I heard Ken Schwaber tell a funny story about this. He was asked in by some place to evaluate how they were doing, so he attended their daily scrum. For anyone who doesn't know, that's supposed to be a brief meeting in which a facilitator called the scrum master asks each team member: 1. What have you done since yesterday? 2. What are you doing today? 3. Are you experiencing any impediments to your work? (The intention, of course, is that the scrum master then fight like hell to clear the impediments.)
At this outfit, they had taken a project manager and labeled him "scrum master". His version of the three questions:
1. Have you done what I told you to do yesterday?
2. Here's what I want you to do today.
3. (omitted)
That suggestion was nixed by the "office manager" (secretary), because white boards didn't go with the office's decor.
I am not making this up. I'm surprised I lasted for half a year at that company.
[1] (I loved the misapplication of Scrum. The Scrum book we were using had examples of things to never do, and that's exactly what we did. We actually had 8-hour sprint planning meetings every two weeks, in addition to an 8-hour "demo days" and "retrospectives"... leaving 7 days out of every 10 for actual work. Of course, those were cut into by other meetings like "architecture working sessions" and so on. In the end, nobody got anything done, so they added even more meetings to determine why that was the case. Around that point, I quit.)