If the project manager adopted the servant-leader principles, they would be a ScrumMaster and there would be no project manager, Ken _____ From:Message 1 of 78 , Feb 1, 2007View Source
If the project manager adopted the “servant-leader” principles, they would be a ScrumMaster and there would be no project manager,
From: firstname.lastname@example.org [mailto:email@example.com] On Behalf Of Steven Gordon
Sent: Thursday, February 01, 2007 9:41 AM
Subject: Re: [scrumdevelopment] Project Manager and ScrumMaster. Is it the same?
The Project Manager is not the Product Owner, either. The Product
Owner is responsible for the defining and steering the product being
produced, not for managing the project itself.
So, given what a Scrum Master and a Product Owner each do, what is
left for a Project Manager to do? Is the Project Manager just an
interface to the rest of the company (Upper Management, HR,
Could a Project Manager for a project that has multiple Scrum teams
simultaneously be the "Uber Scrum Master" of a Scrum of Scrums without
conflicts of interest?
On 2/1/07, Basharat Wani <bbw@...> wrote:
> Hey Heber ,
> Nicholas is absolutely correct .
> Scrum Master and Project Manager are two different roles.
> Every Scrum Master is a leader and is responsible for building a team.
> While Product Owner is owner and responsible for the Project.
That is not what I had said. I had said that theMessage 78 of 78 , Feb 3, 2007View Source<<< Nicholas is absolutely correct .
Scrum Master and Project Manager are two different roles. >>>
That is not what I had said. I had said that the ScrumMaster needs to see
himself as a part of the team and needs to be commited to the sprint goals.
I very much agree to the statement that scrummaster is NOT just another name
for a project manager.
@Wolfgang ... You mentioned an example where the team comes to you with an
impediment, and you are thinking it is not an impediment but it is them
asking you to tell them what to do. You said you don't tell them. Why?
I think that this is part of coaching ... And is this not one way of
facilitating work. Now ... I'm not speaking of doing the job for someone
else, but of sitting down next to them and giving them hints about how to do
it themselves. I would assume next time this person comes across such an
issue he won't have to ask anymore. I mean ... If you keep showing someone
how to do it, and he just doesn't get it ... Maybe he is in the wron job
position ... And this is a problem that is not caused by scrum, it is just
made visible by scrum.
I see nothing wrong with a ScrumMaster doing this type of coaching. It
doesn't have to be that way, because a ScrumMaster does not have to be an
expert in the domain the team works on ... But if the ScrumMaster is an
expert, why not use his expertise?