My team has been trying to transition to Scrum for some time now, but it seems like the preexisting culture is preventing the team from switching to a new mindset or even causing it to move in the opposite direction.
For reference, the team has two line managers, a project manager, a product owner, and five developers.
- Developers never have direct contact with the product owner. Although it could be argued the line managers fill that role since they define the work for the team, that is denied by PM.
- The project manager insists she is the 'Scrum leader'.
- PM also insists line managers are part of the Dev Team since all Agile teams have a "Team Lead" role, and direct supervision of the work by LMs is fine since they are the technical leads after all, which is a valid Scrum role.
- PM also insists daily standups serve as a reporting tool.
- Daily stand-ups are run by LMs who use it to track daily progress, supervise each individual developer, comment on their approach, and assign new tasks.
- 1-3 days per user story is taken as a hard limit per user story by LMs instead of a breakdown guideline. If a developer exceeds 2 days on a user story he receives an email about how a developer is responsible for delivering on a deadline.
- LMs insist collective ownership means there should be an individual per feature responsible for its development.
Is there anything I can do in this situation to help the team as a developer transition to a Scrum mindset and avoid breaking the morale of the team due daily monitoring and supervision resulting from this that takes as much as 10-15% of the work week?