And there is so much to choose from! Hustle up me a plate of Daily Stand ups! Throw me in some of that release planning and retrospectives! That’s good eatin!
That velocity stuff?–eh, that’s weird. I’ll pass on that. Same with those Velocity Charts. Yuck.
And so it goes. The company piles it up high. Before you know it, they got themselves a nice place of scrum.
And then they get themselves a nice case of scrum indigestion.
See, in Scrum, you just can’t pick and chose items like a buffet. It doesn’t work that way. I can understand the mentality. There are still plenty of things in scrum that don’t make much sense to me (Cumulative Flow chart? Forget it!). Our tendency is to just ignore it or just hope it sorts itself out in the wash.
The problem is, going buffet style with your scrum initiative is only going to frustrate your attempts to implement it.
The folks who came up with the scrum framework were purty smart people. The framework is well balanced and are interdependent on each other.
Let me give you a real life example.
I had a company who insisted we have Fibonacci points for all our user stories (and well they should!). However, not much attention was paid to velocity charts (“What? Its not consistent? Oh well. Better luck next time.”). Additionally, our sprints could fluctuate anywhere between 1 to 2 to 3 to 5 weeks long! Talk about scrum indigestion! We had plenty of it. No wonder the execs thought this scrum/agile business wasn’t all it was cracked up to be.
The architects of scrum didn’t come up with the scrum framework for kicks and giggles. The different parts are meant to work in tandem with each other. If you don’t let them do it, all you have is just a big mess.
Dan’s tip: Have some faith in the entire scrum framework! Sure, at first it might not make a whole heck of a lot of sense, but as you do it (correctly!), you will start having those “aha” moments and come to realize those people who came up with scrum must have known what they were doing after all.