We do Scrum, but...

A lot of times, I have heard people saying we follow Scrum in my organization, but… This ScrumBut is why teams cannot fully use the Scrum Framework in product development.

Let us see what Scrum Guide has mentioned for the implementation of Scrum.

"Scrum's roles, events, artefacts, and rules are immutable, and although implementing only parts of Scrum is possible, the result is not Scrum. Scrum exists only in its entirety and functions well as a container for other techniques, methodologies, and practices." — Scrum Guide.

Let us have a look at some of the anti-patterns of Scrum and are ScrumBut —

• We follow Scrum, work on a sprint basis, and have sprint zero as an architectural or discovery sprint.
• The last sprint is a hardening sprint where all the regression is done.
• Management asks for estimations and considers them as deadlines.
• We do development in one sprint and testing in the next sprint.
• I work as both the Scrum Master and Product Owner in my team.
• Being a Scrum Master/Product Owner team reports to me.
• We use JIRA, so we do Scrum.
• Our backlog is the requirement document.
• We have already done the sprint planning for the next eight sprints.
• My manager/Scrum Master estimates the work for us as he is also a technical guy.
• The development team only consists of developers, and there is a separate team for QA, UI, designers, security, etc.
• The manager/Scrum Master assigns work to us.
• Peer programming is an inefficient way of story delivery.
• Management has promised the client to deliver a feature in X days; now, make that happen.
• Adding new people to the team will increase the team's capacity immediately.
• We have twenty people in the scrum team.
• Our daily Scrum takes thirty minutes daily.
• The daily Scrum is not required daily, so we do it on alternate days.
• The Product Owner takes status in every daily Scrum to update the management.
• The team demonstrates the work done in sprint demos (no reviews)
• We don't have any D.O.D. We just do development and testing.
• We have sprints of 6 weeks.
• The team cannot achieve the estimated work, so they must work overtime.
• Sprint failed because the team is yet to deliver what they estimated for this sprint.
• Sprint Bonus is aligned to the pass/fail of your sprints.
• Scrum Master tells us what we have done wrong in the sprint retrospective meeting.
• One story point is equal to 2 hours for easy calculation.
• Scrum is just an excuse to miss a deadline.
• We are not able to finish our work this sprint. Can we extend this sprint to one more week?
• Only the product owner and team join the sprint review; stakeholders are busy.
• Our team still needs to be in a stage to self-organize, so a manager is required.
• Only the Product Owner is allowed to talk to stakeholders.
• The Product Owner needs management's approval to add a new feature to the product.
• We are a mature team; we don't need daily Scrum.
• Management talks Agile but takes a waterfall approach.
• Let us provide a hotfix this time, and we can fix it permanently later.
• There are so many meetings in Scrum. When will I work?
• To demonstrate it to the management, we burn up our Burndown chart before the sprint review.
• My burndown chart looks more like a burn-up chart.
• The team's velocity is not increasing from the last three sprints. The team is not performing/improving.
• Your team's velocity is significantly less than team X's velocity.
• There are five members in the team, so divide the team velocity by five to get an individual's rate.
• Product Backlog refinement is for Product Owners.
• Half of the team is not there; let us skip daily Scrum.
• I cannot attend the daily Scrum as I come late.
• We talk to the proxy Product Owner; our Product Owner sits in a different time zone.
• We could not work on anything this sprint as JIRA was down.
• I am still determining what my other team members are working on. I will get to know that in sprint reviews.
• We don't have a sprint goal. We complete whatever is given to us by the product owner.
• Our Scrum Master plans the daily Scrum every day based on the availability of the room.
• Scrum Master has the responsibility of sending the meeting invites.

Have I missed any? Please add it in the comment section.

There are some examples of which teams and organizations do and say we are not achieving results through Scrum.