3445Re: question regarding muliple projects against a small team
- May 10, 2004Ok, so now I'm a little worried.
The more I think about it, the less comfortable I am with Deb's spreadsheet
and the way it focuses on the individuals' performance. This clashes
totally with what I perceived to be key component of the Scrum methodology;
the team aspect.
In the ScrumMaster course, Ken made a point about ensuring that the daily
scrums were about the team members reporting to each other. He advised
doing things like avoiding eye contact with the team members in order to
avoid having them report *to* the scrummaster. I can think of numerous
other examples where he went out of his way to stress that the
scrummaster's role was *not* to organize and control the team's activities.
The chicken and pig concept, which seems to be a pillar of the methodology,
puts the emphasis on the team and shared goals.
So why am I worried? Well Deb puts up the spreadsheet which appears to
shift the focus from teamwork back onto individually managed people with
individual goals which are (probably) assigned by management, and the next
thing we see on this list are a whole bunch of posts from people saying
they think this is really cool. So then I wonder if people are looking at
this and saying to themselves, "Hey, this is the missing link! I can
implement Scrum while still keeping my subordinates directly accountable to
myself, and I can maintain control on an individual basis".
Now the last thing I want to be is dogmatic, but I'm thinking that if you
are managing your team with this spreadsheet (and the management style that
it implies) then it's not Scrum anymore. It may be effective, it may
support iterative and incemental, but it's not Scrum. If it's not Scrum,
what does that mean?
Perhaps if Mike or Ken could step in at this time and express an opinion it
would help to clarify this for me.
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