Before looking under the hood of the Scrum management machine, one should first put on the shoes of the person who is about to switch from petrol to diesel, or reversely - none is better, but some feel them differently. As most of us have gotten used to matrix management, going to Scrum might seem similar to increased pulling power of diesels - you drive the same roads but now you step on the gas more gently, without flooring it anytime you want to overtake who drives before you.
This analogy suits Scrum perfectly - you roam the same business roads but you distribute your energy in a new way. But then, how to tell the board in your company that you are about to change the management fuel, and what might worry them the most?
What will shock all of us in Scrum is managing without scape goats… The structure of team is always the same and it is Scrum Master who is brought before the judge when the board is calling. The system of backlogs and DoD (Definition of Done – the completed status of a task) spreads the task in such a way that it would take half of the company to say who, for instance, failed. Besides, the priority for a Scrum Master is to solve the problem, not to point out the goat.
The other thing is that if no one but the Scrum Master has an access to the development team, and if the whole concept is based on delivering status in short terms which any time can introduce a new portion of unprecedented work, that might seem a bit chaotic.
"But it is not,” Piotr Piwoński, Software Quality Leader in VECTOR BLUE HUB, assures. "There is the system of Sprints preceded by Sprint Planning, and next finished with Sprint Review, and then summed up together with the team during Retrospective. The whole time you meet on Dailies to stay assured the work proceeds. There's no place for chaos. The swiftness, agility, abrupt redirections might seem disturbing but, in fact, they are well supervised."
However, one might say then: "Okay, so change this or that. Here I want to have a new functionality and there let's make the layout from green to violet!" No! Scrum entails waiting! Waiting for the Sprint to meet the end. Remember you follow: plan, do, revise, repeat. For the feedback the board has to wait to get it from the Product Owner after the Retrospective during which the Scrum Master, Product Owner and development team debate over what happened. Getting used to waiting for the moment to finally converse hurts many managers' pride, but the whole process only underpins assurance that the discussion is going to run to conclusions.