Scrum antipatterns : Scrum Master Studio Chapter 3
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This document outlines several anti-patterns that can occur in Scrum projects: - A dysfunctional development team that lacks trust, commitment, accountability, and ability to have constructive conflict. - Sporadic sprint cadence where sprints are treated as phases rather than time boxes, impeding progress towards goals. - Unupdated scrum boards where progress is unknown, transparency is lost, and impediments are not addressed. - A scrum master that commands decisions rather than enabling the development team.
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of limitations; which is the reason why it may not be the best fit for
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- 1. SCRUM ANTI-PATTERNS UMAR , SCRUM MASTER STUDIO CHAPTER - 3 21/04/2018
- 2. DYSFUNCTIONAL DEVELOPMENT TEAM MEMBERS Lackof trust among individuals. Lackof commitment as a team. Lackof Accountability as a team. Inattentionto team’s success. Inability to havea constructive conflict.
- 3. SPORADIC SPRINT CADANCE Plan- driven not a Value Driven. Time boxing not respected due to task mastering. Sprints are treated as “Phases” Lack of healthy and “ready” state product backlog items.
- 4. UN-UPDATED SCRUM BOARD Progress towards thesprint goal is unknown. Loss of transparencyamongscrum team members. Lackof understanding about necessity of inspection and adapt during daily scrum. Daily Scrumrunslike a “Status” Meeting. Impediments are not resolved intime or not raised on time Day 1 Day 5
- 5. RESOLVING SCRUM MASTER Conducts all the scrum events within a sprint. Command and control over development team decisions. Acts as a master of the development team. Proposes quick solution for any problem/issue.
- 6. SPILLING BACKLOG ITEMS Slack time is not considered as part of Sprint planning. Lack of Clarity on the Sprint Goal Product owner directs how development team works during sprint. Inadequate refinement of PBI. Estimations are driven by “SME”- the hero hacker
- 7. PART-TIME PRODUCT OWNER Success rate of product is uncertain. Un-ordered Product backlog Business goals are unclear. Unavailable for most/all the sprint events. Product Backlog Refinement may not happen.
- 8. SPINELESS SPRINT RETROSPECT IVE No Actionable Improvements are identified. Team will loose the courage to bring up discussion during retrospection. Scrum Master will not be trusted by Development team members. Scrum Master decides the retrospective items and orders the development team to ensure next time.
- 9. MECHANICAL SPRINT Daily Scrum transforms into status update meeting. Feedback is not offered to the development team at the end of Sprint Review. No improvement action would be identified at the end of Sprint Retrospective. Ignorance of Product backlog refinement activity. Development team members are burn out at the end of sprint without any value being delivered against the product increment. Scrum Master turns to be a Project Co-ordinator