Loading ...
Sorry, an error occurred while loading the content.

Re: ScrumBut with team lead as SM

Expand Messages
  • avinap77
    Hi Charles. Yes, like I mentioned myself - this is a ScrumBut, but I hope to make the most out of it... Either way I liked your tips. #1 and #2 - seems to be
    Message 1 of 7 , Mar 3, 2012
    • 0 Attachment
      Hi Charles.

      Yes, like I mentioned myself - this is a ScrumBut, but I hope to make the most out of it...

      Either way I liked your tips.

      #1 and #2 - seems to be in line with what I'm facing - AFAIK this team lead has minimal "manager duties" and I see an opportunity to align leadership style with scrum values.

      #3 - hehe... funny you mention it. This is something I find myself doing when I'm in conflicting roles. Good to point out as a practice.

      #4 and #5 - this will be tricky, as she will be both a part of the team and SM. Hopefully her style of leadership will make the "manager go away" so as this will not hurt the process and the team.

      Thanks,
      Avi



      --- In scrumdevelopment@yahoogroups.com, Charles Bradley - Scrum Coach CSM PSM I <chuck-lists2@...> wrote:
      >
      > Avi,
      >
      > Like others I'll give the "This is generally a Scrumbut/bad idea" look in your general direction.
      >
      > Then I will smile in your general direction and say, here's a Scrum person trying to accomplish "the art of the possible" by creating a thoughtful adaptation to an organizational constraint.  Another disclaimer:  Too many org constraints like this can pretty much ruin a Scrum implementation.
      >
      > Now, with the caveats over... If there is no other option but to lead the Manager play a Scrum Role, I will proceed with a couple of ideas that have worked for me in the past in this regard.
      >
      > I define Manager, for the purposes of this discussion, as follows:
      >
      > 1.  Any person who is seen by the org as having the ability to exert strong authority over another
      > person on a Scrum Team, OR
      >
      > 2.  Any person who has a large amount of influence over another Scrum Team member's advancement at a company (performance reviews, determining bonuses, etc).
      >
      > Tip#1: If the role the Manager is playing is the PO or SM role, and there is someone else who I think could play the role well, I try to convince the Manager to let someone else play the role.  If that doesn't work, I move on to the next tips.
      >
      > Tip#2: Try to convince the Manager to align their management values with those of Scrum values (roles, servant leadership, etc per the Scrum Guide), or at least try to convey to them what that means.  I usually have private one on ones to begin this process, but continue to coach as necessary.  My biggest goal is to get them to think and essentially convey --- "I will tell this person I manage that my one overriding success factor for that person is how well that person fulfills their Scrum
      > role AND how well that person serves the other Scrum Team members in the Scrum Team's efforts."
      >
      > Tip#3: Whenever there might be confusion on whether the person is speaking as their Scrum role vs. their Manager role, I strongly encourage them to start the sentence with "As a <Scrum Role>, my view is <blah blah blah>." or "As a <Manager role>, my view is <blah blah blah>."  As a coach, I will often ask them to clarify in this way if I see any possible confusion.  They can also use the "hat" metaphor.  "With my <Scrum Role> hat on, my view is....", or "Now if I put my <Manager role> hat on, this is my opinion."  In some cases, they may need to, after stating their view with both hats, "I think, with my <Manager role> hat on, I'm going to have to make an executive decision to..."  I encourage them to use that last one as rarely as possible.
      >
      > Tip#4: I encourage the Manager to disappear for a large part of each Retrospective.  More on that here:
      >
      > Best Practice - Minimize Manager input in Retrospectives
      >
      > Tip#5: I encourage the Manager to always wear their <Scrum Role> hat during the Daily Scrum, and to make sure that team members don't "report to" their manager in that meeting.  One tip I give them for this is for the manager to stand just outside the circle/semi-circle, but to still participate as their Scrum role.
      >  
      >  
      > -------
      > Charles Bradley
      > http://www.ScrumCrazy.com
      >
      >
      >
      >
      >
      > >________________________________
      > > From: avinap77 <avi.naparstek@...>
      > >To: scrumdevelopment@yahoogroups.com
      > >Sent: Friday, March 2, 2012 2:03 PM
      > >Subject: [scrumdevelopment] Re: ScrumBut with team lead as SM
      > >
      > >Thanks Johannes, Ron and Ram,
      > >All your feedback has been quite reassuring for me.
      > >Ram - special thanks for the generous offer, I might take you up on it  :)
      > >
      > >I understand the issue you all see as most problematic is team lead=scrummaster, where the team-lead role might overshadow the SM role in terms of authority and dis-empowering the team.
      > >
      > >I'll be sure to point out this inner-conflict to her. Luckily she's quite bright and sensitive, so I trust she'll understand the problem and find ways to overcome it.
      > >
      > >Also she has not yet fully formulated her style of team-leadership (and god knows there are many styles). So far she has shown a soft and supportive approach rather than command-and-control, so I'm hoping that the "SM within her" will prevail and help mold an agile style of leadership, protecting the team and helping them succeed.
      > >
      > >My main concern is management support for such a style - I'm
      > hoping she won't find herself pushed into a corner forcing self organization out the window.. but I guess time will tell how this turns out.
      > >
      > >Thanks again,
      > >Avi
      > >
      > >
      > >
      > >--- In scrumdevelopment@yahoogroups.com, Ramprvesh Upadhyay <ramprvesh@> wrote:
      > >>
      > >> Hi Avi,
      > >>  
      > >> My concern is how can a person play both role as a SM as well TL since objective of both the roles are not same.
      > >> There is not a TL concept in Agile.
      > >>  
      > >> I am agree a team member can play a SM role and he/she should be facilitator instead of Team Lead. Team should be given the freedom to decide their own path. SM can only guide them but can not force the team what is the best way to do since only scrum team can decided how to do the work. I have played the same role 2 years back. If
      > you need any help please contact me and I will be pleased to help on this without any cost.
      > >>  
      > >> Thanks,
      > >> Ram
      > >> Mob; 9611200733
      > >>
      > >>
      > >> ________________________________
      > >> From: avinap77 <avi_a@>
      > >> To: scrumdevelopment@yahoogroups.com
      > >> Sent: Friday, 2 March 2012 2:45 PM
      > >> Subject: [scrumdevelopment] ScrumBut with team lead as SM
      > >>
      > >>
      > >>  
      > >> Hi all
      > >>
      > >> We're setting up a project where scrum-guide-scrum will not be possible.
      > >>
      > >> We are considering setting up a scrum-but where the team lead will take on the SM role.
      > >>
      > >> As such she will be required to participate in coding and other team activities in addition to being a scrummaster, being responsible for both delivery (of working code) and
      > process.
      > >>
      > >> This team lead doesn't have any formal scrum certification but has been working as a scrum-but team-member for over a year quite successfully.
      > >>
      > >> She has recently been promoted to be team-lead, so we are thinking that giving her the SM role will also have a positive effect on her team-leadership, paving the way to servant-leadership of the team and an overall improved agile maturity for the organization.
      > >>
      > >> I have been asked to provide her with training and coaching on this matter.
      > >>
      > >> I'd appreciate your thoughts and experience with similar situations.
      > >> Any special pitfalls or issues you would suggest to take into consideration on this?
      > >>
      > >> Pleas take note that the fact that this is not scrum-by-the-book is well known and understood and is not the issue at hand. This is a compromise the organization is willing and forced to make at this time.
      > >>
      > >> I'm
      > asking about - given the scrum-but compromise - what do you think about the specific setup, being:
      > >> * team lead=SM
      > >> * new to team-leadership
      > >> * new to being SM
      > >> * but acquainted with scrum and enthusiastic about it
      > >>
      > >> Thanks,
      > >> Avi
      > >>
      > >
      > >
      > >
      > >------------------------------------
      > >
      > >To Post a message, send it to:  scrumdevelopment@...
      > >To Unsubscribe, send a blank message to: scrumdevelopment-unsubscribe@...! Groups Links
      > >
      > >
      > >
      > >
      > >
      > >
      > >
      >
    Your message has been successfully submitted and would be delivered to recipients shortly.