Abstract Scrum is one of the common frameworks used for agile software development. Although the rules are simple, many teams have problems to internalize and stick to them completely. It is not always possible or necessary to realize all components of Scrum as they were intended. Many companies changed Scrum according to their requirements. The aim of this bachelor thesis is to distinguish the adaptions of the companies and to recognize patterns. To reveal those adaptions, semi-structured interviews were conducted with partners of the economy. One observation is, that none of the teams, which are considered in the thesis, stick to the rules of the standard of scrum - defined by Ken Schwaber and Jeff Sutherland - to 100%. Therefore the reasons are in many cases the company structure, the lack of comprehension by the management or the team for roles, which don't create an active progress in the current project, and the inconsistent execution of the rules, which seem to be unimportant for the team. But in general all teams adopted Scrum correctly and in most cases the adoptions have an positive impact and don't have an critical impact. Remarkable is, that as soon as the roles Scrum Master and Product Owner are applied as full time job to single people, many conflicts, which are detected in other teams, don't occur any more. But to prove this theory with a high probability, the universe of 7 teams doesn't have a statistical relevance. The investigation of a large number of teams, could be a continuation of this work. In that case a questionnaire should be considered, because interviews are quite time-consuming. Nevertheless, it is necessary to detect the reasons for the adaptions.