frustration #2. Lack of Commitment, Change Management, and Working Together Disciples Among Different Teams The most significant weakness of process improvement frameworks used before Scrum was that: They mainly focused on self-serving organizational demands of leadership. Some of these demands are monitoring, compliance, and predictability. There was no focus on serving clients well and increasing employee morale at all. Thus members of software management teams and various other internal and external stakeholders attempted to have a fixed deadline for software delivery projects and easily monitor the progress of software engineering phases. They penalized their people if something was outside the planned track, and they hoped to
fix emerging issues before the scheduled date of project completion. Furthermore, independent silos realized entirely separated software engineering phases. As an example, the development team was completely independent of a software testing (verification) team. Most people who supposed to work for the same business mission didn't even know each other by their names. Have you got a guess about the reason for this silo-mentality in our organizations rather than focus on business missions and professional (business) maturity of employees? The reason is simply the matrix management. Matrix management is an organizational management and employee structure, and it has been in our businesses since the 1970s. At first glance, the differentiating idea behind a matrix organization or matrix management seems to be smart. The Leadership creates an organizational structure by bringing together employees with similar kinds of functional and technical
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