Robert C. Martin has written a very interesting and compelling piece on the “elitism” that plagued the waterfall movement and certification and how it is coming back in the form of Scrum.
While we certainly hope that this won’t happen for Scrum and Scrum teams, the recent issues plaguing the Scrum Alliance and Scrum in general seem to be taking it’s small toll on the Scrum community at large.
Take a look see and read it for yourself. You may find yourself agreeing or disagreeing with it. Again, we hope that this won’t happen for Scrum.
From the article:
“There were the elite Architects, Designers, and System Analysts who did the real engineering by satisfying the first two phases of the waterfall. And then there were the grunts who actually had to make everything work in the final phase. When the project got behind schedule, it was the grunts who worked overtime. When the project failed, it was the grunts who bore the blame.
This was a great deal for the elite Architects, Designers, and Analysts! Who wouldn’t want a job like that? You have the authority to specify everything, and none of the responsibility to actually make it work. You get to command a high-salary, the respect of your peers, and the envy of the masses; and there’s almost no way you can fail. When bad things happen, you can always blame it on the programmers.”
Continuing on about Scrum:
“Who was it who lined up to take the CSM courses? Was it Scrum team members who wanted to help their teams? Was it programmers and testers? Yes, there were certainly some CSMs who came from existing teams. But the vast majority of CSMs have a project management background. In essence they have added CSM to the PMBOK. They have become CSMs so that they have the authority to manage Scrum teams.
This was never the intent.
Indeed, the role of Scrum Master is considered so important, that it requires certification to obtain. If your Scrum team does not have a Certified Scrum Master, then something must be wrong with you.
When a Scrum team succeeds, it is the CSM who steps forward to receive the award (on behalf of the team, of course). But what happens when a Scrum team fails? Is it the CSM who steps forward and falls on his sword? Does the CSM take the lashes and protect the team?”
So what happens when the revolution comes? Martin hopes that it won’t take all of Agile down with it. Unfortunately, many people, when they think of Agile, they immediately think Scrum. They need to understand the difference.
What’s our take on this?
Interesting thoughts around the potential (future) demise of Scrum. Waterfall was a process that needed changing. It would make sense that Scrum needs to be flexible and ‘agile’ and change as well.