Somewhere between the CEO and 1st line management level, "you do Scrum, just get it done, how much money you need, and what kind of people you need." "It's just another framework." Salespeople were saying, "you're doing Scrum magic and making it faster." Sometimes people don't want to change.
Hello awesome people. It's me again with new learnings from the trenches. In our Professional Scrum Master and Professional Scrum Master II classes, we talk about several stances that the Scrum Master uses to improve organisation agility to deliver valuable products.
Are we still on the right track? Answering this question in a collaborative effort of the Scrum Team as well as internal (and external) stakeholders is the purpose of the Sprint Review. Given its importance, it is worthwhile to tackle the most common Sprint Review anti-patterns.
As Scrum Trainer I get to meet a lot of teams and hear of many different ways to do Scrum. Most are valid ways, yet some seem more aligned with the values of Scrum or the purpose of the specific Scrum Element.