Scrum seems to work better in some groups - finding holes in requirements, promoting discussion about a data model, general communication to make sure everyone can deliver for the next iteration.
Sound good? Sound normal? Sound effective?
Well I've wondered lately about the cumulative time from all the individuals in the room - that's a lot of work time. That's a lot of disruption. That's a lot of "I'm working on bugs" on some days.
Then today I was reading a passage in the book Peopleware that warns of a balance.
The ultimate management sin is wasting people's time.He goes on to say that some ceremonial meetings are necessary, for project milestones, when new people come on, celebrating a release, etc. However, the authors in the same section of the book say:
When you convoke a meeting with n people present, the normal presumption is that all those in the room are there because they need to interact with each other in order to come to certain conclusions. When, instead, the participants take turns interacting with one key figure, the expected rationale for assembling the whole group is missing; the boss might just as well have interacted separately with each of the subordinates without obliging the others to listen in.
A real working meeting is called when there is a real reason for all the people invited to think through some matter together. The purpose of the meeting is to reach consensus. Such a meeting is, almost by definition, an ad hoc affair. Ad hoc implies that the meeting is unlikely to be regularly scheduled. Any regular get-together is therefore somewhat suspect as likely to have a ceremonial purpose rather than a focused goal of consensus. The weekly status meeting is an obvious example. Though its goal may seem to be status reporting, its real intent is status confirmation. And it's not the status of the work, but the status of the boss.Weekly status meetings?!? What about a daily status meeting?
Now I'm not saying that scrum is always a waste of everyone's time. However, I wonder if we in the world of agile are missing the point sometimes and ceremony trumps getting work done. I wonder if many of the same things could be accomplished by having a common work area online, like a campfire chat room or an IRC channel for work discussions. I thought a recent interview (links to page 2) with Jason Fried of 37 Signals was interesting - his take on meetings.
The excerpts from Peopleware come from chapter 33: "The Ultimate Management Sin Is ..." It goes on to talk about all sorts of ways to waste people's time.
I just thought it was interesting to contrast the need in agile for a scrum-like meeting with the need for uninterrupted work time. I think it just inspires thought about whether or not a given meeting, particularly a regularly scheduled meeting, is of value.