We're trying to implement Scrum at work. Actually...we're implementing Scrum of Scrums, which is 10 times harder than simply implementing Scrum for a single team. I have experience implementing Scrum and XP, and recently got my ScrumMaster certification (plug: Mishkin Berteig is an awesome trainer, highly recommended) so that I would at least have a fresh and clear understanding of the scrum process, and how I could help to grease the wheels at work.

Why is it hard? Well, its hard because its bottom-up, and less than half of the team members have received training and/or care about understanding the process. Many seem to see Scrum as just another fad (with good reason, we twiddle with the process every release). There is also this hierarchy that emerges in the engineering ranks at large software companies wherein we have "lead computer scientists", "senior computer scientists", "computer scientists", etc. The problem with this hierarchy is that sometimes Junior folks do not feel confident enough to jump in to discussions because the presence and experience of the senior resources is intimidating to them.

Initially, I thought trying to get everyone to follow the scrum rules would be the key to success, but now I think success has something to do with engaging everyone on the team. That's hard within the big company culture, but I am going to try.

Implementing Scrum is also hard on me personally. I'm an "Engineering Manager", which means I am hard wired to manage software development projects directly. In the Scrum process, the team more or less manages itself. Managers do not make ideal ScrumMasters either, since employees tend to want to report to their manager -- Scrum wants you to report to your team. So what do us managers do? We're figuring that out, but mostly I think we have to be Uber Facilitators. More on this later when I completely figure it out.