
Reference: Derby E., Larsen D., Agile Retrospectives: Making Good Teams Great, Pragmatic Bookshelf, 2006.
113. In Summary... letâs not dilute Scrum
âAgile development is like teenage sex.
Everyone says they're doing it, but only 10% are.
114. In Summary... letâs not dilute Scrum
âAgile development is like teenage sex.
Everyone says they're doing it, but only 10% are.
And those who are -- ARE DOING IT WRONG.â
115. In Summary... letâs not dilute Scrum
âAgile development is like teenage sex.
Everyone says they're doing it, but only 10% are.
And those who are -- ARE DOING IT WRONG.â
- The Hacker Chick Blog
120. Your moment of Scrum Zen
Work towards:
⢠High performance teams
121. Your moment of Scrum Zen
Work towards:
⢠High performance teams
⢠Harmony with your environment and its challenges
122. Your moment of Scrum Zen
Work towards:
⢠High performance teams
⢠Harmony with your environment and its challenges
⢠Your âďŹtness peakâ
124. Try...
â Targetting process improvement goals + discussing
Scrum values, principles and what these mean
â Applying before inspecting and adapting
â Looking into the Scrum mirror
â Doing your homework on the backlog
â Sashimi slicing by business value
â Allowing the team to self-manage within a time-box
â Team-centric reviews and incentives
â Not demoing features that arenât truly âdoneâ
â Collaborative risk management
â Snapping out of overcommitment!
â Deep reďŹection and correction