1960RE: [scrumdevelopment] Organizational Structure
- Oct 2, 20031. Functional managers set the standards and guidelines for the people
representing that professional skill, as well as ensure that they get the
education they need. They are part of the review process; Team based review
is the bulk of any raise.
2. They can become ScrumMasters, as well as taking on helping the Product
Owner and customers think through how to manage ROI based development. The
whole idea of getting functionality every Sprint is pretty startling to
users; they need help with the transition.
3. Short and long term, the functional managers are helping define a better
way of doing work, but they are also losing their authority and (as far as
they can see) their career path. Does anyone else have any good ideas about
what to do with a functional manager, long term?
From: Dave Mell [mailto:dmell@...]
Sent: Thursday, October 02, 2003 11:24 AM
Subject: [scrumdevelopment] Organizational Structure
Need some help to answer questions from execs when considering the
transition from a functionally centric to a project centric
organizational structure. I'd like some validation/redirection of my
thinking on some pretty basic questions.
1) In a project centric world, for whom does it make sense to take on
the role of determining raises and fostering individuals career
development? Could be Scrum Master, tech lead, or functional mgr but
it seems like the person closest to the individuals doing the actual
work makes most sense.
2) What do functional managers do in the project centric world? Do
#1 above, become Scrum Masters, both?
3) Are there any issues or subtleties you would recommend watching
out for in this top down transition?
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