SCRUM and “Agile” methodology

Like any trend, SCRUM fashion has generated a boom of trainings, certifications, change projects in organizations, PMO Agiles, etc.

Well, if someone has served to give their projects more value and the processes and tools of work have been optimized, then nothing more to say, go ahead with it.

But if that’s not the case, if it’s not giving you value, does it make sense to continue with it simply because it’s trending and others work for them? I think this question is fundamental and many don’t even ask it.

What’s going on in the market? Because the Agile is fashionable and trending is saturating and devirtuating, this is where the concept of “fake agile” appears

It’s easy to come up with the following:

  • Agile projects with fixed-price contracts (turnkeys)
  • Who claims that Scrum is Agile and Agile is Scrum or does not distinguish the difference between the two concepts
  • Who believes that Project Manager s Scrum Master regardless of the skills or skills they may have
  • Scrum Masters of title that 6 months ago were programmers and are now “excellent emotional managers” without any training, more than a day and a half course with the certificate of shift.
  • Agile Coaches who preach change in organizations based on PPTs, games and a lot of LEGO, without providing experience, which often leave more problems than solutions.
  • Job offers looking for «Project Managers Juniors Agile»
  • Companies that say they apply Scrum and then realize that they do not follow up, any kind of daily, or retrospective.

And endless more of erroneous claims or with aberrant concepts.

What hurts the ears the most is listening to the phrase “The PMP is obsolete, now the projects are all managed with Scrum”

This simple statement has so many conceptual mistakes together that if you stop to think it can blow your head off.

  1. PMP is nothing more than a PMI certification, nor is it a working method, nor a philosophy, nor a standard: it is an exam. In such a case we should talk about the standard on which this certification is based most: the PMBOK.
  2. It compares an international standard recognized in project management such as the PMBOK that has been collecting best practices in the sector for many years, with an agile reference framework such as Scrum (i.e. they are mixing pears with apples)
  3. Not all projects are managed with Scrum, it doesn’t even make sense to apply Scrum in many cases.
  4. The PMBOK already in its Sixth Edition recognizes the usefulness of agile practices under certain circumstances and appears the concept of “tailoring” indicating that depending on the circumstances it will make more sense to apply one approach or another.

My humblest recommendation to any professional in the area of project management, regardless of the sector to which it belongs is to know the PMBOK standard, although then go to work as ScrumMaster.

This previous recommendation I make from my experience, taking into account that PMBOK talks about integration, talks about cost management, talks about risk management, quality in the project, the contractual and procurement process, etc.

Concepts the above that are basic for any professional in the sector and without which you will be very lost in a business environment (unless you have acquired them based on experience over the years).

In a Scrum course, they will explain the Scrum reference framework and the above in many cases and will not be mentioned.

This leaves us with in-experience profiles in management, which do Scrum training, and the next day are already created “Project Managers” experts who are advising companies on how to manage the change of traditional to agile environments without even having managed anything in their entire professional career.

And worst of all, the companies that hire them blindly in the hope that they can put the “Agile seal” on their projects as soon as possible and be “fashionable”.

Precisely a ScrumMaster should be a profile with some experience, with solid management knowledge and above all, a good level of “soft skills” or “soft skills” to be able to accompany the team and unlock problems.

SCRUM and “Agile” methodology
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