RE: [scrumdevelopment] ScrumMaster same as development manager?
>-----Original Message-----To the contrary, this is good. I am starting to see what you are
>[mailto:email@example.com] On Behalf Of Yuri Gadow
>Sent: Wednesday, January 04, 2006 12:24 PM
>Subject: Re: [scrumdevelopment] ScrumMaster same as
>Steven Ropa wrote:
>> I am still not understanding what potential the group might not be
>> utilizing, though. Can someone maybe list some of the things the
>> group might be doing differently if I were only a Scrum
>Master and not
>> a manager, or if we had a different team member act as scrum master?
>> I want to look and see if maybe I'm just missing it. After all, I
>> need to Inspect and Adapt, right?
>Basically, I am just thinking of the team's "maximum
>potential", that is, the best possible culmination of all
>their individual strengths.
>What I'm suggesting is that a manager's presence as an
>integral part of the Scrum may limit that via the team
>members' assumptions, fears, or hopes about the image they
>project to "The One Who Controls Salary", or by any ingrained
>habit to, perhaps unconsciously, follow the leader.
>This may be exacerbated by me making direct suggestions,
>because a percentage of people on just about any team will
>feel uncomfortable telling me to take my idea and shove it,
>since I have so much "authority". On the other hand, a CSM has
>no authority and their suggestions can be discussed as would
>As a manager outside the process, I can suggest, coach, or
>whatever, quite a bit - with the personal comfort factor of
>knowing that the Scrum process will generally tend to turn up
>those things that I do that don't fully build on the team
>members' strengths as being impediments - because the CSM's
>are specifically selected for being people who are willing to
>get in my face and tell me I'm wrong, evil, and must be
>stopped. Without that separation, it would be me directly
>interacting with those few people who are great software
>developers, but just don't feel comfortable telling me,
>personally, where to step off, leading to the Heisenberging of
>team, and possibly the only thing that I really
>fear: failure without understanding.
>I'm still struggling to figure this out and articulate it to
>myself, never mind others. So my apologies for lack of sense
>on this thread.
referring to. I can honestly say that I have a team of people that
believe wholeheartedly in telling me to Shove It! Maybe I'm just lucky.
I will say, however, that I believe very strongly in Servant Leadership,
which means I work for the team, not vice versa. I do hold the
institutional authority, but I work very hard to keep it visible that I
use that authority only to better their lives. Since I am the only CSM
in this office, and probably couldn't get the money to get another one
certified(VP to Steve:"why do we need two? That's what we hired you
for.") I need to provide the CSM functionality. I spend a lot of energy
testing just the items you mentioned above though, so I can comfortably
say, at least for now, that the team is realizing their full potential,
and using me as a tool to keep things smooth and happy. I will of
course continue to Inspect and Adapt, though.
- 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