My colleague Scrum Master as project leader

Scrum under pressure Well, when the pressure is high, management quickly resorts to old methods. So we cancel the sprint review session, the retrospective and let go of the sprint cadence. We still plan and do the daily stand-up. On top of that, another stand-up in the afternoon to determine progress. And as if that wasn't enough, a daily report via email to management. I really felt sorry for my colleague scrum master. He was completely back in his project management role, and with success. After the holiday, the goal had been achieved and the panic had passed. Goal achieved, scrum dead Management was very complimentary; good commitment, a lot of steering, we were "in control". The reaction of my colleague scrum master was also not to be lied about: "I NEVER want to work this way again. This has cost the team and me a lot of unnecessary energy". Resuscitation That is why we are now organizing a retrospective with management and team to see what we can learn from the past period. Of course we want to know which management needs have been met that our scrum method apparently does not meet as well. However, we also want to look for more Agile ways to deliver the desired results with less energy. Agile Manifesto as a retrospective tool As a working method, we have come up with the idea of ​​using the Agile Manifesto as a thermometer to plot the working methods and come up with more effective alternatives. Step 1: write down in silence on sticky notes for 5 minutes the working methods that we have applied and that have contributed to the success. Step 2: Place the notes on the left or right side of the Agile Manifesto (does this note fit better with People and interaction, Processes and tools, Working software, etc.) Step 3: Together we look at what we learn from the distribution. Can we come up with working methods that deliver the desired result with less energy (more Agile). Curious about the insights that will provide? Do you recognize this and how would you approach it? Change guide at Lagant, now in the role of Scrummaster Coach. Curious about the insights that will provide? Do you recognize this and how would you approach it? Yes, call me back for an inspiring conversation