- (replying to Heber) I am not sure I agree with you. I am the Scrum Master of a team, but I am also their Manager. If I were to consider myself part of theMessage 1 of 78 , Feb 1, 2007View Source(replying to Heber)I am not sure I agree with you. I am the Scrum Master of a team, but I am also their Manager. If I were to consider myself part of the team, this would lead to a situation where all motion towards self-organization would come to a standstill and the team members would look at me to provide the driving force. Only by deliberately stepping outside and pushing them to resolve those issues that they could clearly resolve themselves, was it possible to achieve some degree of self-organization. And even then it was (and is) far from perfect. Ideally I should not be Scrum Master and Manager at the same time.Maybe your approach works if you are not the manager of the team.
- That is not what I had said. I had said that theMessage 78 of 78 , Feb 3, 2007View Source<<< Nicholas is absolutely correct .
Scrum Master and Project Manager are two different roles. >>>
That is not what I had said. I had said that the ScrumMaster needs to see
himself as a part of the team and needs to be commited to the sprint goals.
I very much agree to the statement that scrummaster is NOT just another name
for a project manager.
@Wolfgang ... You mentioned an example where the team comes to you with an
impediment, and you are thinking it is not an impediment but it is them
asking you to tell them what to do. You said you don't tell them. Why?
I think that this is part of coaching ... And is this not one way of
facilitating work. Now ... I'm not speaking of doing the job for someone
else, but of sitting down next to them and giving them hints about how to do
it themselves. I would assume next time this person comes across such an
issue he won't have to ask anymore. I mean ... If you keep showing someone
how to do it, and he just doesn't get it ... Maybe he is in the wron job
position ... And this is a problem that is not caused by scrum, it is just
made visible by scrum.
I see nothing wrong with a ScrumMaster doing this type of coaching. It
doesn't have to be that way, because a ScrumMaster does not have to be an
expert in the domain the team works on ... But if the ScrumMaster is an
expert, why not use his expertise?