I like the IRiC idea. Sometimes I use little cartooney icons to
represent various stakeholders when explaining these concepts to
people unfamiliar with them. The one I like to use to represent the
ScrumMaster role is Ganesha, the god of removing obstacles.
I don't think everyone has the same notions of what the plain English
words "coach" and "mentor" mean, and that further complicates
discussions of the difference between SM and "coach."
Words get in the way, eh?
Cheers,
Dave
--- In
scrumdevelopment <at> yahoogroups.com, "Joseph Little"
<jhlittle <at> ...> wrote:
>
> To the subject line and one comment below...
>
> My experience is that the most import
ant thing an SM does is remove
> impediments (get impediments removed). He is the "Impediment Remover
> In Chief". All the other things fall under this. ("All" is perhaps too
> simplistic.)
>
> My experience is that "facilitator" (as I use that term) is a minor
> role in Scrum. (Others might define it more broadly than I do.)
>
> "Coach" again has different meanings to different people. If one means
> "coaching the team and those around the team to help remove
> impediments so that the team becomes more effective" then, it means
> about what I mean by Impediment-Remover-In-Chief.
>
> The IRiC phrase wants to emphasize an aspect parallel to the PO. It is
> key that the SM prioritize (do final prio
ritization) and own the
> Impediment List. And drive them, one-by-one to completion. (Drive's
> connotation of being Command & Control not intended.)
>
> My 2 cents.
>
> Thanks, Joe
>
>
>
> --- In
scrumdevelopment <at> yahoogroups.com, "jens.meydam"
> <jens.meydam <at> > wrote:
> >
> > Hi Jaideep
> >
> > > Sustainable success can never be forced or imposed, it has to be
> > inculcated
> > > and groomed. If as soon as the ScrumMaster is gone, the impact is
> > also gone
> > > then it is the failure of SM. SM as facilitator or Coach, whatever
> > role he
>
> > adopts, its sole purpose is to mature the team in such a manner to
> > be able
> > > to achieve success at the same pace, even if SM is gone.
> >
> > I don't really disagree with this. However, I think that often -
> > perhaps paradoxically - the best way to achieve this maturity quickly
> > is to do what Jeff Sutherland describes.
> >
> > "Forceful and mandatory" may sound politically incorrect to some
> > people here, but a "total [...] immersion experience" is exactly what
> > I want if I want to learn fast. This also applies to things like
> > learning a foreign language.
> >
> > Regards
> >
> > Jens
> >
> > _____
> > >
> > > From:
scrumdevelopment <at> yahoogroups.com> > > [mailto:
scrumdevelopment <at> yahoogroups.com] On Behalf Of jens.meydam
> > > Sent: 27 February, 2009 11:49
> > > To:
scrumdevelopment <at> yahoogroups.com> > > Subject: [scrumdevelopment] Re: ScrumMaster as facilitator vs.
> > ScrumMaster
> > > as coach
> > >
> > >
> > >
> > > Hi Dave
> > >
> > > > I definitely agree the role of coach is responsible for making the
> > >
; > team successful. To me, that doesn't mean successful in meeting
> their
> > > > immediate commitments. It means helping them develop into the best
> > > > team they can be, over the long haul.
> > >
> > > I agree that ultimately, sustainable success cannot be forced.
If the
> > > team - even after a couple of months of success - is still likely to
> > > abandon everything the ScrumMaster introduced as soon as the
> > > ScrumMaster is gone, the success that might have been achieved
is not
> > > sustainable.
> > >
> > > On the other hand, I really like what Jeff Sutherland describes
in the
> > > blog post I referred to earlier> > > (
http://jeffsutherla> > >
> >
>
<
http://jeffsutherland.com/scrum/2008/09/shock-therapy-bootstrapping.html>
> > > nd.com/scrum/2008/09/shock-therapy-bootstrapping.html).
> > >
> > > Let me quote two paragraphs:
> > >
> > > "I heard similar stories from an Agile leader at JayWay in Sweden.
> > > Using a forceful and mandatory way of implementing Scrum and good
> > > engineering practices, that Agile leader got similar results to
> MySpace.
> > >
> > > Rob Mee at
Pivotal Labs in San Francisco uses a forceful total XP
> > > immersion experience to bootstrap teams. They do everything exactly
> > > his way for three months. After that they have full body
understanding
> > > of the Agile motion and he can send them on their way. It has worked
> > > well on 40 startups so far."
> > >
> > > Regards
> > >
> > > Jens
> >
>
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