Scrum doesn’t say…

A rant about what Scrum isn’t.

Adrian Howard
Nov 1, 2017 · 3 min read
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Rugby Shirts” by Peter Dutton is licensed under CC BY 2.0
  • Scrum doesn’t say you can only release once every Sprint.
  • Scrum doesn’t say you can only release at the end of a Sprint.
  • Scrum isn’t an acronym and isn’t spelt SCRUM (okay… I rarely hear complaints about that, but it does annoy the heck out of me!)
  • Scrum doesn’t say the sprint and product backlogs need to contain the same kind of things.
  • Scrum doesn’t say you have to have burn down or burn up charts.
  • Scrum doesn’t say you have to wait until the sprint review to show people things.
  • Scrum doesn’t say you have to wait until the sprint retrospective to talk about problems.
  • Scrum doesn’t say you are only allowed to demo or talk to stakeholders once a sprint.
  • Scrum doesn’t say how you should estimate backlog items.
  • Scrum doesn’t say you have to have points.
  • Scrum doesn’t say you should use velocity as a target.
  • Scrum doesn’t say you must track velocity at all.
  • Scrum doesn’t say you have to have epics, stories, or tasks.
  • Scrum doesn’t say that you can’t have any meetings that are not sprint planning, standups, sprint reviews or sprint retrospectives.
  • Scrum doesn’t say the Product Owner can prevent the team from working on technical debt.
  • Scrum doesn’t say the Product Owner gets to tell the team how to turn the backlog into releasable code.
  • Scrum doesn’t say that the Scrum Master gets to tell the team how to turn the backlog into releasable code.
  • Scrum doesn’t say operations people cannot be on the team.
  • Scrum doesn’t say testers cannot be on the team.
  • Scrum doesn’t say designers or user researchers cannot be on the team.
  • Scrum doesn’t say business analysts, managers, project managers, etc. are not necessary.
  • Scrum doesn’t say the Product Owner has to make all the decisions by themselves.
  • Scrum doesn’t say that the Product Owner needs to prioritise the whole product backlog.
  • Scrum does not say you must work an 80+ hour week to meet the forecast you made at the start of the sprint.
  • … and probably many many more — do offer suggestions!

Quietstars

We help your teams improve with remote personal coaching…

Adrian Howard

Written by

Vacillates between Impostor Syndrome & the Dunning-Kruger effect. Helping organisations build great teams & products with quietstars.com

Quietstars

We help your teams improve with remote personal coaching, team coaching, and tactical workshops.

Adrian Howard

Written by

Vacillates between Impostor Syndrome & the Dunning-Kruger effect. Helping organisations build great teams & products with quietstars.com

Quietstars

We help your teams improve with remote personal coaching, team coaching, and tactical workshops.

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