Scrum Myths Debunked

I would like to kick off a series of posts in this blog trying to debunk some common myths about Scrum. Many of them arise sometimes from a poor understanding of the Scrum Guide, and even more often, from not having read it at all.

One common consequence of teams that do not deeply understand Scrum and the nature of its events is that they believe it is possible to run sprints which do not produce a Done and releasable increment of the product.

One of the recurring Scrum Myth discussions I have with colleagues, teams new to Scrum and those attending training when comparing Scrum & DevOps relate to a misinterpretation of the following paragraph from the Scrum Guide.

When Scrum is introduced in a company, most of the time, the development team embraces it with lots of enthusiasm.

One of the arguments used against Scrum and a common misconception at the same time is the idea that quality is traded for speed in Scrum. As a PST with years of experience in Quality Assurance I decided to challenge this myth.

This post is part of a series on debunking Scrum Myths.  While my business cards say Professional Scrum Trainer, I may change that to Scrum Myth Buster.

A recurring Scrum myth I see in my training and coaching is that there is no planning in Scrum.  Unfortunately, this myth can lead to two negative consequences.

As a Product Owner and the CEO of Scrum.org, Dave West was invited to speak at ProductTank NYC earlier this year about the conflict between the roles Product Owner and Product Manager.

Professional Scrum Trainer Ahmet Akdag looks at his experiences working with one of the largest GSM operators in Middle East and East Europe region. With over 2000 employees, they provide innovative value added services to over 8 million customers and how Scrum helped.