54235Re: [scrumdevelopment] Re: Working with people and teams
- Feb 12, 2012Hello Jack,Yes, I agree with you that coaching is essential for the teams, especially new ones. I realize I have to improve in that aspect and have been reading a lot of material on the subject to be more helpful to the teams. Do you have suggestions of articles, blogs, books, etc that could help me with that? So far, I have read Lyssa's book "Coaching Agile Teams" which is a very useful guide. I feel I need to know a lot myself so that I can help my teams, but it is something that takes time. I am trying to influence people in my teams and also in other teams or departments, to study agile practices that interest them so that we can exchange knowledge. I have a limit to the amount of information I can absorb and pass on, so until I have had time to read a few more books, participate in events and trainings, I am trying to parallelize the knowledge gain. It seems to be having an effect. I am planning also on doing several short presentations to interest more people to get on the learning track. I hope to be able in the future to coach 20 teams as you do!Kind Regards,VickyOn Thu, Feb 2, 2012 at 12:28 AM, JackM <jack@...> wrote:
So here's my advice. If you leave a new scrum team to fend for themselves, it's not going to go well. I have found that the best way is to coach the team through the learning curve slowly relinquishing control. There's a lot to learn and it takes time for teams to get used to this new way of working.
But I urge you to coach the teams. Play more of a facilitative role, help them through the issues.
Be the guiding light. I manage 20 Scrum teams and still continue to coach the teams and provide input where required. But way less now that they have the hang of it.
--- In firstname.lastname@example.org, Victoria Thompson <vickysp@...> wrote:
> I am new to the group and I am interested in discussing certain
> difficulties I have found in applying scrum and agile principles.
> What has been worrying me recently is how to effectively get a team to be
> self-organized and ultimately self-managed. Despite that many people on
> the project signal they like this approach, they do not collaborate for
> this result. As scrum master, I feel that I should help them attain this
> level of teamwork, but I believe that some people's individual values and
> maturity levels conflict with this. Has anyone had to deal with a
> situation like this? Is it necessary to have some level of command-control
> and graduallly reduce it as the team matures to attain self-organization?
> I don't like the idea of doing that because that is not what is expected
> from a scrum master and it goes against my own values, so I am a bit at a
> loss about how to go about improving the team, which seems not mature
> enough to self-organize even with when given the information and tools
> necessary to achieve that.
> Victoria Thompson
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