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How do you deal with people that think Scrum is a waste of time
Last Post 21 Aug 2013 08:06 AM by slmoth. 3 Replies.
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12 Jul 2013 01:56 PM
About 2 months I've been named the ScrumMaster of a team of 6 people. I since struggle to find ways to improve the agile process and help my colleagues to better organize their work.
First, they all think that Scrum is nothing that a lost of time. To quote one of my colleagues "We loose time with all these meetings and the code does not write by itself".
We commonly agreed to have a daily standup meeting in the morning. I noticed they feel forced to attend. Even if I told them that the main purpose of the meeting is to inform the rest of the team about the status of the sprint so that we can make adjustments, they see it like a session where they report everything to me.
They think everyone knows exactly what needs to be done and there is no need for any kind of meetings. All my colleagues are seniors (they have over 15 years experience in SW Development). On the other hand, I am 25 and joined the company about 1 year ago, hence the lack of authority (or let's say it professional respect) among them.
Planning sessions? Sprint restrospectives? No way they would agree.
I could "force" them to attend to retrospective meetings as I have the full support of the SW Dev Manager, but what's the point if I would be the only one talking?
What do you advise me to do?
12 Jul 2013 02:10 PM
Two things pop in my head when i read your post.
"Respect has to be earned" and "servant leader to a self organizing team"
As a scrum master you are not required to be at the daily scrum; the scrum master only needs to make sure that it happens. Additionally, the daily scrum is not a status meeting. Figure out what the team finds useful in the dailies and do more of it. Figure out what the team doesnt find useful and do less. In general, the team wants to be more forward looking. So more "Today I will be..." and less "yesterday I".
As a scrum master you should identify when the team is talking to you during the dailies and let them know that they should be instead speaking to the development team. Additionally you may find it helpful to attend but not speak (this could take a lot of self control) and only bring up suggestions for change at the retrospectives or in an email sometime after the daily ends.
> I since struggle to find ways to improve the agile process and help my colleagues to better organize their work.
Identify specific problems and inefficiencies you are trying to improve on. This will make the value of the change more visible to everyone.
15 Jul 2013 03:54 AM
Presumably Scrum is being introduced to solve a problem. Are the team producing regular increments of value? If they aren't then you need to do two things:
1) Find out whether or not Product Ownership is clear and is exerting good pull. If Product Ownership is weak, then you or your own managers need to solve that problem first.
2) Next, ask the team for their solution. What is their plan for delivering regular increments of value to the Product Owner, if they aren't intending to follow Scrum?
If these matters are already sorted out, and value is indeed being delivered satisfactorily on an ongoing basis, then the focus should shift to optimization. You need to start gathering metrics, and ask the team how they plan to make further improvements. If they aren't doing Scrum, what other method are they intending to use so they can inspect and adapt?
21 Aug 2013 08:06 AM
Just wondering how the situation is going for you now, and how you were able to overcome any of the problems. I am advocating for Scrum now but am receiving the same types of responses.
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