Re: [scrumdevelopment] Project Manager and ScrumMaster. Is it the same?
- The "pressure" for the success of a project in Scrum is put more or less on the Product Owner, some on the developers, and some of the Scrummaster. Everyone is working together as a team. The PO needs to provide the right vision, prioritize the backlog properly so that value is being delivered to the customer - the team is working on the right features. In the sense of traditional projects though, where a Project Manager was responsible for overall success, I feel in Scrum the Product Owner is now the one primarily responsible (as they are providing the vision and organizing the backlog). The development team needs to be selecting and delivering their product increments successfully with quality. The Scrummaster needs to make sure everyone's empowered to do their job and isn't impared in some way or fashion.A Scrummaster =! Project Manager. There's a reason Ken gave it a new name, it's a new role that has not existed before.The Scrummaster might not themselves commit per se, in terms of a consensus vote the team does at the end of sprint planning, they are most definately engaged and have their part in helping a team be fully productive and thereby successful in reaching that goal. I don't think a sheepdog would sit and watch the wolves come charging down the hill and think "Oh well -- it's not *my* flock really anyways."----- Original Message -----From: Heber Ferraz-LeiteSent: Thursday, February 01, 2007 1:16 AMSubject: AW: [scrumdevelopment] Project Manager and ScrumMaster. Is it the same?
<<< As a SM does not commit to the goal of an iteration (the team does) >>>
As a ScrumMaster I feel that I am a part of the team, so I have to commit to
the goals as well. My commitment means that I will do everything that can
be done to facilitate the reaching of the spring goal. This can mean getting
management's attention to remove impediments, coach team members when
needed, make sure the team stays focused on the goal, etc.
I see the ScrumMaster as a part of the team, and not external to it.
Now ... If the project allows the SM may spend 50% of his time in one team
and the other 50% in another team ... In which case he will just be a
part-time member of two teams.
- <<< 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?