Spearheading scrum after a transition to scrumban
I just started as an organization's first scrum master and they have switched off of sprints, do not practice scrum events, most teams are remote, titles are retained, and product owner versus scrum master roles appear to be ambiguous at this time.
Does anyone have this kind of experience and any advice on navigating? I do have support from my boss and most of the teams, but I'm not sure they understand agile on a fundamental level.
Anything is appreciated. Thank you!
How do you know that Scrum is truly the most appropriate solution, or even the most appropriate starting point, for this organization?
Personally, I tend more toward leaner, just-in-time approaches to all activities, but starting with or even staying with more rigid timeboxes does have benefits for some teams and organizations. I would ensure that key events happen - time is set aside for refining and replenishing the backlog, that reviews are held with stakeholders to get feedback and this feedback is incorporated into the backlog, that the priorities of the backlog are reviewed and adjusted based on the current state of the known world, that coordination meetings are held, that the team's process is reviewed and revised on a regular basis.
Rather than trying to enforce Scrum, focus on identifying impediments to success, working with the organization to find ways to eliminate them, and moving the team toward delivering value to stakeholders.
I'm not sure they understand agile on a fundamental level.
What evidence is there that Scrum was implemented in the first place, and found lacking, so that the “transition to Scrumban” you refer to might be effected?