I observe a revived interest in Scrum. I observe how people, teams and organizations re-discover Scrum. Scrum has the simplicity they grasp for. They see the value Scrum brings. Simple and valuable, not easy. In a forward-looking observation I described it as the third Scrum wave that is rising.
Scrum is simple indeed, yet has so many aspects to be discovered by so many organizations. Scrum serves a journey of product discovery. Adopting Scrum is a journey of discovery in itself.
Scrum is a simple, yet sufficient framework for complex product delivery, for managing complex challenges. There is a high cohesion in the minimalist set of rules and advised activities of Scrum. There is no such thing as individual Scrum practices. Scrum lays down essential boundaries within which people self-organize, within which people devise a way of working tuned to their own context. Scrum can wrap many practices. When applied well, the integral result is still… Scrum.
The themes of the recent past of Scrum were ‘scale’ (volume) and ‘divergence’ (different names and movements). Distractions. People, teams and organizations realize that it did not result in the agility they need in their complex context. I observe a revived interest in the cohesion of Scrum, the framework as a whole. People, teams and organizations learn that over-focusing on isolated elements of Scrum has not helped them tackle their complex challenges and humanize their workplace.
While rediscovering Scrum, as a whole, people, teams and organizations discover that Scrum still leaves plenty of room for their context-specific needs. Scrum is designed to holistically support people, teams and organizations to create, maintain and sustain complex products. Scrum does not replace people’s intelligence and creativity, rather provides a frame for people to operate within and create valuable results. Scrum is intentionally low prescriptive. Scrum offers a limited set of mandatory prescriptions, which in turn allow many variations to apply the rules.
Scrum most often does not fit the existing, rigid structures of many organizations, the hidden impediment to achieve true agility. Stick with Scrum. Consider the core framework to be immutable. Period. Start small. Through practice all people involved will ingrain new behavior, enact the Scrum Values and grow a new working culture, a more humanized workplace.
Twisting Scrum, hacking into the basics of the framework breaks its cohesion, covering up dysfunctions rather than revealing them, probably disregarding the principles and foundations upon which Scrum is founded, rather than promoting great behavior. Such versions and implementations are possible. Isolated use of Scrum’s terminology or individual elements is possible. They might look like fun. They might work. They lack cohesion. They are not Scrum.
The 3rd Scrum wave is rising. Will you sink? Will you swim? Be a laggard of the second wave? Or will you surf?
On a personal note I want to add that I am delighted to see a shift from ‘Agile Coach’ to… Scrum Master. A good sign. A sign also that the need is real to have someone working with the teams and with the organization in fostering a healthy environment, an environment where innovation and creativity can emerge, where people can demonstrate traditionally unsafe behavior.