Why Developers Hate Scrum
And How We Can Get Back to Its True Purpose

Scrum, at its core, is meant to help engineers by improving communication, fostering collaboration, and streamlining the product development process. But ask any developer, and you’ll often hear a very different story. Scrum has become synonymous with micromanagement, unrealistic deadlines, and an obsession with output over quality. So, where did it all go wrong, and how can we fix it?

The Real Purpose of Scrum

Scrum was never meant to be a tool for tracking engineers or forcing them to churn out features at breakneck speed. Its true purpose is much simpler, and far more valuable. At its heart, Scrum is designed to enhance communication between teams, streamline workflows, and create a process that allows engineers to focus on building high-quality products.
Done right, Scrum helps teams remove bottlenecks, ensure that work stays aligned with the overall product vision, and maintain a clear sense of progress. Sounds great in theory, right? So, what’s the problem?

Where Scrum Went Wrong

Unfortunately, many organizations have lost sight of Scrum’s original purpose. Instead of using it as a tool to empower engineers, it’s become a way to track their every move. The daily stand-ups? They’ve turned into status reports. Sprint planning? Now it’s just a way to cram more work into an already packed schedule. And don’t even get developers started on the sprint reviews.
When Scrum is used to focus solely on speed and output, engineers are forced to take shortcuts. Technical debt piles up, and the quality of the product suffers. Meanwhile, the real problems, like inefficient processes or unclear communication, go unaddressed. It’s no wonder developers have grown to resent Scrum.

Symptoms of Scrum Fatigue:

  • Developers feel like they’re always racing against the clock to hit sprint goals.
  • Technical debt keeps growing, but there’s never time to address it.
  • Scrum ceremonies feel like a waste of time or, worse, surveillance.
  • Engineers are burned out, frustrated, and struggling to find joy in their work.

Bringing Scrum Back to Its Roots

So how do we fix this? The first step is understanding that Scrum isn’t the enemy, misuse of Scrum is. Product managers and leaders must return to the true intention of Scrum: improving communication, refining processes, and giving teams the tools they need to work efficiently.
This means listening to engineers when they raise concerns about technical debt or unrealistic timelines. It means valuing quality over speed. And, most importantly, it means creating an environment where engineers feel empowered to do their best work without being micromanaged.

The Role of Product Managers in Scrum Success

Product managers play a crucial role in ensuring that Scrum is used as a tool for collaboration, not coercion. By focusing on the original goals of Scrum, communication, transparency, and continuous improvement, you can help your engineering team thrive. Here’s how:

  • Allow engineers to contribute to sprint planning and have a say in timelines.
  • Make addressing technical debt a priority in every sprint.
  • Use daily stand-ups to solve problems, not track progress.
  • Ensure that Scrum ceremonies are collaborative, not performative.

The best Scrum processes help teams deliver value while maintaining high-quality standards. When you prioritize the needs and expertise of your engineers, you build a culture of trust, collaboration, and long-term success.

You’ll get the best results from Scrum if:

  • Your team feels empowered to speak up about technical debt and process issues.
  • You focus on quality, not just speed.
  • You use Scrum to foster collaboration, not control.

You know you’ve gone off track with Scrum if:

  • Engineers feel stressed, frustrated, or disempowered during sprints.
  • Stand-ups are more about status updates than problem-solving.
  • Technical debt is constantly growing, with no plan to address it.

Ready to Get Back to the True Purpose of Scrum?

Scrum doesn’t have to be something developers hate. When it’s used correctly, it can be a powerful tool to streamline the engineering process, improve communication, and deliver better products. But for that to happen, we need to return to its original purpose and resist the temptation to use it as a way to track engineers or rush through work.

If you’re a product manager, now is the time to listen to your team, address the real issues, and make Scrum a process that works for everyone. The result? A happier, more productive team and a product that truly delivers value.