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RE: [scrumdevelopment] Agile Mentor Job Description

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  • Mike Dwyer
    And so tell me why it is important to have a Scrum Master who spends a lot of energy keep his fingers out of the code (or the heads) of the folks? Scrum
    Message 1 of 17 , Oct 8, 2005
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      And so tell me why it is important to have a Scrum Master who spends a lot
      of energy keep his fingers out of the code (or the heads) of the folks?

      Scrum Masters should be out of answers and into questions that move
      impediments.

      Michael F. Dwyer

      "Planning constantly peers into the future for indications as to where a
      solution may emerge."
      "A Plan is a complex situation, adapting to an emerging solution."

      -----Original Message-----
      From: scrumdevelopment@yahoogroups.com
      [mailto:scrumdevelopment@yahoogroups.com] On Behalf Of Dr. Wolfgang J.
      Schneider CITC
      Sent: Saturday, October 08, 2005 2:30 PM
      To: scrumdevelopment@yahoogroups.com
      Subject: RE: [scrumdevelopment] Agile Mentor Job Description

      EXACTLY !

      > Zsolt Szasz wrote:
      >> In not so many words, I deeply appreciate if my agile coach can code.

      > Jim Hyslop wrote:
      >> I'd agree there, and not just for agile coaches.

      Wolfgang Schneider wrote:
      > Basically, I do agree 100%. But it can be like a curse. I am in IT for
      > 35++ years, as an analyst, developer, tester, so I always end up as
      > test manager, acting project manager or so when they did hire me just
      > as an expert. I have to spend a lot of energy reigning myself in, let
      > my people do their work although I am pretty sure I could do it better
      > myself, I have to keep away from micromanaging, etc.

      Ron Jeffries wrote:
      I often feel that I could do better myself -- although I suspect that I am
      quite often wrong. What makes it easier for me to hold back is that even if
      I could do better than any one of them, I'm pretty sure I couldn't do better
      than all of them combined. ;->






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    • Dr. Wolfgang J. Schneider CITC
      I am not a scrum master, but a conservative IT hand. I am just looking into what s going on, learning that old methods have five-letter-labels like SCRUM and
      Message 2 of 17 , Oct 9, 2005
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        I am not a scrum master, but a conservative IT hand. I am just looking into
        what's going on, learning that old methods have five-letter-labels like
        SCRUM and AGILE not necessarily is to moved to junk mail because it is a
        viagra keyword...

        -----Original Message-----
        From: scrumdevelopment@yahoogroups.com
        [mailto:scrumdevelopment@yahoogroups.com] On Behalf Of Mike Dwyer
        Sent: Saturday, October 08, 2005 21:36
        To: scrumdevelopment@yahoogroups.com
        Subject: RE: [scrumdevelopment] Agile Mentor Job Description

        And so tell me why it is important to have a Scrum Master who spends a lot
        of energy keep his fingers out of the code (or the heads) of the folks?

        Scrum Masters should be out of answers and into questions that move
        impediments.

        Michael F. Dwyer

        "Planning constantly peers into the future for indications as to where a
        solution may emerge."
        "A Plan is a complex situation, adapting to an emerging solution."

        -----Original Message-----
        From: scrumdevelopment@yahoogroups.com
        [mailto:scrumdevelopment@yahoogroups.com] On Behalf Of Dr. Wolfgang J.
        Schneider CITC
        Sent: Saturday, October 08, 2005 2:30 PM
        To: scrumdevelopment@yahoogroups.com
        Subject: RE: [scrumdevelopment] Agile Mentor Job Description

        EXACTLY !

        > Zsolt Szasz wrote:
        >> In not so many words, I deeply appreciate if my agile coach can code.

        > Jim Hyslop wrote:
        >> I'd agree there, and not just for agile coaches.

        Wolfgang Schneider wrote:
        > Basically, I do agree 100%. But it can be like a curse. I am in IT for
        > 35++ years, as an analyst, developer, tester, so I always end up as
        > test manager, acting project manager or so when they did hire me just
        > as an expert. I have to spend a lot of energy reigning myself in, let
        > my people do their work although I am pretty sure I could do it better
        > myself, I have to keep away from micromanaging, etc.

        Ron Jeffries wrote:
        I often feel that I could do better myself -- although I suspect that I am
        quite often wrong. What makes it easier for me to hold back is that even if
        I could do better than any one of them, I'm pretty sure I couldn't do better
        than all of them combined. ;->






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      • Mike Dwyer
        Welcome from the Grumpy old men faction of the Agile and Scrum Movement. Speaking for myself, (and anyone else who agrees) This 5 letter world we live in does
        Message 3 of 17 , Oct 9, 2005
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          Welcome from the Grumpy old men faction of the Agile and Scrum Movement.
          Speaking for myself, (and anyone else who agrees) This 5 letter world we
          live in does sound very old. It is. It is the way things get done by small
          teams of people who have self respect and self discipline as well as the
          courage to say they were wrong and are strong enough to let others help
          them. This is not drivel. The Daily Update MUST be done, people must
          answer each question and the scrum master must move impediments. There is
          not a ounce of trying to do this here. It is done or not. This also drives
          the key measure of the effort. Stuff that works (in the case of codable
          sections) or in my case, stuff that can be used by other people to get their
          jobs done smarter better faster. (business rules, for example.)

          This makes Scrum and Agile, again in my opinion, a very conservative and
          extremely extensible method because it comes down to keeping your
          commitments and earning the right to be trusted and relied upon.

          I now yield the soap box.

          Michael F. Dwyer

          "Planning constantly peers into the future for indications as to where a
          solution may emerge."
          "A Plan is a complex situation, adapting to an emerging solution."

          -----Original Message-----
          From: scrumdevelopment@yahoogroups.com
          [mailto:scrumdevelopment@yahoogroups.com] On Behalf Of Dr. Wolfgang J.
          Schneider CITC
          Sent: Sunday, October 09, 2005 2:43 PM
          To: scrumdevelopment@yahoogroups.com
          Subject: RE: [scrumdevelopment] Agile Mentor Job Description

          I am not a scrum master, but a conservative IT hand. I am just looking into
          what's going on, learning that old methods have five-letter-labels like
          SCRUM and AGILE not necessarily is to moved to junk mail because it is a
          viagra keyword...

          -----Original Message-----
          From: scrumdevelopment@yahoogroups.com
          [mailto:scrumdevelopment@yahoogroups.com] On Behalf Of Mike Dwyer
          Sent: Saturday, October 08, 2005 21:36
          To: scrumdevelopment@yahoogroups.com
          Subject: RE: [scrumdevelopment] Agile Mentor Job Description

          And so tell me why it is important to have a Scrum Master who spends a lot
          of energy keep his fingers out of the code (or the heads) of the folks?

          Scrum Masters should be out of answers and into questions that move
          impediments.

          Michael F. Dwyer

          "Planning constantly peers into the future for indications as to where a
          solution may emerge."
          "A Plan is a complex situation, adapting to an emerging solution."

          -----Original Message-----
          From: scrumdevelopment@yahoogroups.com
          [mailto:scrumdevelopment@yahoogroups.com] On Behalf Of Dr. Wolfgang J.
          Schneider CITC
          Sent: Saturday, October 08, 2005 2:30 PM
          To: scrumdevelopment@yahoogroups.com
          Subject: RE: [scrumdevelopment] Agile Mentor Job Description

          EXACTLY !

          > Zsolt Szasz wrote:
          >> In not so many words, I deeply appreciate if my agile coach can code.

          > Jim Hyslop wrote:
          >> I'd agree there, and not just for agile coaches.

          Wolfgang Schneider wrote:
          > Basically, I do agree 100%. But it can be like a curse. I am in IT for
          > 35++ years, as an analyst, developer, tester, so I always end up as
          > test manager, acting project manager or so when they did hire me just
          > as an expert. I have to spend a lot of energy reigning myself in, let
          > my people do their work although I am pretty sure I could do it better
          > myself, I have to keep away from micromanaging, etc.

          Ron Jeffries wrote:
          I often feel that I could do better myself -- although I suspect that I am
          quite often wrong. What makes it easier for me to hold back is that even if
          I could do better than any one of them, I'm pretty sure I couldn't do better
          than all of them combined. ;->






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          To Unsubscribe, send a blank message to:
          scrumdevelopment-unsubscribe@...
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