Maximizing Scrum

Maximizing Scrum

Maximizing Scrum -a foundational perspective on ‘scaling Scrum’- Most organizations that have adopted Scrum are caught up in a (mental) race to ‘scale Scrum’. It is worthwhile considering what drives them, and point out the value in understanding and employing Scrum properly first. A Compelling Desire to Scale? Organizations that have been around for a while have grown very complicated and extremely interdependent internal structures. IT and software development work is organized as assembly line work. Many bodies, meetings, hand-overs, resources, deliverables, processes and departments are required in order to produce and release even the smallest chunks of work. Growth in volume and quantity is seen as the only way forward. The internal structures make it very difficult to produce more work and allow such growth. The investment to produce additional work is spent mostly on the structures themselves, not on the actual productive work. The existing structures are the root of the problems organizations seek to resolve by adopting Scrum. It is then fascinating to observe how Scrum is expected to match the existing structures. The reluctance to touch the existing structures results in twisted adoptions of Scrum. The problems impeding increased business agility remain. The benefits to be gained from Scrum quickly crash against organizational limits. The attempts to scale Scrum reflect the past views in which growth was only achievable through larger numbers. The already twisted implementation of Scrum then needs to be scaled to develop more software, faster. The opportunities for organizational healing are lost. The Scalability of Scrum The primary potential of Scrum lies not in enlarging capabilities, in terms of quantity and volume,...