If you’ve been navigating the world of Scrum, you already know it’s more than just daily stand-ups and sprints. It’s a framework that can feel as tough as it is transformative. In the latest episode of the "Scrum is Hard and Disruptive" series, Todd and Ryan dive into the heart of why Scrum is so challenging—and why that’s precisely the point.
Ken's 6th Statement: "The iterative, incremental nature of Scrum puts stress on the product development organization to improve its engineering skills and on the product management organization to optimize the return on investment of every release and project. The phrase, “That can’t be done here” really means that it will be very difficult to do so. The gap between current practices and target practices is a measure of incompetence and competitive risk."
This discussion revolves around Ken Schwaber’s 2006 white paper on the disruptive nature of Scrum, specifically focusing on the sixth point: the iterative, incremental nature of Scrum forces organizations to improve. While this may sound straightforward, it’s a subtle but powerful truth. Scrum doesn’t just passively allow for improvement; it demands it. Both the development team and product management are constantly pushed to their limits—engineering must embrace new skills and product management must relentlessly seek maximum ROI from every release.
One of the most critical takeaways from this video is the importance of the “Definition of Done.” Officially recognized as a commitment to the increment in the 2020 Scrum Guide, “Done” is more than a checkbox. It’s a standard that drives teams toward excellence in engineering practices, including automation, testing, and deployment. Done isn’t just a goal; the pressure point keeps teams striving for continuous improvement.
But it’s not just the development teams feeling the heat. The product side of the house also bears its own pressure: delivering value. Each sprint is a challenge to make the ROI worthwhile—to make every effort count. Todd and Ryan emphasize a key balance that often gets overlooked: Scrum should stress both the engineering and product management sides equally. It’s not stress for the sake of stress, but a positive force pushing teams toward excellence.
Another compelling insight is the concept of the "Effectiveness Gap"—the space between current practices and where teams need to be. This gap isn’t just a technical issue; it’s a competitive risk. It’s the Scrum Master’s job to close this gap, removing impediments and driving the team forward. It’s not about running a smooth retrospective; it’s about actively reducing the space between what’s being done today and what needs to be done tomorrow.
The video is an excellent reminder that Scrum’s disruptive nature is intentional. It’s not just a framework to manage work—it’s a force that drives improvement, pushes boundaries, and keeps teams on their toes. So, next time you feel the stress of a sprint, remember: it’s Scrum doing precisely what it was designed to do—making you better, one sprint at a time.
Are you feeling the pressure in your Scrum practice? Share your experiences in the comments below!
⏩ Join Ryan and Todd for a Scrum.org course: https://buytickets.at/agileforhumansllc
Check out their books:
📖 "Unlocking Business Agility with Evidence-Based Management: Satisfy Customers and Improve Organizational Effectiveness" on Amazon -- https://amzn.to/4690qJy
📖 "Fixing Your Scrum: Practical Solutions to Common Scrum Problems" on Amazon -- https://amzn.to/46dAQTC