But seriously, here are a number of ways in which mastering Scrum is difficult ...
1/5
1/5
Creating a good backlog is difficult to master (DTM), especially since it's best to backlog problems, not solutions or stories.
Sprint Planning is DTM because it works best as a collaborative meeting, not a PO tells team what to do meeting.
2/5
Sprint Planning is DTM because it works best as a collaborative meeting, not a PO tells team what to do meeting.
2/5
Dev Team is DTM because there are strong forces militating against true cross-functional teams.
Development in Sprints is difficult to master. I hope that's bloody obvious.
3/5
Development in Sprints is difficult to master. I hope that's bloody obvious.
3/5
Sprint Review is DTM because it's hard to get stakeholders even to show up. It's DTM because it's hard to learn to manage by the Increment not by the schedule.
Sprint Retrospective is DTM because so many of the problems are beyond the reach of the team.
4/5
Sprint Retrospective is DTM because so many of the problems are beyond the reach of the team.
4/5
The PO role is DTM because maximizing ROI by raising problems is quite difficult.
SM role is difficult to master because it requires skills not provided in class, and connections within the organization that the nascent SM rarely has.
I could go on ...
5/5
SM role is difficult to master because it requires skills not provided in class, and connections within the organization that the nascent SM rarely has.
I could go on ...
5/5
