Myth 1 – Scrum
is a Methodology
Methodology
A specific methodology is a well-defined set of
principles, concepts, tools, and associated practices that guide processes to
meet a focused goal. The methodology is fundamentally more prescriptive.
Framework
On the other hand, a framework is a flexible yet
incomplete structure that leaves space for different practices and related
tools requisite for the overall process. Thus, a framework is, practically,
less prescriptive.
People often refer to Scrum as Methodology.
Scrum is, from a practical point of view, not at all
a methodology. Instead, professional scrum master focuses
on the scientific implementation of empiricism. As a result, it strikes the
chord between well-defined principles and associated practices in a balanced
manner.
Self-Managing teams and their dedicated, collective
intelligence form the basis of Scrum. The teams solve varieties of complex
problems through a series of adaptive solutions.
Myth 2 – Agile
is equivalent to Scrum
50% of people I interact with using the terms Agile
and Scrum interchangeably. When they say something like ‘We are performing or
doing Agile’, they mean they are doing Scrum. On a practical note, these two
things are not the same.
Scrum is invariably a technical, lightweight
framework. It strategically helps teams and organisations generate value via
adaptive solutions suitable to solve various complex problems.
Agile covers a larger arena with a well-defined set
of values, concepts and principles. Scrum does fall under the expansive
umbrella of Agile, but there are many other concepts like it.
In addition, implementing Scrum never means you are
agile. To become agile, developing an agile mindset is extremely important.
Implementing Scrum doesn’t guarantee that you would become Agile but certainly
helps build habits that can enhance Agility.
Myth 3 – Cross
Functionality means each team member should perform every task
A cross-functional team is an efficient group of
people who have a clear goal, representing various disciplines under the
concerned organisation.
The combined efforts of the team are meant to add
value to the process. Scrum teams are, by nature, cross-functional. This does
not mean every team member would display every kind of skill. It means the
cross-functional attribute of the Scrum team would benefit the team and
organisation from an overall perspective.
It is impractical to expect each team member to be
well-versed with all the available technologies and skills in the current
competitive world. Instead, a top-class Scrum team knows how to value team
members with multiple skills.
Myth 4 –
Velocity is an intrinsic element of Scrum
Most of the Scrum teams use the concept of velocity
for forecasting the probable completion dates. But it is technically a purely
complementary practice within the realm of Scrum.
There is no need for the Scrum teams to leverage
velocity as one of the metrics. This is because Scrum Framework does not
consider velocity as one of its intrinsic elements. Still, many Scrum teams
continue to do so. This is reasonably good when velocity is not regarded as a
commitment.
Myth 5- The
Product Owner decides the sprint goal.
Scrum tells that Sprint’s single objective is the
Sprint Goal. It is specifically a commitment by the developers. I frequently
hear that the Product Owner is responsible for determining the Sprint Goal
during Sprint Planning. It is not at all true.
The Product Owner has a particular Business
Objective. He coherently communicates it to the self-reliant Scrum team.
Fundamentally, the Sprint Goal is rigorously and
strategically a collaborative effort involving the whole Scrum team. Scrum
guide never says that the Product Owner decides the Sprint goal.
Any Other such
Scrum Myths you have heard?
In this write-up, I have busted five myths related
to Scrum. In your organisation, have you come across any other myths? You can
share whatever thoughts you have in the comment section below.
Resource: https://www.tryscrum.com/blogs/5-scrum-myths-busted/
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