6721Re: [agile-usability] Linkedin Group on Agile and UX
- Jan 7, 2010What you call yourself is usually only important if you don't know what you're doing. If you know what you're doing and/or are upfront about not knowing, that will speak louder than any titles you might give yourself. The people who are managing the project are the project managers, meaning someone else may very well have that title but isn't actually managing (or shepherding, facilitating, whatever) much of anything.Oh, and it's Scrum, not SCRUM (It's not an abbreviation.)-AndersSent from my iPhone
On Jan 7, 2010, at 6:38 AM, Craig Davidson <craigmdavidson@...> wrote:
What do you call the SCRUM master when you are not doing SCRUM? ;-)2010/1/6 Glennette Clark <glennette@gmail. com>
Essentially, another name for a SCRUM master.
On 1/5/10, Tim Wright <firstname.lastname@example.org> wrote:
> To quote from http://www.bigvisib le.com/gschlitz/ passive-conduit/ (because
> Im tired after work :)
> "I believe that one of the simplest and most effective things an Agile
> project manager can do is, ironically, nothing!
> "Well, not really *nothing*. But none of the things mentioned above. The
> Agile PM should be a conduit of information, a “passive conduit” as Thomsett
> describes nicely in his excellent book. Instead of solving problems, focus
> on getting problems to the right people. For every challenge, risk and issue
> arises, spend your time communicating to those who need to know, those who
> are empowered and able to solve the challenge or issue, or who are affected
> by the risk."
> On Wed, Jan 6, 2010 at 3:28 PM, William Pietri <william@scissor. com> wrote:
>> On 01/05/2010 06:20 PM, Tim Wright wrote:
>> IT's a slightly different setup than that. The Agile PM has two teams that
>> report to him (either through secondment from business or as their
>> - we don't do the matrix resourcing anymore). One is the development team
>> and the other is the business experts team. The business experts act more
>> like a customer or product owner.
>> The project is measured (and the PM rewarded) by how well the project
>> several "success sliders" and removes roadblocks that hinder the team
>> achieving those measures - as well as identifying external (to the
>> things that might impact the team.
>> Interesting. I'm still a little unclear on what that person actually does.
>> You mentioned previously that the project manager is responsible for
>> delivery, but in the fully Agile shops I'm familiar with, it's the team
>> is responsible.
>> Just so I can understand their function better, what would happen if you
>> didn't have the project manager? If you just had all of those people
>> as one team with common goals?
--UXCamp DC - Jan. 23, 2010 - http://uxbarcampdc. eventbrite. com
Lazy Smart Creative
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