In the world of Agile software development, Scrum stands out as one of the most widely adopted frameworks. It provides a structured yet flexible approach to managing complex projects, promoting iterative progress, collaboration, and continuous improvement. However, as organisations adopt Scrum, many encounter a phenomenon known as ‘Scrumbut.’.
‘Scrumbut’ refers to the practice of adopting Scrum with modifications that deviate from the core principles and practices of the framework. It is characterised by statements such as, “We use Scrum, but…” followed by an explanation of how the organisation has altered Scrum practices to fit their needs or constraints. While some flexibility is inherent in Agile methodologies, the presence of ‘Scrumbut’ — also known as ‘Agile Smells’ — often signals deeper issues that can undermine the effectiveness of Scrum.
Understanding ‘Scrumbut’
‘Scrumbut’ typically emerges when teams or organisations try to tailor Scrum to their existing processes or constraints without fully understanding or committing to its principles.
Common examples of ‘Scrumbut’ include:
1. Skipping Retrospectives: “We use Scrum, but we skip retrospectives because we don’t have time.”. Retrospectives are crucial for continuous improvement, allowing teams to reflect on their processes and make necessary adjustments.
2. Irregular Stand-ups: “We use Scrum, but we only have stand-up meetings once a week.”. Daily stand-ups, now known as the Daily Scrum, are designed to ensure constant communication and alignment within the team.
3. Undefined Roles: “We use Scrum, but our Product Owner also acts as the Scrum Master.”. Scrum roles are clearly defined to ensure focus and accountability.
4. Unclear Backlogs: “We use Scrum, but we don’t maintain a detailed product backlog.”. A well-maintained backlog is essential for prioritising work and ensuring that the team is delivering value.
Note, this is not an exhaustive list!
The Risks of ‘Scrumbut’
While customising Agile practices to fit organisational needs can be beneficial, ‘Scrumbut’ often results in significant drawbacks. Here are just a few examples. Again, this list is not exhaustive:
1. Erosion of Core Principles: Deviating from Scrum practices can lead to the erosion of core Agile principles such as transparency, inspection, and adaptation. This diminishes the framework’s effectiveness in delivering high-quality software.
2. Reduced Team Performance: Without proper adherence to Scrum ceremonies and roles, teams may struggle with coordination, leading to inefficiencies and decreased performance.
3. Misalignment with Business Goals: Scrum is designed to ensure that teams are aligned with business goals and delivering value incrementally. ‘Scrumbut’ can disrupt this alignment, resulting in projects that do not meet stakeholder expectations.
4. Inconsistent Improvement: The iterative nature of Scrum relies on regular inspection and adaptation. Skipping retrospectives or other key ceremonies means missing opportunities for learning and continuous improvement.
Addressing Scrumbut
To mitigate the risks associated with ‘Scrumbut,’ organisations should consider the following strategies:
1. Education and Training: Invest in comprehensive Scrum training for all team members and stakeholders. Understanding the ‘why’ behind each practice can foster greater commitment to following the framework correctly.
2. Strong Leadership Support: Ensure that leadership is committed to supporting Agile practices. This includes providing the necessary resources and time for teams to conduct Scrum ceremonies properly.
3. Regular Coaching and Mentoring: Engage Agile coaches or experienced Scrum Masters to guide teams, identify ‘Scrumbut’ behaviours, and help them return to core Scrum practices.
4. Emphasise the Agile Mindset: Promote an Agile mindset throughout the organisation, focusing on values and principles rather than rigidly following processes. This mindset encourages adaptability while still honouring the integrity of the framework.
5. Continuous Improvement: Encourage teams to regularly reflect on their processes and practices, seeking ways to align more closely with Scrum principles while adapting to their unique contexts.
From ‘Scrumbut’ to ‘ScrumAnd’
In his blog post, Ken Schwaber, co-creator of Scrum, addressed the concept of ‘Scrumbut’ and proposed a shift to ‘ScrumAnd.’. Schwaber emphasises that instead of saying, “We use Scrum, but…”, teams should aim for “We use Scrum, and…” to incorporate additional practices that enhance Scrum without compromising its core principles. This perspective encourages teams to embrace Scrum fully and seek continuous improvement through complementary practices rather than deviations.
Conclusion
‘Scrumbut’ is a common challenge that many organisations face when adopting Scrum. While customisation is a natural part of Agile practices, it is crucial to distinguish between beneficial adaptations and harmful deviations. By understanding the risks associated with ‘Scrumbut’ and implementing strategies to address them, organisations can fully leverage the power of Scrum to deliver high-quality software and achieve their business goals. Embracing the true spirit of Agile—flexibility, collaboration, and continuous improvement—will ensure that teams can navigate challenges and thrive in their Scrum journey.
We’d love to hear your thoughts. Have you encountered ‘Scrumbut’? Share your experiences — and tips on how to eliminate it — below!