Summary

In this chapter, we learned about anti-patterns that may affect the Scrum Team or the organization itself. There are many more anti-patterns than what we discussed but we focused on some of the most common and high-impact ones. We also examined the possible causes for these anti-patterns and potential remedies.

We started by looking at how Developers may fall into bad habits such as hijacking the Daily Scrum, working in silos, deferring to the Product Owner, ignoring technical debt, getting estimations wrong, and treating the Daily Scrum as a status reporting event.

Then, we investigated how solutionizing, scope creeping, being the Boss, squeezing the Sprint, and being reactive instead of proactive can turn a Product Owner into an impediment to progress and productivity.

Next, we saw how interfering with the Scrum Team, using the wrong metrics, and ignoring team feedback means the organization is doing all the wrong things.

Finally, we discussed the two most common...