Scrum is just another leadership attempt

Lets put a finger on some hard spots: Scrum is no silver bullet! It will not fit in every situation. On top it will not be the best solution for every situation. Whenever the humans in the organisation aren’t ready to accept and internalize the mindsets behind Scrum, it will not work.

Next spot i want to look at is what i call the holy knowledge how it should be. The Scrum Guide leaves much room for the implementations. This is on purpose. There is room for finding the best fitting solutions for every problem you and the organisation encounter. You can’t expect that two randomly implementations of Scrum are exact the same. Ok, you can, but you will be disappointed! No two organisations have the same

  • customers and their needs,
  • employees and their knowledge and needs,
  • roles and rules and
  • relationships and contracts.

Having said this, we must step back and admit, that there can not be a role, event or artefact that has to be exactly as you imagine it or saw somewhere else. Everything may differ. And it is ok! I dare to say everything should differ to fulfill the specific needs.

So lets accept, that Scrum is just an attempt how to solve problems. It is a great one, with many pros. But it is not more than one of many leadership attempts.

What is Scrum for you? Have you stumbled upon somebody stubborn? Let the world know and leave a comment!

Thanks for reading and sharing, hope you enjoyed it!

Effective and efficient Daily Scrums

Lets talk about one of the most important meetings in the Scrum framework: the Daily Scrum. It is, as the name says, hold on every day of the Sprint (ok, just on the working days :D). In the daily the team comes together to find out how the Sprint is going, what could be a risk to not reach the Sprint Goal and how to prevent not finishing the most important stuff. With important stuff here is ment the things which give the most business value.

The famous three questions

The most frequent thing you hear or read about the Daily Scrum (e.g. the Scrum Guide) are the following three questions every team member should answer:

  • What did I do yesterday that helped the Development Team meet the Sprint Goal?
  • What will I do today to help the Development Team meet the Sprint Goal?
  • Do I see any impediment that prevents me or the Development Team from meeting the Sprint Goal?

Lets have a short look who you need in a Daily Scrum. At least you need the team members (not the whole Scrum Team). Often it is good to have the Scrum Master and the Product Owner there too. The Scrum Master can give hints how to handle certain issues or point out risks which the team is not seeing. Also she can help the team focus more on improtant and necessary stuff. So for instance he can point out, that the team is premature optimizing a not yet proven solution or not focusing on customer needs any longer. The Product Owner can be a listening and answering part of the Daily Scrum.

Three questions – the dark side

The risk with the “three questions Daily Scrum” is, that the team is just doing a report. If your company has the structure, that the Product Owner is also the boss of the team, chances are high, that the team is not selforganizing and swarming around the problems, but just looking direct into the eyes of the Product Owner/boss and reporting to him. They will tell him what they have done and what will be done next. But even if there is no such structural antipattern the risk of unseen risks is given in this approach of the Daily Scrum. This risk comes with the three questions, which are easily mistransformed to the following questions:

  • What did I do yesterday?
  • What will I do today?
  • Do I see any impediment?

Maybe you see what happened? We completely lost the focus on the important part, the Sprint Goal. The questions are sounding very similar. If you don’t look, or better listen, carefully, it seems alright, that the team answers the shorter questions. But: without the focus it is very probable, that the team forgets fast which reason they have: the “Why?”, the “What for?”. The team lost the focus on the customer needs. Now the team can fill the fifteen minutes of Daily Scrum with unimportant chat. They can seem very busy and look like hard working, but can achieve no business value at all.

Other reasons for hidden risks can be fear or shame. If somebody isn’t feeling safe, she can come into the state of fear, that is the obvious way and shouldn’t need further discussion. The other way it is possible to become fearfull, if you have a hidden or personal goal. For instance you want a raise or a promotion. Than some colleagues tend to bury their mistakes deep under a mile of talking about nuts and bolts all the time. If somebody is ashamed, because she can’t solve a problem, the same can happen. Important here is transparency and security. Work into the why and fix it as deeply as possible!

Why Daily Scrums?

Short break and remember whatfor we do have Daily Scrums: we want to assure, that we reach the Srpint Goals. Therefore we plan on a very small scale what to do next. And we want to identify handle risks as early as possible. With this early access to the risks, we can plan the Sprint as safe as possible. Back to the How!

How to organize an efficient and effective Daily Scrum

The approach i am writing about is based on Eric Brechners presentation. He is talking about Kanban, but that’s no problem. I tried it with some teams and had great results. The teams were focused on the most important things nearly all the time. It is really simple: everybody answers just the questionAre there any risks or problems for reaching our goals?

  • Are there any risks or problems for reaching our goals?

The focus is just on the things which can go wrong or are already going wrong. First we decide, if it is an important issue. If it is not solvable on the spot, we don’t talk through the solution at all. We focus on the second question:

  • Who will solve this issue with whom?

You can decide to go person by person, story by story or just throwing the question into the room. Just figure out, what works best for the team. In my teams we only asked into the room and gave everyone a look. Normally every issue came out on their own, only sometimes a question about a topic was needed to see the risk.

Later we realized that focusing only on problems, issues and risks is a bit demotivating and we added “Are there joys or are you proud on something?”. That made the Daily Scrum much more fun!

Conclusion

Have you tried this method for Daily Scrums? Or the three questions mentioned in the beginning? Or a completely different method? Let us know and write a comment!

As always i hoped you liked it, thanks for reading and sharing!

Divide and rule in Scrum – the events

Sometimes it is fun to have a look on old knowledge from a different point of view! In this case the old knowledge is Scrum-you’re familiar with it, right? The viewpoint i chose today is the good old divide et impera or defeat in detail! As already announced in the first blog post about the roles in Scrum, here is the next part of the mini-series: the Scrum events in the light of divide et impera. Enough chitchat, let’s dive in!

The events

The official Scrum Guide talks about five Scrum events: the Sprint, the Sprint Planning, the Daily Scrum, the Sprint Review and the Sprint Retrospective. We will talk about them one after another!

The Sprint

I see you asking “How is the Sprint splitting anything?”. I asked myself too and here it is: by taking always small chunks of functionality, or even better business value, putting them into one Sprint and completing them one by one. Seems too simple, right? And it truly is very basic. When the Product Owner does a good job, the developed items are ordered by the maximum value. Here the divide et impera gives us the power to develop every section of the application only up to the point when another one has bigger value. This is one part of the huge power of Scrum – the biggest customer value wins! So we are dividing the “what” into doable parts while staying able to react very fast and not waste time on finishing unused features!

The Sprint Planning

The first meeting and the starting point of every Sprint is the Sprint Planning. It is there to shape the Sprint Goal and how to achieve it. The Scrum Team makes the very first step on the “how” level. Often this is done in two steps: looking for possible ways to achieve and than deciding which way to choose and clear the way further.

Another way this meeting divides and rules is by splitting and sorting: if a Product Backlog Item is too big for one Sprint, it is divided into several smaller ones until something fits in. If a Product Backlog Item is to expensive at all, it gets out of the Product Backlog. Hopefully!

The Daily Scrum

In this very effective meeting the Development Team goes through “how” questions of the most important Sprint Backlog Item. The team focuses on how to reach the given Sprint Goal as best and fast as possible. This can mean to decide who does what till the next day. Who will check which possible prototype idea or who will implement what part (maybe in pair programming with who). We have a further division of the how in a more detailed granularity.

The Sprint Review

In the Sprint Review the whole Scrum team looks at “what have we done?”. It is the counterpart for the Sprint Planning-here we look backwards on what was finished. If the Product Backlog Item was only a part of something, here is the first chance to decide, if we adjust this part, go further on the way or spend time and energy in another feature set.

The Sprint Retrospective

The place to look at the “how we are working” is the Sprint Retrospective. Here is the division: in the Sprint Review we looked at the “what was done”. By this segregation of concerns it is assured, that we have a focus on reaching the goals and improving always over time. So we work to reach our business goals and assure to be or become more agile/flexible/professional/whatever our market needs. This Janus-faced character is a wondrous feature of Scrum.

Conclusion

So we’ve seen, that the Scrum meetings are full of dividing and ruling on different stages and at different times. On an abstract point of view there is no need for breaking things more down than it is done in Scrum. If its done right ;)!

What are your thoughts on the Scrum events in general and in this point of view? Do you have something else you want to read about? Would you like to look from another perspective or do you want to see an other part of Scrum analyzed? Did you liked this blog post? Let the world know it and leave a comment!

Thanks for reading and sharing πŸ™‚ i hope you liked it!

How to give advice

Let me give you some advice about a very complicated topic: ADVICE! It is an area where you can destroy many things or build real and vivid relationships. First of all i want to step on the shoulders of giants: stop your advice monster (a big THANK YOU again to Michael B. Stanier for this great metaphor from The Coaching Habit). Advice monster? Yes, giving advice is an art and you should not give it without permission and only if you are really forced to give it. But the most of us have a little monster on the shoulder, which is pushing us to give advice even if nobody asked for. It is our habit to give advice. Whenever you do it, the others, or better the advice recipients, will give their responsibility to you… and you guess it, you will take their chance to grow by this.

General things

Let’s dive quick into the topic: whenever somebody shows up and asks for advice, take the time for them. If it is not possible right now, make an appointment soon. Give the people the respect you would want to get and care! Step back from just saying “do this and that” towards listening and lifting up your fellows. Be flexible with the following steps – some people or situations need more, some people need less. Experiment with the process and try to find out what works best for you and in your surrounding. Be transparent about this experimentation by telling “let us try this and that”.

In my eyes it is appropriate to be happy, that somebody came to you with her problem. It is showing the big trust in you (or the arising one). As consequence thankfulness should be your attitude. This helps you later on being open and really helping.

Try to be as generous as possible. To the ones who come to you and the ones they might have trouble with. We are all humans and mistakes are human too. Even if you don’t like somebody it seems a good habit to assume always the best intents and freeing your mind towards those people.

The easy steps

Step one: Listen actively

First and most important of all: listen! But not just sitting around and waiting, be as curious as possible. Ask over and over again about more side parts or in depth. How should you be useful, if you don’t understand the full problem? And you will not understand it fully… never πŸ™‚

Step two: Open new options

Whatever came up in the discussion till now, somehow we don’t want to stay at the problem stage (side note: in the great book Facilitator’s Guide to Participatory Decision-Making the problem opening phase is followed by a grown zone, which should not extended to long). We need solutions! Those are made of possible options to solve the problem. Help your asker to see as much ways as you can to get out of the dark seas. Start maybe with “What do you think we could do about it?” to open space for own ideas. In my experience those are most fitting and sustained ones. If there are more solutions which aren’t found by their own, offer them in a friendly way by asking “Do you think this could work too?”.

Step three: Help deciding which option to choose

From here you will observe a wide range of possible things which could happen: from “Thank you so much, i will go this way!” to being completely overwhelmed and not able to decide. When in doubt, ask for every possible solution “What will change for now and in the future, if we go this way?”. Closely listen and note the things which come up. When you’ve talked about every useful solution, the question to answer is “Which way points to the best possible (or sometimes least bad) future?”. If there is such a solution and the advice seeker has a good feeling about it, you’ve made it. Ask again, if there is something left. Sometimes small side things are open and can be handled separated. Last part here: be thankful again and let everybody know it!

Step four (optional): Ask for feedback

If you two find a solution, that’s great! If it feels right to ask for a little feedback: go for it! Sometimes you will get the feedback anyway. Sometimes it is good to wait some days or weeks to ask how the things worked out.

Conclusion

Make a difference for the people who come to you! Don’t hurry to give advice to fast, let them stand up and go their way. This way they feel better and more responsible. They will have more self-efficacy and a boost of self-confidence.

Thanks for reading! What things came up when you gave advice? What mistakes did you make? What did you learn? Leave a comment and let the world know!

Responsibility Process

While reading and writing about Extreme Ownership i remembered, that i already heard of a similiar thing: the Responsibility Process from Christopher Avery. It also gives you the awareness, that you, and only you, are responsible for the things that happen in your life. Ok, sometimes you can not influence what is happening. But you can decide how to react on it! And there is the big power of the Responsibility Process: it just categorizes your responses to the world. You can take the responsibility or act in a irresponsible way. Those ways are obligation, shame, quitting, justifying and laying blame. And just for the entertainment: i forgot denial on purpose! Every single not responsible reaction is a way to somehow not feel the things which maybe are your part of the situation. By having this clear in your mind, it is getting easier to stand up feel responsible for the situation again. In my wallet i have printed and laminated card with the possible reactions. It reminds me from time to time to reflect in which states i am in different areas of my life. It helps me to get out of them, whenever i remind it.

How do you keep yourself responsible? What do you think about the responsibility process? Leave a comment and let the world know, what you think! And as always thanks for reading and i would be happy, if you share my posts πŸ™‚

Book review: Extreme Ownership

In this smaller review i want to present a real eye opening book about leadership: the Extreme Ownership by Jocko Willink and Leif Babin. As the subtitle “How U.S. Navy Seals Lead and Win” already brings up, those two are former Navy Seals. Only by reading the blurb made me a better guy by converting a problem at work from “we’re stuck” into “i go first, let’s have a look where we can get things”. How comes, that a book can influence your live so easily? Its success is based on many smaller and bigger principles, which are described always in the same way: a deeply described situation of the war in Iraq, a principle explanation and in the end a transfer to the business world with real life examples.

The main principle is that: you are responsible for everything what is happening in your sphere of influence. It’s really that easy! This principle is valid for everything: your private life, your business life, your voluntary work for non profit organisations. Whatever it is, you are resonsible! And not just a bit like “yes, i could do something about it”. Really like “if there is something not fitting, i can and will fix it!”. It is pushing yourself into the doing and stepping forward. It was reminding me of the Responsibility Process of Christopher Avery, which also brings up that it is you part to change the game.

Conclusion

For me the book is absolutely important, because it points out the self-efficacy of everyone of us. It is quite interesting to read, even if you’re not into the army and war things. The main principles are in the first chapters. Later the principles are a bit less powerful, but that is only since they are not for so big parts of everybodies life. I recommend this book to everybody!

Have you read this book? Or an even better one? What are your suggestions about self-efficacy and taking responsibility? What worked and what didn’t? Just leave a comment and let the world know about!

Thanks for reading, i hope you enjoyed and took something useful out of it!

Divide and Rule in Scrum – the roles

When thinking about Scrum what is coming in your mind first? The Scrum Master? The Sprints? The Product Backlog? Whatever it is, lets have a look on it from another angle: the good old divide et impera or defeat in detail! There are many historical persons who are attributed with it. We will not cover this part here, it could be a longer story :)!

With this blog post i am trying something new – at least a bit new for me: a series of shorter posts on a bigger topic. Let me know, if you like this more or the old way of sooo looong articles!

The roles

One part which i love about Scrum is the separation of concerns (sorry, deep in my heart i am still a software developer) of the roles. On one side we got the Product Owner. She, and only she, is responsible for the “what” is done and the “why” is it done. Business value and its maximization is her key responsibility.

Then there is the Team. Their business is the “how”. Nobody, not even the Scrum Master, can tell the Team how a specific thing has to be done. The Scrum Master has the right to intervene and ask, if there isn’t a better way to do things. But the Team has the final say!

Last but not least we got the Scrum Master. Her sphere of influence is the Scrum framework, its understanding and the living of it in the whole organization in the best way possible. With best possible here is ment, that the Team rises to high velocity and stays there. While we have many smaller parts in the servant leadership of this beautiful role, but in my eyes they fall completely under the correct understanding and living of Scrum and the high velocity of the Team.

Conclusion

Overall for me the Scrum Team is the best example of divide and rule! I love, that for every important part of the business there is somebody personal accountable. That gives Scrum the power it has! In the next blog posts you will read about the events, the artifacts and maybe the rules in Scrum corresponding to divide and rule.

What are your thoughts on Scrum in this point of view? Do you have something else you want to read about? Another perspective or another part of Scrum? Did you liked this blog post? Let me and the world know it and leave a comment!

Thanks for reading and sharing πŸ™‚

The power of silence

In this post i am going to focus on a topic which is hard to maintain and helps me often in different situations: silence. I see you asking “How is silence helping you? It’s often awkward and not helping to get into action! Why should we sit around without coming up with a plan?” Be assured, we will cover those feelings too :)! I read about the gap in the conversations often. Lately in the Coaching Habit. Lets dive in and see what can be found in the bigΒ  black nothing!

Silence for yourself

Let’s take at first a look where every good leadership starts: you. Whenever you let a gap in the words spoken, you can be shure that you got the chance to think about new ideas on a topic. Often the first ideas are good. Second and third ideas sometimes are amazing. So leave the chance of a chance for great ideas! On the other hand you get the opportunity to think about how to involve the others better. How can i help them better? How can i get them better into seeing my point of view? How can i get them to see the whole picture? How can i see their stance more clear?

Next great thing of a small piece of no words is the chance to get over a bad feeling. Whenever you have a feeling, be assured, that someone will see it or feel it too. Ok, most guys tend to push this touchy-feely thing away as fast as a ray of light. But: having a feeling and getting over it, before exploding, helps you to be fair and calm. That’s were we find another small gem: the time to reflect. Whenever you have time to reflect, you can get into a better understanding of the situation, your counterparts and yourself.

The last soft topic on your side is the feelings in you and the room. Sometimes there is a little part not fitting. There is a small thing which creates an odd perception in you. You see the things and a small voice in the background tells you “hey, this isn’t fitting overall”. Take the time to find out what it is. Hold the feeling in the room. Try not to get fast over it. Hold it in your body and find out where it sits, what it is about and what it is telling you! And with this last note on you, we can step over to the next part: the others!

Silence for the others

We’ve seen how challenging it can be to be silent for yourself. Let’s have a wider look at something crucial in leadership: the others. Whenever you let others the time to think or feel what is going on, you open the possibility of further development. You let them find out what the challenge is all about. You give them the chance to figure out things, to come up with own thoughts and solve theΒ  problem(s) on their own. This little gem is making a crucial difference in leading and in relationships.

Even if it is hard to remain silent, you’re maybe used to always find a good or great solution fast, it is worth on multiple layers. If you just take over control, you give the others the signal to lean back and see with what solution you will come up. Sometimes this is becoming a real vicious circle: nobody is used to think in solutions, cause you will step in and “rescue” everybody. For the lazy ones this is a good feeling, for the eager ones this is a bad feeling. Imagine you want to learn and get further in your carreer. Than there is a boss or leader always making every decision and coming up with solutions, even before the question was ended or talked out loud. The habit of this guy will take your chance away to come up with your own ideas and to make them better over time. You feel not trusted and will be frustrated. I know, this is one of the more negative possible situations. But it’s totally worth thinking about, because every frustrated great guy will sooner or later move on to the next challenges. And the chance to loose a colleague because you couldn’t let space for her development is worth to think about your habits!

Conclusion

My advice for you: play around with the mighty tool of silence. Get out of your habit to jump in and let your advice monster (thanks to Bungay Stanier Michael for this great image) take over the situation! Learn to hold the tension of waiting for the ideas of your colleagues! It’s absolutely worth: it opens space for further and faster development and enriches the possible solutions you have in the most situations.

Book review: The Coaching Habit

Have you ever read a book and thought “that’s simple but genius”? No? Than you should read The Coaching Habit by Michael Bungay Stanier. If your answer is “yes”, it’s also highly recommended. Why am i so convinced by this book? The easy answer: the subtitle is “Say less, Ask more & Change the Way You Lead Forever” and it was really like this for me. The book itself is really entertaining to read. Short and concise chapters make it simple to read in a few hours and find the things later fast. There are several genius concepts in it, which make remembering them unbelievable easy. Best example is the advice monster. Whenever somebody comes to you and asks a question, most of us are used to give an advice. Often there isn’t even a question necessary to wake up this cute fellow which hinders real growth. Whenever the advice monster starts to take over control, your counterpart is not longer trying to find a solution herself. By this they will not develop further and get used to have their problems solved by someone else. You see where this is going: you break their learning experience and even make others stop thinking. And we don’t need to talk about the bad things caused this, right?

The book is divided into short chapters which either are highlighting a question or some extra knowledge about habits, breaking them and introducing new ones. Let’s have a short look on three of the seven concise, world changing questions!

Question #1: What’s on your mind?

Somehow before getting lost in small talk or chitchat you need to kickstart the conversation about the things which drive your counterpart crazy. Therefore this short and easy one is designed to get to the point straight ahead. I feel like every word more on this one would be boring and i am uncomfortable writing so much about it πŸ™‚ so go for it!

Question #2: And what else?

Often the first thing isn’t the only one. And even better: it’s not the true, most important, most hurting point. The elephant is still unadressed! Therefore a second, third or thousandth time asking what there could be is moving the spotlight until everything is said. That’s the justification for this question: finding the things which matter and give them a chance to be solved!

Question #3: What’s the real challenge here for you?

When everything is out of the mouth and on the table, we need to find the most struggling thing. The one which drives the other crazy! Nobody can tell you better which thing it is, than the one who came up with all his problems. Again a good point to realize, that you shouldn’t solve problem number two, three or anything else than number one. And on top you should not solve the problem by advising! Lift your peer to find her own solution. Than everyone learned somthing, feels better and is empowered!

Overall there are seven of those smart questions, which all have their genius reason. They all help you to step up on your leading and your sparring partner to get out at least a bit smarter.

Did you already read the book? Would you read it after this blog post? How do you coach your colleagues? What worked well for you? Leave a comment and let the world know what you think!

As always thanks for reading and have much success in coaching!

Daily Scrum Antipatterns

Let’s have a look on a very central thing in Scrum in my eyes: the Daily Scrum. You can find a section in the Scrum Guide and many other places in the web. Living in the heart of every Sprint and every day of the Sprint, the Daily Scrum is the meeting for the Development Team to plan the next day. As you may read in the Scrum Guide, the Scrum Master and others are allowed, but they are not allowed to disturb the Daily Scrum. The Development Team decides how it wants to do the actual meeting. The Scrum Master only has to assure, that the meeting takes place, that the team is able to hold the 15 minutes timebox and that no outsider is disturbing. One common myth is, that everybody has to answer the holy three questions. That’s simply not true. The three questions are a good start for new teams to find a way to talk every day about the Sprint Goal. And that is the point where i want to start sharing my experiences and little stories.

Actual Antipatterns

The first thing i want to share is the “forced three questions”. Here the team lead forced the team members to answer the three questions. Without a doubt, the team had no right to improve or change the situation and was not empowered to organize its work as it wanted.

Another one i saw multiple times is the “i’ve done this and that”. The team members didn’t focused on the Sprint Goal. If you have a close look at the Scrum Guide, the three questions, there is always a “meet the Sprint Goal” at the end of them. So team members chatted about phone calls and refactoring a class and fixing this bug. But the Sprint Goal was not focused. And that’s a problem! The team should focus on the Sprint Goal and find a plan to reach it in the Daily Scrum. It is a inspect and adapt meeting, if the first plan got impediments in the way, the team has to adapt and change the plan.

Very close to that is the “hiding what you’re doing beside the Sprint Goal”. There one or multiple team members did things, which had nothing to do with the Sprint Goal and did not tell anybody. This is a violation of the Scrum Values focus, openness and maybe also respect. When someone of the team is not working together with the rest to reach the goals, it is unfocused and maybe also harming the morale of the remaining team and company.

Another thing what can be hidden are the mistakes. So the anti-pattern of the “hiding my mistakes” is harmful cause nobody will learn from them and they will be done again and again. This is a waste and should not be permitted. Whatever brings a team member to hide a mistake should be taken really seriously. If there is a broken culture, than the Scrum Master must have a look at it. It should be fixed as soon as possible to not end up in a situation where nobody is showing his errors and nobody can learn from them. Without being courageous we can’t adapt to the reality!

Talking about the culture i have to admit one pattern i saw multiple times is the “report meeting”. Here everybody is giving his or her report to the boss or the felt next higher tangible person. So if the boss is somehow once not there, than the Scrum Master is the recipient of the habitual report. There are two misconceptions. First is, that you have to tell what you’ve done and present your personal plan to someone. Second is, that the Scrum Master is higher than the team member. The latter shows a misunderstood Scrum interpretation. The Scrum Team is completely equal. The power is partitioned to have someone responsible for every important part in the development of complex products: the team is responsible for the how, the Product Owner for the what and the Scrum Master for the process. They are equal and together they build something great.

Quite similiar is the “chatty boss”. The boss is talking nearly all the time and even exceeding the timebox. He is giving everyone a task and looking for presenting himself. As you read through all the other patterns, there is nothing to add why this is a sign of not working Scrum.

The “forced metric” i saw and heard multiple times. For instance the team lead forced to fill the happiness metric. Without a doubt, if the team wants to fill a metric, that is clearly allowed. And on top it is a good sign for having some healthy habits. It shows, that the team may focus on side goals or true norths like better bug rates or better code quality. Being forced to fill a metric is a sign for a not so good understanding of theself-organising thingy.

Another hard thing i remember in one team was “the silence” or “the elephant in the room”. There were nearly no discussions or a hard atmosphere. Everybody was happy when the meeting was over. At least it felt like a big burden was gone after the Daily Scrum finally was done. That could’ve had several reasons. A new boss nobody liked or a cold conflict n the team were nobody wanted to get in struggle or some other hidden things. Here it is important to find the root cause and to fix it. Sometimes the Scrum Master can do this, sometimes he has to delegate it to HR.

Conclusion

Many misunderstandings of Scrum and the concepts in it can lead to Daily Scrums, which are not so valuable as they could be. Sometimes the Daily Scrum is a good indicator, that something deeper is broken. That could be the culture or the relationships. Than it is important to make this things transparent and to adapt to the reality.

What anti-patterns did you saw in your Daily Scrums? And how did you handled them? Which things helped and went something to the complete wrong direction? Just leave a comment and let me and the world know about your experiences!

Thanks for reading and have a good Daily Scrum :)!