RE: [scrumdevelopment] Re: ScrumMaster same as development manager?
- Again folks, combine the two roles making managers scrum masters. To do
this organize the daily scrum meeting so that the team (not the scrum
master) updates the manager after the daily meeting. If the manager has
more than one team working then the team member - representative - from each
team all meet with the manager at the same time.
This may sound like a scrum of scrum meetings. - it is. But more importantly
it starts to turn over the responsiblilty of a scrum master - 'to plow the
road' of impediments.
The scrum master role shifts from driving the scrum process to infusing the
core of scrum - close communication - into the organization. This allows
the SM to become a force multiplier.
It works, too. 6 managers, 2 directors, 3 senior directors, a CIO and a
COO are now in the loop - every day. The managers have no choice about the
daily meeting and communicating what happened as their phones start ringing.
Michael F. Dwyer
"Planning constantly peers into the future for indications as to where a
solution may emerge."
"A Plan is a complex situation, adapting to an emerging solution."
[mailto:firstname.lastname@example.org] On Behalf Of news.gmane.org
Sent: Tuesday, January 03, 2006 1:05 PM
Subject: [scrumdevelopment] Re: ScrumMaster same as development manager?
> My experience is similar to Tamara's. We did try to Scrummaster/Managerthing and it
> really didn´t work that well.scrum master would
> It would seem to me that in the beginning, the best people to have as
> be opinion leaders on the team. That may or may not be the manager. Andsince one of
> the principle points behind scrum is empowering the team, having themanager serve in that
> capacity tends to associate scrum with a hierarchical command-and-controlstructure.
>individuals that care the most
> Longer term (once scrum is established), I would think it's the
> about the entire deliverable, those with the best personal relationshipwith the project
> manager. Perhaps QA people.owns the burndown,
> Regarding the burndown, we've tried to take the attitude that the team
> because the team is responsible for the deliverable. Not any specificindividual.
>Hi Mike and everyone else on this thread
Have you found that if the Scrum master is not the development manager,
then the development manager has more time to either:
(i) do development !
(ii) have more people reporting to him/her as line manager?
Your experience in this would be interesting
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- Hi Tamara,I assume that this email is outdated but siting in an airplane is sometimes boring :)On 05.01.2006, at 19:45, Tamara Sulaiman wrote:I do not believe that this is a general consensus. i can only say that the project manager should not be the Scrum Master --- and given by your definition, regardless if this is the right definition: You proofed that by yourself:No -- that is the misleaded interpretation of everybody and starts always unnecessary discussions if a good project manager would be a good Scrum Master.Scrum says that the Product Owner isa) responsible for budgets & ROI - he drives the project from a business point of viewb) He is in charge of aligning the organization to the project an vice versa.c) He works with the team to get the results the organization wants to havebtw - he can be absolutely comand and control driven. Would be a nice discussion what will happens if you have a comand and control product owner. Anyway, this would have been no impact because you do have a Scrum master who protects the team and makes sure that the Product Owner gets the information he needs.this role is essential - an I hope you get now that the Project Manager must become the Product Owner and Not the SCRUM master in case he is like you described above.And that is something that is abolutely nonsense - why do we have a legislature, a executive and a jurisdicative? We need someone who makes the rules: The product owner, who executes: the team and someone who controls both: the Scrum Master. And you do very well in not combining them into one person.I know this kind of set up, but why can you not be the Scrum Master for another team, and the product owner for your team?We have set up our whole organization - I am part of the first line management or co-founder, in the way that I am the Product Owner and Scrum Coach for company but I installed a Scrum master ,my One Second liner, who will install the processes and I have one Product Owner, my second second liner: she will run the project that we get from outside as product owner. And every team gets his own Scrum Master coached by my seond liner.So I try to live that we do not get shared responsibilities within one person, but everybody has multiple roles.
Well, he coud become a scrum master, because he needs to make sure that he will have the resources available for the team. But he does not manage this team or the resources. But he would be the person with the right skills for a scrum master, right?
Again we are in the conflicting roles. Do not do that. And yes a product manager would be the right product owner if he is inside the company.
Cancel that role or make a Scrum Master from him.Boriswww.scrumeducation.comwww.sprint-it.com