## Introduction

The number of myths around [Scrum](/blog/first-steps-to-learn-scrum/) is still growing. Let’s be honest, frameworks or methodologies that use  [Scrum](/blog/first-steps-to-learn-scrum/) terms incorrectly do not help.

Today I would like to list the most common  [Scrum](/blog/first-steps-to-learn-scrum/) myths that I’ve seen in my career. I know that these myths have been constantly repeated and passed from company to company. But as you know, this blog is about education, so I want to debunk these myths. 

## Myth 1 - Scrum is just about Scrum events and roles

Many organizations decide to implement  [Scrum](/blog/first-steps-to-learn-scrum/), but they **end up only using roles, events & sometimes artifacts**. 

What is the result? They focus only on the way how to change processes or the way of working without really using [Scrum values](/blog/the-importance-of-scrum-values/) & **empirical approach principles**. This behavior is called: **"Mechanical Scrum"** and doesn’t work well in the long term. 

To be honest, [Scrum](/blog/first-steps-to-learn-scrum/) is much more about **changing the mindset and empowering teams** than anything else. I am not saying that events and roles don’t really matter, but they will not work without proper mindset and values. 
Implementing  [Scrum](/blog/first-steps-to-learn-scrum/) is the same like building the house, you need to have the proper **foundations**. 

## Myth 2 - Daily Scrum is a status report meeting

[Daily Scrum](/blog/scrum-events-3-daily-scrum/) is frequently misused by the [Scrum](/blog/first-steps-to-learn-scrum/) Teams as a **status report meeting** where individuals mention what they did, what they plan to do and what are their impediments.
You can ask - "Wait, but what is wrong with that? Aren’t these just the examples of the questions listed in the Scrum Guide version from 2017?"

The answer is - "Nope". There is one really important part missing here - the [Sprint Goal](/blog/sprint-goal-why-do-we-need-it/). The [Sprint Goal](/blog/sprint-goal-why-do-we-need-it/) is frequently treated by Scrum Teams as an unwanted element.They either don’t have one or they have multiple, so they don’t really use them.

What does [Scrum Guide 2020](https://scrumguides.org/scrum-guide.html#daily-scrum) say about [Daily Scrum](/blog/scrum-events-3-daily-scrum/)?

> The purpose of the Daily Scrum is to inspect progress toward the Sprint Goal and adapt the Sprint Backlog as necessary, adjusting the upcoming planned work.

[Daily Scrum](/blog/scrum-events-3-daily-scrum/) is not about **discussing the status** of individuals’ work. It should be time when Developers discuss **their progress toward the [Sprint Goal](/blog/sprint-goal-why-do-we-need-it/)** and **create their plan for the next day of work**.

Again, it’s about their plan **collectively** as a group of people who want to achieve the same goal. When we focus only on individuals, this element of **teamwork** can be easily lost and it prevents them from collaboration.

![Status report](img/status_report.jpg "Status report")

## Myth 3 - Agile means Scrum

It is a common mistake that people use terms **Agile & Scrum interchangeably**. There is no point to blame anyone, because it can be really confusing to remember all **Scrum** related terms plus using **"Agile"** term has been popular and fancy recently.

Let me make this one straight:

* Term **"Agile"** has been used in [“Manifesto for Agile Software Development”](https://agilemanifesto.org/) created in 2001. It reflects the **set of values & principles** that people who wrote manifesto wanted to promote in software development. Nowadays Agile is way above software development.  It remains a **philosophy** that can be used in many fields & industries. 
* **[Scrum](/blog/first-steps-to-learn-scrum/) is a framework** dedicated for generating value in a **complex** environment. Term [Scrum](/blog/first-steps-to-learn-scrum/) was used first time in 1986 and popularized in the early 1990s by Ken Schwaber and Jeff Sutherland.

**These terms are not the same.**

[Scrum](/blog/first-steps-to-learn-scrum/) can be recognized as one of the **Agile practices**. I really like using the below visual representation of the [relationship between Agile & Scrum](/blog/relationship-between-scrum-and-agile/). I hope it will help you to understand the difference. 

![Agile mindset vs Agile practices](img/Agile.png "Agile mindset vs Agile practices")

Source: https://www.agilesherpas.com/agile-mindset-marketing-agility/

## Myth 4 - Sprint Review is just a demo

Another common myth is treating [Sprint Review](/blog//scrum-events-4-sprint-review/) as **just a demo** of the work that was accomplished during the [Sprint](/blog/scrum-events-1-the-sprint/). Of course we want to show what was done, but that’s not the only purpose of this event.

What can we read in the [Scrum Guide](https://scrumguides.org/scrum-guide.html#sprint-review) about it?

> The purpose of the Sprint Review is to inspect the outcome of the Sprint and determine future adaptations. The Scrum Team presents the results of their work to key stakeholders and progress toward the Product Goal is discussed.
>
> During the event, the Scrum Team and stakeholders review what was accomplished in the Sprint and what has changed in their environment. Based on this information, attendees collaborate on what to do next.

[Sprint Review](/blog/scrum-events-4-sprint-review/) is another opportunity for **inspection**, but also a really important moment in the [Sprint](/blog/scrum-events-1-the-sprint/) when the **Scrum Team can collaborate with stakeholders** and get their **feedback**. We don’t want to just show whatever was done and move on to the next [Sprint](/blog/scrum-events-1-the-sprint/).

It should be a moment to **stop, reflect** on what was done. We want to **adjust the [Product Backlog](/blog/scrum-artifacts-1-product-backlog/)** based on stakeholders’ feedback and discuss the future direction. 

## Myth 5 - Scrum Master doesn’t do anything

This one is the most painful myth for me as a [Scrum Master](/blog/scrum-roles-3-scrum-master/), because I know how many things that [Scrum Master](/blog/scrum-roles-3-scrum-master/) does are **invisible** and do **not recognized** by people.

Of course there are people out there who don’t do their job well and maybe they really don’t do anything. But to be honest the [successful Scrum Master](/blog/secrets-of-the-successful-scrum-master/) **shouldn’t be really too shiny and loud**.

There are so many small steps that need to be done by SM everyday that simply **will not be visible** for people if they don’t know about them. I am talking about **asking the right questions**, **talking** to individuals, **coaching** Product Owner, **searching** for new techniques that can help the team, **analysing** behaviours, preparing for workshops and so on.

I hope I made it clear enough, [Scrum Master](/blog/scrum-roles-3-scrum-master/) is not just drinking coffee and chatting. Although a lot of coffee & talking to many people is part of that role. :D 

![Coffee](img/coffee.jpg "Coffeee")

## Summary

If you believed in any of the above myths, I hope this post helped you to learn something new today.

* [Scrum](/blog/first-steps-to-learn-scrum/) is a framework is not just about events & roles.
* [Daily Scrum](/blog/scrum-events-3-daily-scrum/) is not really a status report meeting.
* [Sprint Review](/blog/scrum-events-4-sprint-review/) doesn’t mean only demo.
* Agile doesn’t equal [Scrum]([Scrum](/blog/first-steps-to-learn-scrum/).
* [Scrum Master](/blog/scrum-roles-3-scrum-master/) does more than drinking coffee.

Do you know any other interesting Scrum myths? Feel free to share them here or in Let's Scrum it on social media.



Is Agile the same as Scrum? Have you ever thought that Daily Scrum is the status meeting and Sprint Review means demo? These are some of the Scrum myths I debunk in this article. Check it out!

5 Common Scrum Myths

## Introduction

[The Scrum Master](/scrum-roles-3-scrum-master/) role is not easy. It requires **patience** and **curiosity** to learn something new every single day. Being a successful Scrum Master doesn’t mean that you are perfect and don’t make any mistakes. Of course you will make them, but you are also able to learn from them. 

What I will describe today is a process and continuous journey that never ends. You cannot just **become a successful Scrum Master** and then stop doing anything. Be **open-minded** and try to avoid common mistakes that will not serve you. 

## Active Teacher of Scrum

Let’s start from the quote from [Scrum Guide](https://scrumguides.org/scrum-guide.html#scrum-master):

> The Scrum Master is accountable for establishing Scrum as defined in the Scrum Guide. They do this by helping everyone understand Scrum theory and practice, both within the Scrum Team and the organization.

Does your team and organisation **know what [Scrum](/blog/first-steps-to-learn-scrum/)** is? Did they read the latest version of the [Scrum Guide](https://scrumguides.org/scrum-guide.html)? 

Successful Scrum Master should be a **teacher** who is able to explain [Scrum](/blog/first-steps-to-learn-scrum/) framework in an **interesting** and **engaging** way. You want to teach [Scrum](/blog/first-steps-to-learn-scrum/) continuously on a daily basis. You really want to make sure that your team and organisation **understand [Scrum](/blog/first-steps-to-learn-scrum/) framework** and they are able to use principles and [Scrum values](/blog/the-importance-of-scrum-values/) in their work. 

### Exercise - Scrum teaching

* Draw the empty version of the **Scrum diagram**. You can use the classic [Scrum.org](https://scrumorg-website-prod.s3.amazonaws.com/drupal/2021-01/Scrumorg-Scrum-Framework-tabloid.pdf) diagram or draw your own version. 

![Scrum-diagram](img/scrum_diagram.png)

* Write all the [Scrum](/blog/first-steps-to-learn-scrum/)**roles, events & artifacts** on sticky notes. 

* Ask the team members to place the **sticky notes** on a diagram and discuss the **most important facts** about the element they put on the board. Allow other attendees for additional insights and thoughts. 

- Don’t correct the **wrong answers straightaway**. Allow the team to help out and correct misunderstandings. Let them self-organize and collaborate as a team. 

*Repeat this exercise **every few months** to build the shared understanding of the [Scrum](/blog/first-steps-to-learn-scrum/) framework and to give the opportunity for clarification. 

## Servant leader not a Scrum Lord

Following the [Scrum Guide](https://scrumguides.org/scrum-guide.html#scrum-master):

>Scrum Masters are true leaders who serve the Scrum Team and the larger organization

Successful Scrum Master should **give the power back to [Developers](/blog/scrum-roles-1-development-team/)** and **trust** that they know how to achieve the [Sprint Goal](/blog/sprint-goal-why-do-we-need-it/). 

One of the really toxic Scrum Master’s antipatterns is becoming a **Scrum Lord** with a **command and control** mentality who assigns tasks and sets deadlines. You don’t want to do that! 

[Developers](/blog/scrum-roles-1-development-team/) should be able to **autonomously** decide how they will work and what serves them well. Even if you don’t agree with their choice, give them the space to experience what they selected. They can use **empiricism** to inspect and adapt if whatever they implemented will not serve them. 

Becoming a successful Scrum Master requires a lot of **self-awareness**. Whenever you try to help your team, ask yourself:

> Am I serving someone else’s needs right now or my own agenda?’

You can use this question as the beginning of **self-retrospection** to analyse what you **can do better to serve others**. 

You can apply the same behaviour when it comes to interactions with [Product Owner](/blog/scrum-roles-2-product-owner/) or stakeholders. Before advising them what they should or shouldn’t do, **listen carefully** and try to understand **what they need**. The best way to serve other people is by addressing their needs and pain points. 

![Leader](img/lead.jpg)

## Quiet Listener and Observer not a Superhero

Are you addicted to the **adrenaline rush** and the **attention** that comes whenever you **solve the problem** for your team? Do you like to **propose solutions** to fix the problems within your Scrum Team? 

If the answer is yes, I must disappoint you. That’s not what a successful Scrum Master does.  When you try to solve problems in your team by yourself, you focus on your personal need to become a **Superhero**, not on **serving the Scrum Team**. 

To be successful in the Scrum Master role you need to **calm down your ego** and be a **quiet listener** who observes what others need.

Does it mean no action? Of course not! You still want to cause the removal of the impediments and facilitate discussions, but it requires **listening** and **observing**. Sometimes it’s better to be quiet to allow people in the room to **express their thoughts and needs.** 

![Silence](img/quiet.jpg)

### Exercise - The Power of Silence 

Whenever you notice that you **talk too much in meetings** e.g. you ask a question and answer it straight away, because people don’t talk, pause for a moment. 

Instead of answering the question by yourself, allow the **power of silence** to do its magic. **Wait for a minute** or even longer if needed. I guarantee you, someone **will finally speak up**, because they will start feeling uncomfortable with silence. 

**Listening and observing** is a powerful mix of skills that will allow you to become a successful Scrum Master. People don’t speak only by words. They show a lot by their **facial expression, tone of the voice or even body posture**. 
Listen & observe others to understand what they need. 

## Facilitator not Scrum Secretary

In many Scrum Teams, Scrum Master acts like a **[Scrum](/blog/first-steps-to-learn-scrum/) Secretary** by updating the statuses, taking notes or even bringing the team coffee. There is nothing wrong in bringing coffee to the team once in a while, but don’t forget what Scrum Master role is about. 

Successful Scrum Master should use **focus** one of the [Scrum Values](/blog/the-importance-of-scrum-values/) to invest time in the most important activities. One of them is not making or bringing coffee, but **facilitating discussions and stakeholders collaboration**. 

As it it mentioned in the [Scrum Guide](https://scrumguides.org/scrum-guide.html#scrum-master) Scrum Master should help the team to focus on:

> creating high-value Increments that meet the Definition of Done.

It requires **asking the right questions** and **challenging the team** whenever it’s needed. Scrum Master needs to keep **coaching the Scrum Team** in self-management and cross-functionality by facilitating discussions and promoting empiricism. 

## Summary

What are the secrets of a successful Scrum Master?

* **Actively teaching** the Scrum Team and organisation how to understand Scrum in theory and in practice. 
* **Serving** instead of a command and control mentality. 
* **Listening and observing** behaviours to understand how to serve and help others instead of being a Superhero.
* **Facilitating and coaching**, not working as a Scrum Secretary. 
What do you think about these secrets? Do you agree with my perspective? If not, what would you change or add?
------------------------------------
#### Sources:
1) Schwaber Ken; Sutherland Jeff. Scrum Guide, https://scrumguides.org/scrum-guide.html. November 2020.
2) Ripley Ryan; Miller Todd. Fixing Your Scrum. Pragmatic Bookshelf. Kindle Edition. January 2020. 

What does it mean to be a successful Scrum Master? What are the behaviours that can help you or stop you from serving others?

Secrets of Successful Scrum Master

## Introduction

Some people would like to use [Scrum](https://letsscrumit.com/first-steps-to-learn-scrum/) to solve their problems **without any effort**. I must disappoint you, **[Scrum](https://letsscrumit.com/first-steps-to-learn-scrum/) is not a magic wand** and it simply doesn’t work that way. 

I would rather compare it to the **ingredient** in the potion. In some cases it is a crucial ingredient that will make your potion working, but sometimes it can work like a **poison**, because you didn’t use it well. 

I am a huge fan of Harry Potter, but I’m sorry - this post will not be about magic. Today I would like to talk about **verification if [Scrum](https://letsscrumit.com/first-steps-to-learn-scrum/) is a good solution for you**. 

![Magic_Wand](img/magic_wand.png)

## Complexity

When you decide to use [Scrum](https://letsscrumit.com/first-steps-to-learn-scrum/) in your company, you should ask yourself first:  Is my project or environment complex? 

To verify that you can use **Stacey Matrix** (picture below). It includes 3 factors that you need to consider to decide if your environment is complex: 
* Technology 
* Requirements 
* People

![Stacey_Matrix](img/stacey_matrix.png)

## Technology

The **horizontal axis** represents **technology** that you need to use. Is it a **new technology** that your team hasn’t used before? Or maybe you already used it many times and the technology part is not a problem for you. 

The **less you know** technology required for the project, the further you need to go on the axis. 

## Requirements
The **vertical axis** in Stacey Matrix represents **requirements** in your project. Are they really **straightforward and clear** for everyone? Be careful - I am not talking about short requirements that can transform into monsters later on. If requirements are simple and clear, it’s quite possible that you are on the bottom of the vertical axis. 
There is also another scenario when you have **so many requirements** and you are wondering how to manage them. Or there are so many elements in the requirements that are **not clear**. If that’s your case, keep going up on the vertical axis. 

### People

The last factor, but frequently forgotten by organisations - **people**. You can have well defined and simple requirements, known technology, but you just hired **new team members** to develop the product. What doesn’t mean?  You should put yourself far away from the beginning of the people line, because team members will need to be **onboarded**, get to know each other & **learn how to work together**. 

To verify your position, you need to check if:  
* your team members have been working together before 

* there are any new joiners - you have enough skills in the team to create the product 

![People](img/people.jpg)

All of these elements: **technology, requirements & people** can help you to decide if your environment is **simple, complicated or complex**. 

* **Simple** environment doesn’t require implementation of [Scrum](https://letsscrumit.com/first-steps-to-learn-scrum/). You can keep working using traditional **waterfall** methodology. It doesn’t mean that you don’t need to change. Maybe you can improve the way you communicate with your clients and try to promote the Agile mindset within your company. 

* **Complicated** environment also doesn’t need [Scrum](https://letsscrumit.com/first-steps-to-learn-scrum/). It also doesn’t mean that you don’t need to change anything. But [Scrum](https://letsscrumit.com/first-steps-to-learn-scrum/) will be probably a little bit too much for your team. 

* **Complex** - that’s the environment perfect for [Scrum](https://letsscrumit.com/first-steps-to-learn-scrum/). Before moving on and implementing it, check other points that will help you to verify if [Scrum](https://letsscrumit.com/first-steps-to-learn-scrum/) is for you. 

## Context verification 

**[Scrum](https://letsscrumit.com/first-steps-to-learn-scrum/) has changed** over the last few years. In the past it was a framework used only in software development. Even the way of describing [Scrum](https://letsscrumit.com/first-steps-to-learn-scrum/) in the Scrum Guide has changed. 

[2017 Scrum Guide](https://scrumguides.org/docs/scrumguide/v2017/2017-Scrum-Guide-US.pdf):'

>Scrum (n): A framework within which people can address complex adaptive problems, while productively and creatively delivering products of the highest possible value. 

>Scrum is a process framework that has been used to manage work on complex products since the early 1990s.

[2020 Scrum Guide](https://scrumguides.org/scrum-guide.html):

>Scrum is a lightweight framework that helps people, teams and organisations generate value through adaptive solutions for complex problems.

>We are humbled to see Scrum being adopted in many domains holding essentially complex work, beyond software product development where Scrum has its roots.

You can see the difference. Currently **[Scrum](https://letsscrumit.com/first-steps-to-learn-scrum/) is not only for creating products in software development**, but it has been used in many other domains where people generate value. 

Does it mean that it will fit into every single environment?  To be honest I don’t think so. [Scrum](https://letsscrumit.com/first-steps-to-learn-scrum/) **is just a framework**. We should use it only if it **serves** our company, team. I believe that it shouldn’t be used just for the purpose of using it.  We always need to know **WHY** we use it instead of following the market trend. 

I believe that **analysing your context** is crucial in making a decision if [Scrum](https://letsscrumit.com/first-steps-to-learn-scrum/) is for you. 

## What is your industry?
There was a time when I worked in the fund accounting team in the financial company. I found out about [Scrum](https://letsscrumit.com/first-steps-to-learn-scrum/) around that time, but even if I would like to implement [Scrum](https://letsscrumit.com/first-steps-to-learn-scrum/) there, it **wouldn’t make any sense**.  Why? We were working on a daily/hour basis and had deadlines with our clients every hour. It’s not something that you could simply change, because that was strictly related to the market and industry. 

It is just one example, but there are **many other industries that don’t really need [Scrum](https://letsscrumit.com/first-steps-to-learn-scrum/)**. And that’s ok! Remember - [Scrum](https://letsscrumit.com/first-steps-to-learn-scrum/) is not a magic wand. 
[Scrum](https://letsscrumit.com/first-steps-to-learn-scrum/) will work well in the **industry where you can generate value, create product increment on the Sprint basis**. If you work only on a daily, task basis, you should consider some less complex options e.g. Kanban. 

## Ask your people

Let’s imagine that you verified and you recognize that **your environment is complex** and you think that [Scrum](https://letsscrumit.com/first-steps-to-learn-scrum/) will be perfect in your industry. 

Before going further and implementing anything, **stop & ask people in your organisation** what they think about this idea. 

I know, I know - some people will be afraid of change and they will freak out. That’s normal.  What you need to find out is - **what are their needs**.  I assume that you don’t want to use [Scrum](https://letsscrumit.com/first-steps-to-learn-scrum/) just for the purpose of using it, so make sure that you **decide to use it based on your and your team members' needs**. 

Check with them:
* Their main challenges - what are they struggling with every day? 

* What is bothering them? - they think it should work differently, but they don’t know how. 

* How do they feel about implementing changes? 

* Do they know what [Scrum](https://letsscrumit.com/first-steps-to-learn-scrum/) is? What do they think about implementing it?

* What do they need to feel better? 

* Do they have any ideas for improvements? 

Remember, [Scrum](https://letsscrumit.com/first-steps-to-learn-scrum/) is focused around **people generating value or great products**. You want to address **pain points** of your team members by using [Scrum](https://letsscrumit.com/first-steps-to-learn-scrum/).  It is really important to have a **clear WHY** as the outcome from discussion with your people.  Why would you decide to implement [Scrum](https://letsscrumit.com/first-steps-to-learn-scrum/)? How can you **use it to help your team members** overcome their daily challenges? 
You will not be able to implement anything if your team will not be onboard. So make sure that you understand them well and make a thoughtful choice. 

![WHY](img/why.jpg)

## Are you ready for change?

Change is an **inevitable and important part of [Scrum](https://letsscrumit.com/first-steps-to-learn-scrum/)**. It will help you to verify if [Scrum](https://letsscrumit.com/first-steps-to-learn-scrum/) is a good option for you. 

I wanted to write about it, because some companies are simply **not ready to change**. What do I mean by that?  It is possible that your company has a really old-school mindset and the way how it is structured at this stage, will not allow for creating **cross-functional** teams. 

This is a common problem and I believe you should **sort it out before implementing** any other changes. If your team members work individually and the company **doesn’t really allow you** to update the structure to enable collaboration, [Scrum](https://letsscrumit.com/first-steps-to-learn-scrum/) **will not serve you well**. 

Maybe your teams **work in silos on the product** and none of them is capable of generating value **independently**. Fix it before implementing [Scrum](https://letsscrumit.com/first-steps-to-learn-scrum/)! 

Readiness for change means also being **mentally prepared**. Remember, [Scrum](https://letsscrumit.com/first-steps-to-learn-scrum/) **will require many changes** in your team, organisation and the way you think.  If you really want to implement it, you need to be **open-minded** and allow yourself for mistakes in the journey that is waiting upon you. 

## Summary

**[Scrum](https://letsscrumit.com/first-steps-to-learn-scrum/) is not a magic wand**, that’s why you need to to make sure it is the right framework for you. Before implementing [Scrum](https://letsscrumit.com/first-steps-to-learn-scrum/):
* Verify the **complexity** of your environment.

* Check **your context** - does [Scrum](https://letsscrumit.com/first-steps-to-learn-scrum/) fit into your industry?

* **Consult it with people** in your team, company. 

* Ask yourself - **Are you ready for change?**

These steps will help you to make thoughtful choices and clarify **WHY** you want to implement [Scrum](https://letsscrumit.com/first-steps-to-learn-scrum/). 

Do you know any other ways to verify if [Scrum](https://letsscrumit.com/first-steps-to-learn-scrum/) is a suitable framework for someone? Feel free to add your ideas in the comment section. 


Are you wondering if Scrum is a good solution for you? I must warn you - Scrum is not a magic wand, it will not solve all your problems. But in this post I will show you how you can check if Scrum is for you.

Scrum is not a magic wand

**I’m Renata, a teacher, eduScrum trainer and a passionate advocate of change. I believe that transformation can start anywhere: in the classroom, on the yoga mat, during a journey, or simply in the way we think about ourselves and the world.**

Let’s Scrum it is my invitation to explore change with curiosity and openness.
I support people in discovering new approaches to learning, teaching, moving, creating, and living more consciously. From innovative education and mindful physical practices to emotional awareness and intentional travelling — I’m here to inspire and guide you through meaningful shifts in various areas of life.

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