YDS: Does Your Management and Leadership Team Support Scrum?

Does Your Management and Leadership Team Support Scrum? Let's explore the options this situation presents. All of this and more are discussed in today's episode of Your Daily Scrum with Todd Miller and Ryan Ripley.

Professional Scrum Trainers Todd Miller and Ryan Ripley built this course to help those interested in Scrum get up and running quickly using the Framework. They've partnered with Daria Bagina from ScrumMastered to bring practical materials and guides to the course.

Todd and Ryan also co-authored a book - Fixing Your Scrum: Practical Solutions to Common Scrum Problems.

For more information about Agile for Humans, visit:

For more information about Daria and ScrumMastered:

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[dmitryshastitko]

Thanks. Hope everyone have a productive week.

[Euroagile]

thanks a lot. I watch to finish. and enjoy that

[bradledbetter]

I was surprised by how high the number is. In my experience in mostly smaller development shops in companies of 100-500 people, Scrum starts with the developers or their direct managers and the rest of the organization isn't even aware of it.

[vkxcqsn]

Interesting. While there is the 56% number, I would personally like to dig deeper as to what that really means. In a previous organization, the senior leaders were onboard, but they weren’t fully educated in Scrum so they effectively let the Developers take over. The Agile transformation became bottom up. The Project Managers were very unhappy because they were effectively put in a corner. I will spare details. However, we ran into many of the problems you brought up here.

In my current organization, managers/leaders support a scaled framework. Some parts of the organization are mature (I.e. know Liberating Structures, flow metrics, have PSMs and those with the ScrumAlliance Scrum certifications). Other parts of the organization, managers/leaders support the framework of scaling. However, I wish there was some emphasis on people mastering the fundamentals of Scrum as well as Kanban. I hope that will come with maturity. That’s likely going to take time. This one can also be tough to navigate since there are Agile Coaches, and finding where ScrumMasters can step in can be challenging. I went a little off topic. My main point is the numbers are a good starting point for a discussion, and there is often something underneath the numbers.

[nextgenray]

First thank you for all the content and insight you guys provide, extremely helpful (I know Todd is a recovering waterfall project manager, love how he used this phrase in previous videos). I have transitioned from completely using PMP waterfall framework and started learning more about Scrum over the past 4-5 months. I like using the Work Breakdown Structure (WBS) to start my planning and organize the work that has to get done. Once I have a general map, I then I incorporate the scrum board, scrum process, and start setting my goals. This is never suggested and I know it is not part of the Scrum framework but how do you organize the project and create a structured road map to guide the entire project? Trying to understand how to plan and organize the work that has to get done when using the scrum framework. Again thank you both

[Ella-ddvz]

Hi! Can you advise how a team can get started with SLAs? The manager is starting to push some stuff around... and one of the goals that he set for our department was to have an established SLA. Is it supposed to be 20-page documentation, as was presented to our team?

[Jcob]

As a product owner. My product is very client specific. That means tons of variations on the product for each and every client. Next to creating new features in our main product we also support all issues and general customer support for clients. I’m new in this team but it doesn’t seem healthy spending 60% of our resources on customer support. Is it time for out company to split this team off, creating a separate tech support team and a separate scrum team?

[UliSchumacher]

I thought the number to be quite high. If it's just lip service - then yes, I would have expected a higher number. But to be fully behind and supportive you'd have to understand it first. Simply saying "just do the thing the consultants told us to do" is not support. But maybe I'm reading too much into that question.

[krod]

Did not attend the survey but I would be one in the 44%. Our management and leadership team only wants Scrum as a USP. They don't actually want to use Scrum. This is made worse with the Scrum Masters/Coaches also not understanding/trying to implement Professional Scrum. So what we have ended up is some internal adapted process that everyone is calling Scrum. But it is nothing even close to that. e.g. There is no increment every Sprint. Neither is there any focus on solving the impediments to try and achieve a working increment. As suggested by other members, there's only so much you can do especially if the Scrum Master itself does not support Scrum.

In large organizations, there is so much bureaucracy and red tape that people have their own agenda. The iron triangle is what they care about with scope, budget, and deadlines. They want you to give them a release date, you start working and deliver before that date.

[b-l]

Random question, but what is the app in the background behind you guys?

[ThomasOwens]

Especially in larger organizations, why do they need to be supportive - or even aware - of Scrum? Wouldn't promoting the more fundamental aspects of agility (and perhaps lean practices) be better? What does it matter if the teams are using Scrum or something else that is otherwise incompatible with Scrum?

Perhaps at least some of that 44% is not explicitly supportive of Scrum, but also isn't hindering the teams that choose to use Scrum.