RE: ScrumMaster only one trying to do Scrum
2009-03-31 23:06:22 GMT
But what is NOT the Scrummasters role is to be a policeman or enforcer to force people to use Scrum. If the team is not practicing Scrum, then there is no such role as Scrummaster;that role has become redundant or irrelevant in this circumstance.
To: scrumdevelopment <at> yahoogroups.com
From: xavier <at> xqa.com.ar
Date: Wed, 25 Mar 2009 22:42:42 +0100
Subject: Re: [scrumdevelopment] ScrumMaster only one trying to do Scrum
When you put forward a situation like this to the list, you will probably get a lot of answers saying that if the team and PO think it's OK, then let it be. And they are partly right, at least from the team/SM point of view. You might not be implementing Scrum correctly, but as long as you have clearly defined a Product Owner, and he/she understands his/her responsability, your hands are tied. Scrum is very simple: the responsibility of what is delivered lies with the PO. If the PO approves, then unfortunately for you, "all is well" (at least from the framework perspective). There is no such thing as saying "they only do 80-90% of stories but the PO is satisfied with that". The PO *defines the acceptance criteria*. At the end of the sprint, stories are either done or no t done, and the PO is the only one who decides. This is why it's so critical to have a good Product Owner. (From reading your e-mail, it looks like your PO might need some coaching.)
But in the meantime, you cannot (as SM) force change. Do as best as you can with the retrospectives. What you have to understand (or even better, Senior Management has to understand) is that this team is probably unproductive and risky. Or better put, it's less productive than it could be, and you are more at risk of not having a working product when your organization needs it than you could be. Whenever a team (or a person for that matter) says they don't need to improve, a warning light should go off in your head. *Something* is wrong there.
Think about this: why do _you_ care, when everyone else (including most importantly the PO) doesn't? What sets you apart? Are you alone, or are there other people in the organization that think like you? (If you are alone, you might have higher quality standards than your organization... and while what I am going to say is very polemic, if your organization is surviving, you might be goldplating!).
Hope it helps,
If the ScrumMaster is supposed to enforce the Scrum Process but the rest of the Team disagrees with certain parts of the process...do we just go with that because it's a 'Team decision?'
I see that this particular team could use improvement mostly in communication and commitment. However, if the team and product owner are happy with where the team is at and have no motivation for improvements...what next? Do they no longer need retrospectives? Do they no longer need a ScrumMaster?
I see they have distractions...but when I have a conversation with them about that to find ways I can help, they insist that it's 'not that big of a deal'.
-They work on stuff outside the project, but they are all comf ortable with it when a team member does that...and so is the PO
-they don't finish most of the stories in an iteration...but 80% of the stories are 80-90% done...so they and PO are satisfied with that
-they pull in other stories mid iteration w/o first talking to rest of the team and sometimes the PO and yes...they and PO are all comfortable with that too.
these are some of the symptoms to the bigger problems, thats' what I think.
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