RE: [scrumdevelopment] Re: ScrumMaster same as development manager?
>-----Original Message-----Hi Daniel!
>[mailto:email@example.com] On Behalf Of news.gmane.org
>Sent: Tuesday, January 03, 2006 11:05 AM
>Subject: [scrumdevelopment] Re: ScrumMaster same as
>> My experience is similar to Tamara's. We did try to
>> Scrummaster/Manager thing and it really didn´t work that well.
>> It would seem to me that in the beginning, the best people
>to have as
>> scrum master would be opinion leaders on the team. That may or may
>> not be the manager. And since one of the principle points behind
>> scrum is empowering the team, having the manager serve in
>that capacity tends to associate scrum with a hierarchical
>> Longer term (once scrum is established), I would think it's the
>> individuals that care the most about the entire deliverable, those
>> with the best personal relationship with the project
>manager. Perhaps QA people.
>> Regarding the burndown, we've tried to take the attitude
>that the team
>> owns the burndown, because the team is responsible for the
>deliverable. Not any specific individual.
>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
My experience may be different from the norm, but here it is anyway.
I am the Scrum Master and the Dev Manager. I found this to be very helpful at that start for several reasons. One, was that I have the authority to tell (yes, tell) people what they need to do. I agree with what Mike Cohn and others have said that not every team can start out self organizing. It also provides me with enought authority to manage upward, and help my team deal with outside influences/pressures.
Now that the team is running, and running quite well, I find that my Scrum Master duties are not that large. I have commented more than once that my team doesn't need me anymore, and that's A Good Thing. I have a lot of time available to do development, explore new ideas(Aspects are fascinating me!) and more importantly, I can evangelize to other teams. Because I am an experienced Scrum Master, I have the knowledge to teach better, and because I am a director, I have the institutional recognition that some people require to even sit down and listen.
So I don't personally see a need to have someone who is not the dev manager to be the Scrum Master, but I think each team needs to decide this based on their own unique circumstances.
- 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