Re: [scrumdevelopment] Managing the process
- Managing the process in Scrum in not the same as leading the people which
is the Scrum Master's job.
I help the Scrum Master by:
1. Providing any management reports that senior management wants (without
interfering with the Scrum)
2. Generate the Burndown chart and bug status charts so everyone knows the
state of play every day
3. Analyse the loading on the team and provide results to the Scrum Master
so he can see how best to redistribute work
4. When necessary, nag people to complete estimates, do the 60 seconds of
reporting a day needed, or find out how to complete or kill tasks/bugs that
seem to hang around endlessly.
The Scrum asked me to do this and I do it in my spare time. It offloads
administrative work for the Scrum Master, so he or she can focus on
leading, coding, and delivering working releases. It takes a few minutes a
day and so far has avoided the overhead of having any PMs in the company.
At 06:55 PM 10/18/2003, you wrote:
> Date: Sat, 18 Oct 2003 09:32:41 +0200
> From: Boris Gloger <boris@...>
>Subject: Re: PMI and SCRUM
>On Friday, October 17, 2003, at 06:48 PM, Brian Button wrote:
> >> that is the other point - this was the thought I had in all my
> >> discussion last week. Whenever we tried to get a picture of a PM in an
> >> traditional process, we think of him as a Controlling Person. He
> >> "manages" the people. The PM in agile methodologies (like a Scrum
> >> Master) tries to manage the process, not the people.