Scrum “impediments” refer to anything hindering team progress or performance. An impediment is more than just a minor obstacle or inconvenience. Impediments significantly constrain a team’s capacity to produce value. If left unresolved, it can severely impact a project’s outcome. Impediments are usually identified during the Daily Scrum meeting, where team members discuss what they did yesterday, what they will do today, and any barriers. They can also be identified during other Scrum events, such as Sprint Planning or Sprint Retrospective, or even in ad-hoc daily discussions.
Impediments can sometimes be seen as “speed bumps” that slow down a Scrum team. But they can also be more like “roadblocks” that prevent the team from moving forward. In either case, they inhibit the team’s ability to deliver a shippable increment of work at the end of a sprint. Impediments originate from many sources. They might be technical issues, like system failures or inadequate testing environments. They might likewise be team-based issues like conflict or lack of skills or organisational issues like rigid policies or scarce resources. They can also arise from external dependencies, such as other teams or vendors needing to deliver as expected.
In Scrum, impediments are obstacles that a Scrum Team might encounter that slow down progress.
These obstacles prevent team members from performing their work optimally. In the IT business, these impediments can arise in various ways. Architectural issues, legacy code, inadequate testing environments, slow build times, lack of appropriate software or tools, technical debt, unstable systems, or a lack of technical skills within the team. Interpersonal conflicts, lack of trust, lack of communication, illness or unplanned leave, and ineffective communication can also hinder progress. In addition, having team members spread across different time zones or locations (especially in remote work situations) can also create barriers to smooth functioning.
A poorly managed, unrefined, or unclear backlog can lead to confusion and slow development. This may include vague user stories, no acceptance criteria, or constantly changing priorities. An organizational culture that is not supportive of Agile or Scrum, bureaucratic procedures, inflexible policies, or a lack of resources. Also, organizational changes, such as restructuring or personnel changes, can impact team performance. Sometimes, a team’s progress depends on external factors such as vendors, other teams, or stakeholders. Delays or impediments from these sources can directly impact team delivery ability. Limited stakeholder engagement, lack of clarity about business goals, constantly changing requirements, or lack of decision-making can create challenges for the Scrum Team. These could include scope creep, changing deadlines, inadequate estimation, or other scheduling issues.
Identifying the “worst” organisational impediments can be subjective, as it depends mainly on the specific context and circumstances of the organisation and the Scrum Team. Resistance to agile or scrum is often due to a need for more understanding of Agile principles and practices. It leads to micromanagement, command-and-control leadership, and conflicting processes that hinder the Scrum Team. Insufficient resources — people, tools, or time — can significantly slow a team’s delivery ability. Policies incompatible with Agile principles, like strict working hours, rigid change management processes, or heavy documentation requirements, can impede a Scrum Team’s progress. When different parts of the organisation operate in isolation, it can lead to duplication of effort, miscommunication, and bottlenecks. Lack of leadership support can result in insufficient resources, difficulty making necessary changes, and teams reverting to old, non-Agile habits.While these are common impediments, the ones to tackle first depend on the specific impediments your Scrum Team is facing. They also rely on their impact on the team’s ability to deliver value.
Removing impediments in Scrum is often a collaborative effort and requires several people, depending on the nature of the impediment. The Scrum Master plays a vital role in this process. As a servant leader for the Scrum Team, the Scrum Master’s responsibilities include helping the team identify impediments and facilitating their resolution. This may involve various strategies, including coaching the team, negotiating with stakeholders, or advocating for the team within the larger organisation. However, it’s critical to note that while the Scrum Master has a significant role in managing impediments, they are not necessarily the ones to solve them. Indeed, some impediments may be best handled by the Development Team itself. For instance, a technical issue might require team member expertise or an interpersonal conflict might be resolved through a team discussion. The Scrum Master can guide these processes, but the team itself is often best equipped to find solutions.
Product owners also resolve impediments. For example, if there are issues with the Product Backlog or disputes over feature prioritisation, the Product Owner would address these issues. The product owner can also help manage stakeholders’ expectations and impediments. Beyond the Scrum Team, other individuals within the organisation might be involved in removing impediments. For instance, an impediment related to company policy or resources may require higher management intervention. Similarly, if an impediment is due to dependencies on another team, members of that team would likely be involved in finding a solution.
Fostering organisational understanding and adoption of Agile and Scrum principles. This may involve formal training, workshops, or hiring an Agile coach. Open and transparent communication is critical to resolving most of these impediments. Fostering an environment where issues can be discussed openly and work with management to address them. Working with management to review and adapt existing policies and procedures to align with Agile principles.
Scrum masters need to encourage collaboration between teams and departments. The goal is to break down silos and promote a holistic view of organisation goals. Scrum masters work with leaders to ensure they understand the benefits of Agile and Scrum and help them understand their role in supporting the team.
Within the Scrum framework, the Scrum Master manages impediments. However, it’s not solely the Scrum Master’s responsibility to solve them. Depending on the nature of the impediment, it might require the efforts of the whole team or even individuals outside the team.
Removing impediments in Scrum is a collective responsibility that often requires the collaboration of several individuals inside and outside the Scrum Team. Everyone involved in the process must be proactive and committed to addressing these challenges to ensure the team’s ability to deliver value is not compromised.
