Re: [scrumdevelopment] Re: What does it take to pursue a career in Scrum?
- On Tue, Oct 27, 2009 at 4:16 PM, simons.online <simons.online@...> wrote:
>I've never been entirely sold on the role of the Scrummaster. I think
> I'm sure that a lot of agilist can relate to that.
> It seems like you've worked in quite a few places and had a good amount of exposure. Do you think that there is any fulfillment in being a scrummaster longterm after the implementation is successfully complete? Some have stated that a scrummaster isn't necessary in effective agile environments. It seems like once the chaos is under control, there isn't much to do outside of light administrative functions: observe/facilitate meetings, track time etc.
that some people do it well and it becomes a big asset, but I'm not
sure that it was ever really a necessary role. I think the need for
Scrummasters arose from the desire to disseminate Scrum and the choice
to do so by creating an army of certificate holders. That effort has
been largely successful though not without its drawbacks and
Certainly there is a need for new or struggling agile teams to have
some kind of leadership, but that can take a lot of forms. Sometimes
the best thing is to have some experienced people embedded in the
team. Sometimes it is best to have an outsider who can observe and
offer suggestions (i.e. a coach.) Sometimes it just occurs
spontaneously from within the team, because they get exposed to the
ideas somewhere and decide to try them out. Any of these can work and
any of them can fail, on a given day for a given team.
Every successful leader will eventually reach a point where they are
no longer needed. Every failed leader will as well. The trick is to
have the courage to move on and the insight to know when it is time.
Moving on doesn't necessarily have to mean leaving an organization,
but it certainly means changing roles... even laterally.
> Have you ever left a job out of boredom?Not per se. I have left because I felt that there wasn't anything that
I could do to succeed or to help the team to succeed, or at least if
there was something I could do I wasn't empowered to do it.
> --- In firstname.lastname@example.org, Adam Sroka <adam.sroka@...> wrote:
> > On Mon, Oct 26, 2009 at 10:43 AM, simons.online <simons.online@...> wrote:
> > >
> > >
> > >
> > > Hello Adam, thanks for you input on this topic. You make some salient points. If you don't mind my asking, when you quit or were fired, what were the key points of failure?
> > >
> > It generally comes down to having different values or different goals
> > however that manifests itself. I have very high standards. I expect a
> > lot from my employer and my team, but I think what I give back is
> > worth it. Unfortunately, I have sometimes had a hard time identifying
> > people and organizations whose values are similar enough to mine, and
> > in some cases I have outstayed my welcome. I'm getting better on both
> > fronts, though.