Scrum isn’t just a framework—it’s a disruptive force challenging decades of traditional project management. In the eighth episode of their series, “Scrum is Hard and Disruptive,” Scrum trainers Ryan and Todd delve into why old habits like predictive thinking and command-and-control management still haunt Scrum teams today, nearly two decades after Ken Schwaber first highlighted these issues in his 2006 white paper.
Ken's 8th Statement: "The most serious impediments to using Scrum are habits of waterfall, predictive thinking over the last twenty to thirty years; these have spawned command and control management, belief that demanding something will make it happen, and the willingness of development to cut quality to meet dates. These are inbred habits that we aren’t even aware of anymore."
The Persistent Waterfall Mindset
Despite the widespread adoption of Agile, many organizations remain stuck in a Waterfall mindset. This outdated approach demands rigid planning, phase gates, and a command-and-control style of management that clashes with Scrum’s emphasis on adaptability and continuous improvement. As Ryan and Todd point out, even frameworks like SAFe, which are supposed to be Agile, often get implemented in a way that perpetuates predictive thinking.
Generational Shifts Bring Hope
There is, however, a silver lining. Ryan and Todd note that new generations entering the workforce bring fresh perspectives, resisting micromanagement and favoring a more autonomous, trust-based work environment. This shift is slowly chipping away at the old command-and-control habits, offering a glimpse of a more Agile future.
Quality vs. Deadlines: A Continuous Battle
One of the most striking points from the discussion is the enduring battle between maintaining quality and meeting deadlines. Too often, teams sacrifice quality to hit arbitrary dates, a practice that goes against Scrum's core values. The trainers emphasize the need for professionalism in development, urging teams to prioritize quality over hurried commitments.
The Scrum Master’s Role: A Call to Action
Ultimately, Scrum Masters are heavily accountable. Ryan and Todd stress that Scrum Masters must actively challenge these outdated practices, bringing tools like Evidence-Based Management (EBM) to the forefront to highlight the real state of the work. It’s a tough job, but it’s central to the role.
Final Thoughts
The takeaway from this episode is clear: while Scrum offers a path away from the rigid, predictive thinking of the past, breaking old habits is easier said than done. It requires consistent effort, transparency, and a commitment to change. For Scrum Masters and Agile practitioners, this isn’t just a job—it’s a call to disrupt the status quo and champion a better way of working.
If you’re battling these challenges, know that you’re not alone. It’s a long journey, but with the right mindset and tools, you can make a real difference in your team’s approach to Scrum.
⏩ 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