Scrum is all about dealing with large and complex projects by increasing the productivity and the quality of the product. Unfortunately, when Scrum is applied to traditional software development teams, often it reduces the team's productivity rather than increases it. The main reason is that the teams that were involved earlier in the Waterfall or bureaucratic environment are just getting introduced to and involved in the Agile- and Scrum-based environment.
The transition to Agile practices becomes tougher when the organization invests heavily in training the teams but doesn't get results very quickly. This problem cannot be solved by providing training only to developers, team leads, and managers, because after the training, the teams usually focus only on Scrum ceremonies and artifacts and ignore the Agile principles.
Implementing Scrum ceremonies and creating Scrum artifacts are important tasks, but the implementation cannot be effective unless it comes under the purview of the Agile Manifesto
and Scrum pillars
. This means that creating the product backlogs, developing the items in sprints, and trying to release shippable increments that do not follow the Agile Manifesto principles (i.e., not empowering the team, not promoting effective collaboration among the team members, and not getting frequent feedback from the client) is not effective for achieving a high degree of success.
Equally, daily stand-ups, project planning, sprint reviews, and even retrospectives do not work well if there is no real transparency, inspection, or adaptation.
What all this means is that if the organization is transitioning from traditional methods to Agile methods, there must be a real change in the organizational culture
. While training the staff for Scrum, the organization needs to explore suitable ways to create or transform the traditional teams into true Agile teams to achieve the highest success with projects.