In my book “Scrum – A Pocket Guide” I distinguish the rules of Scrum from tactics to implement the rules.
- The rules of Scrum reflect the principles, values and empirical foundation of Scrum. They provide boundaries and a frame to augment self-organization.
- Tactics are possible good practices. A tactic should be selected, tried and tested, made right-size and fitted to context and circumstances, or be rejected.
Over the years the basic elements of the Scrum framework remained the same, as did the principles and rules that bind them together. But the mandatory prescriptions of Scrum grew… lighter. The focus shifted toward describing ‘what’ is expected as opposed to instructing ‘how’ to achieve that outcome.
There are many tactics to use within Scrum. Good tactics serve the purpose of Scrum. Good tactics re-enforce the Scrum values, rather than undercut them.
The Daily Scrum is a mandatory event in Scrum, a daily inspection of the team’s reality to adapt the Sprint plan to it. The Scrum Guide suggests that in the Daily Scrum every Development Team member answers three questions with regards to the progress of the team towards its Sprint Goal (Done? Planned? Impediments?).
Does that necessarily assure a great Daily Scrum?
Everybody might still answer the questions mechanically, as a personal status update, not opportunistically looking for the best way forward for the next 24 hours. They might be talking to the walls or to the Scrum Board, not exchanging information with the other team members. They might just make sure that they simply -well- answer the three questions, possibly just because the Scrum Guide says they must. The rules are formally followed without understanding the ‘why’ of the rules.
Is the team merely seeing Scrum as a methodology? Or is the team using Scrum as a framework for creativity, discovery and collaboration? Maybe the Daily Scrum event is only seen as an obligation, a meeting with a reporting purpose? Maybe the team feels pressured to make sure all their micro-tasks are logged, and they use the Daily Scrum to cover themselves against possible blame. It doesn’t help much when the three questions are merely formally answered, if the people involved don’t actually talk to each other. It doesn’t help much if no information is revealed that helps the team optimize its shared work plan for the next 24 hours against the Sprint Goal. The event turns into a missed opportunity to gain insight in the real situation, to inspect it and to adapt to it.
The goal of the Daily Scrum is to share information, and to re-plan the Development Team’s collective work so that they progress in the best possible way towards the Sprint Goal. That should be the background from which the three questions are addressed, not to blindly answer them from a ‘best practice’ viewpoint.