The Chief Technology Officer, registered on the LinkedIn social network under the name Illia Y, shared his thoughts on the role of Scrum Master, and his unsuccessful experience with collaboration.
The Chief Technology Officer, registered on the LinkedIn social network under the name Illia Y, shared his thoughts on the role of Scrum Master, and his unsuccessful experience with collaboration.
«Scrum is a cult. That’s why I kick scrum masters out of projects… This year I fired a scrum master. The team applauded. Do you know how many sprints are actually completed on time? 23%. The rest is overtime and tech debt. But scrum coaches continue to sell certifications for $3,000,» he wrote on his account.
According to the CTO, after the termination of cooperation with the Scrum Master, the team’s results only increased.
«Result: team speed +35% per quarter. Minus overtime. And people stopped hating Mondays,» shared Illia Y.
He also separately listed a number of points that particularly irritated him in working with the Scrum Master:
Instead, the Chief Technology Officer sees the following solutions as alternatives, which, in his words, have proven their effectiveness:
«The funny thing is that clients don’t care about sprints. They need features on time. And we play with methodology instead of writing code,» he concluded his post.
The people of AIT perceived the topic starter’s post differently: some expressed similar opinions, while others insisted that a specific specialist did not cope with the tasks, and the role of the Scrum Master itself was irrelevant.
Agile Coach Artem Bykovets believes that what the author of the post encountered should not be called Scrum, but ScrumBut — a classic excuse for why Scrum processes don’t work. At the same time, he still believes that the issue here is not about the methodology, but about a specific specialist.
«The solution instead of fixing the processes and hiring a pro? Fire the last one and do it „as best I can“. As a reactive approach and local optimization, apparently, it worked, but does it correspond to the strategy in the long run? What did we lose/not gain in comparison with the implementation of a professional and full-fledged Scrum framework? Why did they hire him and hire the SM,» the IT specialist said.
Andriy Gerasimenko from Aityte also believes that a specific Scrum Master did not cope with the tasks, citing his own experience.
«As a Scrum Master, I work in such a way that there is no „sect“. Scrum is not a set of rituals, not a fetish of sprints, but a way to make the complex predictable and transparent. But only when people in the team understand why it’s all there,» he is convinced.
Project & Delivery Manager Iryna Stelmakh believes that the author’s post is a «set of red flags.»
«What is described in the post is not scrum. With all due respect, it is a description of how not to do things, the most standard mistakes. So it is more about ignorance/inability to apply scrum by the team, the scrum master, the manager who hired this team, or the company’s agile expertise in general. I understand you, but it is worth learning, and not telling the public that „scrum is bad“, that’s why they changed the approach,» she expressed her opinion.
Many other opinions on this matter can be read in the comments, there are over 200 of them .
