The Scrum framework is simple, with just enough - but not too much - structure to enable teams to collaborate around value delivery in complex environments. The problem is that a lot of teams add unnecessary complexity to the Scrum framework itself, which results in a lot of wasted effort. Here are four strategies to help Scrum teams work smarter, not harder.
1. Keep Processes Simple
A team should have just as much structure as needed to deliver value—and no more. In an attempt to streamline their processes, a lot of teams create too much process. Intricate processes can slow things down and create walls within the team which limit their ability to collaborate. Keep it simple and only add processes that help you deliver value and drop what isn't helpful.
2. Document Just Enough
Too much documentation can slow things down, but not enough documentation may get you in trouble with your organization's regulatory requirements! What's the answer here? Document just what you need, and no more.
Pro tip: Use your Definition of Done to document anything that applies to most or all of your Product Backlog items. For example, your Definition of Done could include any requirements around code review, change control, or regression testing efforts that apply to most items in the Product Backlog. That way you can avoid the administrative burden of documenting such things on every Product Backlog item. Smart documentation supports understanding and transparency without becoming a burden.
3. Collaborate with Customers
Customers are experts in their problems but not always in the solutions. Wherever possible, collaborate with them to uncover what they truly need. By involving customers in the development process, teams can prioritize outcomes that deliver real value. This partnership allows teams to focus on maximizing customer satisfaction rather than merely fulfilling predefined requirements. The better you understand your customers, the smarter your work becomes.
4. Embrace Change
Plans provide transparency and direction, but they are not set in stone. Scrum teams must remain adaptable as new information and insights emerge. Being open to change isn’t just about adjusting plans—it’s about fostering a mindset of learning and growth. Agile teams that embrace change are better equipped to navigate complexity and deliver meaningful results.
Conclusion
If these suggestions sound familiar, that's because they are paraphrased directly out of the Agile Manifesto. The Agile Manifesto, created in 2001, states that:
We value:
Individuals and interactions over processes and tools
Working software over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a plan
There's a reason why the Agile manifesto calls out these four values. All agile frameworks - including Scrum - are used in complex environments, where flexibility is necessary to maximize customer outcomes. Scrum teams who adopt a mindset based on these values can work smarter - not harder - in complex environments by focusing on what matters: solving problems, delivering value, collaboration and growing through continuous learning.
Check out our new book, Illustrated Scrum Myths, by Mary Iqbal, organizer of the Scrum Day conference in Madison, Wisconsin.
The four values of the Agile Manifesto along with 12 principles are available at https://agilemanifesto.org/