9 risky Agile and Scrum myths 

A Scrum Master can be anyone: 

Even when feelings are running high during the Scrum meeting, the duty of a Scrum Master is to keep. The team’s attention is on the ultimate goal of refraining from getting personally involved in the discussions that occur during sprints and daily stand-ups.

Therefore, the answer is that anyone may become a Scrum Master and perform a variety of roles as long as they have the emotional maturity to deal with the various viewpoints, conversations, and impulses to steer the team away from the intended course. 

Scrum functions well when more meetings are held: 

Except for five well-known timed activities (planning, kick-offs, reviews, post-mortems, and Scrum status), Scrum should avoid meetings. Sessions are no longer required. And it’s obvious that something is wrong with the way Scrum operates in your team if you frequently schedule so-called short meetings.  

Therefore, the truth is that attending more meetings does not equal “getting into” the “good” Scrum. 

Scrum will progress if there are more meetings: 

Except for the five known time-boxed activities. Scrum was intended to be a meeting-free methodology. There isn’t a meeting that needs to be held after this.  

Additionally, if your team’s use of Scrum is not working out as it should if your schedule is clogged with numerous supposed short meetings, something is clearly wrong. 

Every day and status meeting is the same: 

The status meeting and the daily scrum meetings are identical: 

If we believe that the daily scrum meeting is equivalent to the status meeting, nothing could be further from the truth and the intended outcome. Not at all! 

You must have witnessed a number of instances where team members gave updates on what they had done the day before and what they planned to achieve today. They also talked about problems and then left, presuming the scrum was successful. That is an actual failure. 

The purpose of a scrum meeting is to swiftly examine the overall progress of the project based on work done up until last night against the project’s end objective and determine whether we are on track or not. The next step is the status meeting, where the in-flight items are checked for status and the tasks for today are immediately dispersed. 

The daily and status meetings are identical: 

Scrum meetings would gather and rapidly assess the overall project’s progress based on the work done up to yesterday evening in comparison to the end project’s goal, & swiftly determine if we are on the right road. Quickly distributing daily chores and verifying the status of flight items are both parts of the status meeting that is now in progress. 

Velocity & Value Are Same: 

What happens if a team member produces automation quickly but does not provide as much value to the final product as once believed? This misunderstanding of Scrum is typical. 10% of the total value may have come from 100% of yesterday’s work. If you have a clear understanding of speed and value, it’s fine. In the status meeting, specifically, the velocity will be examined. It inspires value in us. 

A Scrum Master Must Be Technical 

I wish to modify that remark by emphasizing that a technical person can become a scrum master as long as they can control how their technical inclinations affect their ability to perform their obligations as a scrum master. 

If that cannot be ensured, it is preferable to hire a non-technical individual to serve as the Scrum Master since they can make sure that the talks stay within the allotted time and that the meeting’s focus stays on point. 

In every scenario, the sprint backlog should be respected: 

That’s not right! You don’t have to do everything in your sprint backlog at once; rather, it is a list of tasks you wanted to achieve during a specific sprint. 

 Employees wouldn’t have to spend weekends at work or put in a lot of extra time before or after the business is open. If there is a delay at the conclusion of a sprint, it merely indicates that the schedule was flawed or that the team encountered unforeseen performance problems that need to be appropriately resolved.  

Depending on the backlog’s priority in these situations, it is transferred back to the product backlog for inclusion in subsequent sprints. 

how useful was this post?

click on star to rate it.

Author :

sharvari m

View posts by sharvari m

hire Coach

Leave a Reply

Your email address will not be published. Required fields are marked *

You may use these HTML tags and attributes: <a href="" title=""> <abbr title=""> <acronym title=""> <b> <blockquote cite=""> <cite> <code> <del datetime=""> <em> <i> <q cite=""> <s> <strike> <strong>


Enjoy this blog? Please spread the word :)