I just finished reading Scrum: the Art of Doing Twice the Work in Half the Time by Jeff and JJ Sutherland . Jeff Sutherland co-created Scrum in the 90s. JJ Sutherland is the CEO of Scrum Inc and works closely with his father.
Prior to this, Iâ€
Even though the father-son team that wrote this less technical and more introspective Scrum book and run Scrum Inc have little use for managers like me, I like Scrum. Iâ€
Curiously Scrum doesnâ€
In this series of blog posts I’m going to explore the relationship of managers and management to scrum masters and Scrum. I want to explore why Scrum left the management role out of the equation and why an elegant and powerful algorithm and data structure like Scrum is so hard to implement without destroying the aspects that make it work in the first place. Finally, I will give some tips to improve the Scrum process so that managers are not the enemy but rather the friend of Scrum.
Before we go I just want to point out that while I’ve read and watched plenty of blog posts, tweets, and YouTube Videos declaring that Agile is dead and that Scrum is Not an Agile Framework neither of these sentiments are true!
Agile and Scrum have problems, mostly because both were conceived with particular aspects of work culture ignored: like managers, governance, telecommunications, and large teams. Agile and Scrum were also cooked up before today’s highly mobile, remote-mostly, co-working culture became popular/possible. That Agile and Scrum have survived these transformations mostly intact points to the strength of these methods of human collaboration.
Agile is not dead and Scrum is a flavor of Agile. Let’s help them live up to their ideals!