Companies seeking to implement effective Scrum environments must strike a near-perfect balance between leading and managing.
The employees on the ground often find management’s role in the Scrum process to be burdensome, while management typically wants more control. Naturally, the ideal mixture between these two models is one that incorporates both styles. Alex Brown, COO of Scrum Inc., suggests that both parties can have their respective demands met so long as the sprint isn’t interfered with.
In order for a Scrum project to be effective, higher-ups need to provide leadership, not management, writes Brown. This prevents the things that are secondary to the core Scrum steps — reporting, forecasting, and other tasks — from getting in the way. For more on Scrum leadership versus management, read the full article by Brown.