[SCRUMDEVELOPMENT] Scrum Master Job Description

[Michael Wollin [e-mail] [SCRUMDEVELOPMENT]]

Someone just sent me this. Is this the future?

[Schiel Comcast [e-mail] [SCRUMDEVELOPMENT]]

I hope not. I see this as the continuing insistence of organizations today to do things the way they have always done, while expecting Scrum to make some kind of a difference without making any real change to how they work.

Jim Schiel
Agile Coach/Trainer

Sent from my iPad

Post by Michael Wollin ***@mercurysw.com [SCRUMDEVELOPMENT]
Someone just sent me this. Is this the future?
<attachment 1.pdf>

[moiz ahmed [e-mail] [SCRUMDEVELOPMENT]]

I agree with Jim, SCRUM is a paradigm change and unfortunately companies have not fully understood the main crux of SCRUM and using SCRUM / Agile as part of their marketing gimmick.


Best Regards
Moiz Ahmed Zuberie

________________________________
From: ***@yahoogroups.com <***@yahoogroups.com> on behalf of Schiel Comcast ***@comcast.net [SCRUMDEVELOPMENT] <***@yahoogroups.com>
Sent: Tuesday, December 19, 2017 10:15 AM
To: ***@yahoogroups.com
Subject: Re: [SCRUMDEVELOPMENT] Scrum Master Job Description



I hope not. I see this as the continuing insistence of organizations today to do things the way they have always done, while expecting Scrum to make some kind of a difference without making any real change to how they work.

Jim Schiel
Agile Coach/Trainer

Sent from my iPad

On Dec 19, 2017, at 5:04 AM, Michael Wollin ***@mercurysw.com<mailto:***@mercurysw.com> [SCRUMDEVELOPMENT] <***@yahoogroups.com<mailto:***@yahoogroups.com>> wrote:



Someone just sent me this. Is this the future?


<attachment 1.pdf>

[[e-mail] [SCRUMDEVELOPMENT]]

Complete Command and Control numpty!!


Name and shame - both the company and the agency that accepted such a travesty of a job description.

[Alan Dayley [e-mail] [SCRUMDEVELOPMENT]]

No. It is the past being propped up in the now.

Alan

Post by Michael Wollin ***@mercurysw.com [SCRUMDEVELOPMENT]
Someone just sent me this. Is this the future?

[Scott Griffin [e-mail] [SCRUMDEVELOPMENT]]

Sure looks like my job description.  The company brought in someone to be the primary focus on the nightmare project I spoke about months ago (we managed to keep the contract alive, heading into milestone #2 here) and has shifted me to more of an executive role where I'm chasing people around making sure action items are done and doing the high-level number-crunching to show the client pretty pictures of how the project is going, while I just wrote the SoW for a new project that I'm going to be doing likewise starting in January. 
It sounds worse than it is.  If you have high-functioning team leads, it's not that bad a position. 

[Alan Dayley [e-mail] [SCRUMDEVELOPMENT]]

Non-Scrum, non-Agile ways of working are not always terrible.

Alan

Sure looks like my job description. The company brought in someone to be
the primary focus on the nightmare project I spoke about months ago (we
managed to keep the contract alive, heading into milestone #2 here) and has
shifted me to more of an executive role where I'm chasing people around
making sure action items are done and doing the high-level number-crunching
to show the client pretty pictures of how the project is going, while I
just wrote the SoW for a new project that I'm going to be doing likewise
starting in January..
It sounds worse than it is. If you have high-functioning team leads, it's
not that bad a position.

[Scott Griffin [e-mail] [SCRUMDEVELOPMENT]]

For someone like me who is "doing Agile wrong" already (team is all over the globe, not together in the same room, etc.) it's definitely not terrible. ;) 

On Tuesday, December 19, 2017 1:46 PM, "Alan Dayley ***@dayleyagile.com [SCRUMDEVELOPMENT]" <***@yahoogroups.com> wrote:


  Non-Scrum, non-Agile ways of working are not always terrible. 
Alan

On Tue, Dec 19, 2017 at 12:03 PM Scott Griffin ***@yahoo.com [SCRUMDEVELOPMENT] <***@yahoogroups.com> wrote:

  Sure looks like my job description.  The company brought in someone to be the primary focus on the nightmare project I spoke about months ago (we managed to keep the contract alive, heading into milestone #2 here) and has shifted me to more of an executive role where I'm chasing people around making sure action items are done and doing the high-level number-crunching to show the client pretty pictures of how the project is going, while I just wrote the SoW for a new project that I'm going to be doing likewise starting in January.. 
It sounds worse than it is.  If you have high-functioning team leads, it's not that bad a position. 
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[[e-mail] [SCRUMDEVELOPMENT]]

Alan - can you tell us where in the Agile Manifesto, the Agile Principles or the Scrum Guide, it says that the team have to be in the same room?


I think you may find that this 'same room' mentality comes from the early days of XP but the Agile movement has moved on (forgive the pun!).


I have regularly coached and mentored successful Agile teams with global distribution; daily stand-ups with team, stakeholder and management members in Tokyo, Beijing, San Diego and Helsinki.

[Alan Dayley [e-mail] [SCRUMDEVELOPMENT]]

None of the guides you cite say that the team has to be in the same room.
If I wrote something that states or implies such a requirement, I
apologize.

Distributed teams can be successful. They simply have a communication
handicap to overcome.

Here is a true story about Agile Manifesto Principle number 6. It is
possible for such a story to happen using instant messaging or video tools
and so on. I have yet to see it happen like this with such tools.

Agile Manifesto Principle #6

The most efficient and effective method of conveying information to and
within a development team is face-to-face conversation.

A true story

At an Agile Coaching engagement, my desk was located among the teams in a
open office. My desk faced one of the team's testers, with other team
members in the rows near us. One afternoon the tester spoke up to one of
the programmers a few desks away.

*Tester*: Hey, [Coder], this font here is incorrect.

*Coder*: (Not looking up from his screens) No it's not.

*Tester*: Yes, it is. Look at it.

*Coder*: Sigh. (Gets up and comes to Tester's desk, looks at his screen)
No, that's the right font.

*Product Owner*: (Gets up from her desk behind me, looks at Tester's
screen) Yeah, I don't think that is the right font. What font should it be?

*Tech Writer*: (Sitting with her back to the Tester) Just check the wire
frame, it says what the font is supposed to be. Here, I'll look it up.
(Types and click briefly) It's supposed to be Garamond.

*Tester*: Yep, that's what I'm saying, it's the wrong font.

*Coder*: OK, give me a minute. (Goes to his desk, clicks and types) OK,
check that when the build finishes.

*Tester*: Looks good now.

Everyone goes back to their desks and resumes whatever.
Meaning

Face-to-face is not only about a face on a screen, though that is better
than no face view at all. It's about being together and efficiently
communicating in the now. Collaboration can happen using tools and such.
And it's so much easier when the team is actually together.

Yes, the business world is mostly convinced that remote, distributed and
dispersed is how it must be. There is a significant cost to that model.
That cost may be acceptable or even necessary. This Principle #6 reminds us
of the cost we pay when we are not together.

Post by ***@ootac.com [SCRUMDEVELOPMENT]
Alan - can you tell us where in the Agile Manifesto, the Agile Principles
or the Scrum Guide, it says that the team have to be in the same room?
I think you may find that this 'same room' mentality comes from the early
days of XP but the Agile movement has moved on (forgive the pun!).
I have regularly coached and mentored successful Agile teams with global
distribution; daily stand-ups with team, stakeholder and management members
in Tokyo, Beijing, San Diego and Helsinki.

[Scott Griffin [e-mail] [SCRUMDEVELOPMENT]]

My comment about "One True Wayism" was not about the distributed teams, it was about the "you'd better never call yourself a SCRUM Master" comment from Steve.
It was intended to be an offhand joke about what is and isn't proper Agile Dev methodology, because that's the nature of Agile Dev methodology - you adapt the principles to the situation.


On Wednesday, December 20, 2017 2:23 PM, "Alan Dayley ***@dayleyagile.com [SCRUMDEVELOPMENT]" <***@yahoogroups.com> wrote:



  None of the guides you cite say that the team has to be in the same room. If I wrote something that states or implies such a requirement, I apologize. 
Distributed teams can be successful. They simply have a communication handicap to overcome. 
Here is a true story about Agile Manifesto Principle number 6.. It is possible for such a story to happen using instant messaging or video tools and so on. I have yet to see it happen like this with such tools. 


Agile Manifesto Principle #6


The most efficient and effective method of conveying information to and within a development team is face-to-face conversation.


A true story
At an Agile Coaching engagement, my desk was located among the teams in a open office. My desk faced one of the team's testers, with other team members in the rows near us. One afternoon the tester spoke up to one of the programmers a few desks away.Tester: Hey, [Coder], this font here is incorrect.Coder: (Not looking up from his screens) No it's not.Tester: Yes, it is. Look at it.Coder: Sigh. (Gets up and comes to Tester's desk, looks at his screen) No, that's the right font.Product Owner: (Gets up from her desk behind me, looks at Tester's screen) Yeah, I don't think that is the right font. What font should it be?Tech Writer: (Sitting with her back to the Tester) Just check the wire frame, it says what the font is supposed to be. Here, I'll look it up. (Types and click briefly) It's supposed to be Garamond.Tester: Yep, that's what I'm saying, it's the wrong font.Coder: OK, give me a minute. (Goes to his desk, clicks and types) OK, check that when the build finishes.Tester: Looks good now.Everyone goes back to their desks and resumes whatever.
Meaning
Face-to-face is not only about a face on a screen, though that is better than no face view at all. It's about being together and efficiently communicating in the now. Collaboration can happen using tools and such. And it's so much easier when the team is actually together.Yes, the business world is mostly convinced that remote, distributed and dispersed is how it must be. There is a significant cost to that model. That cost may be acceptable or even necessary. This Principle #6 reminds us of the cost we pay when we are not together.
On Wed, Dec 20, 2017 at 12:53 PM ***@ootac.com [SCRUMDEVELOPMENT] <***@yahoogroups.com> wrote:


  Alan - can you tell us where in the Agile Manifesto, the Agile Principles or the Scrum Guide, it says that the team have to be in the same room?
I think you  may find that this 'same room' mentality comes from the early days of XP but the Agile movement has moved on (forgive the pun!).
I have regularly coached and mentored successful Agile teams with global distribution; daily stand-ups with team, stakeholder and management members in Tokyo, Beijing, San Diego and Helsinki. 


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[[e-mail] [SCRUMDEVELOPMENT]]

Scott - I agree, you need to adapt the Principles - what you must not do is break them.


Also, with Scrum, as Ken Schwaber puts it, the Product Owner is the 'single, wringable neck' not the Scrum Master.


The job spec posted by Michael is for a 'traditional' project manager, not a Scrum Master.


You, of course, can call yourself whatever you want and take on whatever responsibilities you are comfortable with; please don't blame Agile or Scrum when it all goes pear-shaped and the team members get fed up with an autocratic 'scrum master'

[[e-mail] [SCRUMDEVELOPMENT]]

My apologies Alan - It was Scott that mentioned the 'all in the same room'.


I agree with you; you need to work hard to overcome the comms problem with distributed but it is not an insurmountable problem.


I am not sure what that has to do with Michael's OP about a ridiculous Scrum Master spec though

[Michael Wollin [e-mail] [SCRUMDEVELOPMENT]]

Yes, the distributed teams thread is an interesting side track. But the whole of it and the core of it is what companies are doing to agile and Scrum.

I’m in search of a reliable vehicle to institute deep change (transformation being a word now rendered meaningless). My commitment and hope to find that (or create it) is all I have to counter despair. Dark times.

I was moved long ago by the spirit Ken Schwaber’s writing. I connected to it. I mourn what’s being done to it.

I don't know how
you were diverted
You were perverted too
I don't know how
you were inverted
No one alerted you

Post by ***@ootac.com [SCRUMDEVELOPMENT]
My apologies Alan - It was Scott that mentioned the 'all in the same room'.
I agree with you; you need to work hard to overcome the comms problem with distributed but it is not an insurmountable problem.
I am not sure what that has to do with Michael's OP about a ridiculous Scrum Master spec though

[Steve Ropa [e-mail] [SCRUMDEVELOPMENT]]

I have found some respite and refuge in Josh Kerievsky’s Modern Agile.

http://ModernAgile.org



Sent from Mail for Windows 10

From: Michael Wollin ***@mercurysw.com [SCRUMDEVELOPMENT]
Sent: Wednesday, December 20, 2017 3:47 PM
To: ***@yahoogroups.com
Subject: Re: [SCRUMDEVELOPMENT] Re: Scrum Master Job Description

 
Yes, the distributed teams thread is an interesting side track. But the whole of it and the core of it is what companies are doing to agile and Scrum. 

I’m in search of a reliable vehicle to institute deep change (transformation being a word now rendered meaningless). My commitment and hope to find that (or create it) is all I have to counter despair. Dark times. 

I was moved long ago by the spirit Ken Schwaber’s writing.. I connected to it. I mourn what’s being done to it. 

I don't know how 
you were diverted 
You were perverted too
I don't know how 
you were inverted
No one alerted you

On Dec 20, 2017, at 1:32 PM, ***@ootac.com [SCRUMDEVELOPMENT] <***@yahoogroups.com> wrote:
 
My apologies Alan - It was Scott that mentioned the 'all in the same room'.

I agree with you; you need to work hard to overcome the comms problem with distributed but it is not an insurmountable problem.

I am not sure what that has to do with Michael's OP about a ridiculous Scrum Master spec though

[Don Gray [e-mail] [SCRUMDEVELOPMENT]]

Hi Michael,

Post by Michael Wollin ***@mercurysw.com [SCRUMDEVELOPMENT]
I’m in search of a reliable vehicle to institute deep change (transformation being a word now rendered meaningless). My commitment and hope to find that (or create it) is all I have to counter despair. Dark times.

In addition to Modern Agile, there’s http://growsmethod.com/ <http://growsmethod.com/>

Some things I like about it:

1. Sets ground rules for starting in step 0.
2. Includes the managers / executives
3. Starts with ‘do this checklists’, experiments and inspect / adapt. Eventually the checklists go away.

I have not used it with a client 
 yet.

Sincerely,

Don Gray - Exploring Human Systems in Action
[phone]

An approximate answer to the right problem is worth a good deal more than an exact answer to an approximate problem.
John Tukey

Upcoming Workshops:

<http://coachingbeyondtheteam.com/>
Coaching Beyond the Team <http://coachingbeyondtheteam.com/>
Sep 12 - 14, 2017
Toronto, ON Problem Solving Leadership <http://www.estherderby.com/problem-solving-leadership-psl>
Nov 5 - 10, 2017
Albuquerque, NM, USA

[Tim Wright [e-mail] [SCRUMDEVELOPMENT]]

There is a principle about it. But I agree with you - agile teams can be distributed. It is, however, harder than co-located teams.


“The most efficient and effective method of
conveying information to and within a development team is face-to-face conversation.”


Tim
021 251 5593
Sent from phone.
________________________________
From: ***@yahoogroups.com <***@yahoogroups.com> on behalf of ***@ootac.com [SCRUMDEVELOPMENT] <***@yahoogroups.com>
Sent: Wednesday, December 20, 2017 9:00:34 PM
To: ***@yahoogroups.com
Subject: [SCRUMDEVELOPMENT] Re: Scrum Master Job Description






Alan - can you tell us where in the Agile Manifesto, the Agile Principles or the Scrum Guide, it says that the team have to be in the same room?




I think you may find that this 'same room' mentality comes from the early days of XP but the Agile movement has moved on (forgive the pun!).




I have regularly coached and mentored successful Agile teams with global distribution; daily stand-ups with team, stakeholder and management members in Tokyo, Beijing, San Diego and Helsinki.

['Zander Collier, III' [e-mail] [SCRUMDEVELOPMENT]]

This may sound too pessimistic, but it's been my singular experience that
Leadership never has the discipline to accept Agile. The say they accept
"this wonderful new world" of software development, but they think it's all
benefits and no costs. They somehow end up believing that by applying the
words "Agile" and/or "Scrum" that benefits magically accrue. This ends up
meaning that dev teams put in 60-80 hour weeks depending on where things
are in the lifecycle of the project.

Too many bosses care about buying technical debt than they care about
paying it down.


-Zander

I've been doing likewise for the past 4 months with devs in India, onsite
reps in Denver, and me in Virginia. We're making it work. Having
additional PM support on my team to directly interface with the team and
client on a daily basis so I can do more executive-level work in the
background is a thing. Communication is the key. I may not be doing much
mentoring as my role evolves, but it doesn't change the agility level of
the project.
And no, I've never called myself a SCRUM master. Especially not with a
client who, up until I showed him how it worked, couldn't read a burndown
chart. To him, Agile just means he gets to tell me to completely change
everything in the middle of the project and still expect the same delivery
deadline and costs.
Alan - can you tell us where in the Agile Manifesto, the Agile Principles
or the Scrum Guide, it says that the team have to be in the same room?
I think you may find that this 'same room' mentality comes from the early
days of XP but the Agile movement has moved on (forgive the pun!)..
I have regularly coached and mentored successful Agile teams with global
distribution; daily stand-ups with team, stakeholder and management members
in Tokyo, Beijing, San Diego and Helsinki.

[Michael Wollin [e-mail] [SCRUMDEVELOPMENT]]

Not saying that, Alan, nor implying that.

Post by Alan Dayley ***@dayleyagile.com [SCRUMDEVELOPMENT]
Non-Scrum, non-Agile ways of working are not always terrible.
Alan

Sure looks like my job description. The company brought in someone to be the primary focus on the nightmare project I spoke about months ago (we managed to keep the contract alive, heading into milestone #2 here) and has shifted me to more of an executive role where I'm chasing people around making sure action items are done and doing the high-level number-crunching to show the client pretty pictures of how the project is going, while I just wrote the SoW for a new project that I'm going to be doing likewise starting in January..
It sounds worse than it is. If you have high-functioning team leads, it's not that bad a position.

[[e-mail] [SCRUMDEVELOPMENT]]

Good luck with that Scott - but I hope you are not called or call yourself a Scrum Master.

[Scott Griffin [e-mail] [SCRUMDEVELOPMENT]]

Steve, with all due respect, "One True Wayism" is a thing.  Whether I'm "doing Agile" right or not is functionally immaterial to that point.
GOTO 2015 • Agile is Dead • Pragmatic Dave Thomas


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GOTO 2015 • Agile is Dead • Pragmatic Dave Thomas
This presentation was recorded at GOTO Amsterdam 2015 http://gotoams.nl Pragmatic Dave Thomas - Pragmatic Progra... | |

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On Wednesday, December 20, 2017 3:18 AM, "***@ootac.com [SCRUMDEVELOPMENT]" <***@yahoogroups.com> wrote:


  Good luck with that Scott - but I hope you are not called or call yourself a Scrum Master. #yiv3584762552 #yiv3584762552 -- #yiv3584762552ygrp-mkp {border:1px solid #d8d8d8;font-family:Arial;margin:10px 0;padding:0 10px;}#yiv3584762552 #yiv3584762552ygrp-mkp hr {border:1px solid #d8d8d8;}#yiv3584762552 #yiv3584762552ygrp-mkp #yiv3584762552hd {color:#628c2a;font-size:85%;font-weight:700;line-height:122%;margin:10px 0;}#yiv3584762552 #yiv3584762552ygrp-mkp #yiv3584762552ads {margin-bottom:10px;}#yiv3584762552 #yiv3584762552ygrp-mkp .yiv3584762552ad {padding:0 0;}#yiv3584762552 #yiv3584762552ygrp-mkp .yiv3584762552ad p {margin:0;}#yiv3584762552 #yiv3584762552ygrp-mkp .yiv3584762552ad a {color:#0000ff;text-decoration:none;}#yiv3584762552 #yiv3584762552ygrp-sponsor #yiv3584762552ygrp-lc {font-family:Arial;}#yiv3584762552 #yiv3584762552ygrp-sponsor #yiv3584762552ygrp-lc #yiv3584762552hd {margin:10px 0px;font-weight:700;font-size:78%;line-height:122%;}#yiv3584762552 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[[e-mail] [SCRUMDEVELOPMENT]]

My apologies Scott - I misread your 'I am doing Agile wrong' message as being from Alan.


This thread was started by Michael showing us the job spec for a Scrum Master that severely breaks the advice and guidance given in the Scrum Guide.


Now, anybody is free to do whatever they like (within the law of course) but why would accompany or person want to call someone or themselves if they are not following the Scrum Guide.


To be facetious for a moment, if you were a dentist, do you think it acceptable to apply for a brain surgeon job? After all, both jobs are medical and to do with bits of the head!


And you never answered my question about where you have read that Agile means all the team is in the same room.

[Scott Griffin [e-mail] [SCRUMDEVELOPMENT]]

I picked it up in the manifesto when I first started exploring Agile development principles
The most efficient and effective method of conveying information to and within a development team is face-to-face conversation

On Wednesday, December 20, 2017 11:18 PM, "***@ootac.com [SCRUMDEVELOPMENT]" <***@yahoogroups.com> wrote:


  My apologies Scott - I misread your 'I am doing Agile wrong' message as being from Alan.
This thread was started by Michael showing us the job spec for a Scrum Master that severely breaks the advice and guidance given in the Scrum Guide.
Now, anybody is free to do whatever they like (within the law of course) but why would accompany or person want to call someone or themselves if they are not following the Scrum Guide.
To be facetious for a moment, if you were a dentist, do you think it acceptable to apply for a brain surgeon job?  After all, both jobs are medical and to do with bits of the head!
And you never answered my question about where you have read that Agile means all the team is in the same room.
#yiv3227076803 #yiv3227076803 -- #yiv3227076803ygrp-mkp {border:1px solid #d8d8d8;font-family:Arial;margin:10px 0;padding:0 10px;}#yiv3227076803 #yiv3227076803ygrp-mkp hr {border:1px solid #d8d8d8;}#yiv3227076803 #yiv3227076803ygrp-mkp #yiv3227076803hd {color:#628c2a;font-size:85%;font-weight:700;line-height:122%;margin:10px 0;}#yiv3227076803 #yiv3227076803ygrp-mkp #yiv3227076803ads {margin-bottom:10px;}#yiv3227076803 #yiv3227076803ygrp-mkp .yiv3227076803ad {padding:0 0;}#yiv3227076803 #yiv3227076803ygrp-mkp .yiv3227076803ad p {margin:0;}#yiv3227076803 #yiv3227076803ygrp-mkp .yiv3227076803ad a {color:#0000ff;text-decoration:none;}#yiv3227076803 #yiv3227076803ygrp-sponsor #yiv3227076803ygrp-lc {font-family:Arial;}#yiv3227076803 #yiv3227076803ygrp-sponsor #yiv3227076803ygrp-lc #yiv3227076803hd {margin:10px 0px;font-weight:700;font-size:78%;line-height:122%;}#yiv3227076803 #yiv3227076803ygrp-sponsor #yiv3227076803ygrp-lc .yiv3227076803ad {margin-bottom:10px;padding:0 0;}#yiv3227076803 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[Steve Ropa [e-mail] [SCRUMDEVELOPMENT]]

This is something that always bothers me. People say “find this explicitly stated in the manifesto”. That feels like a difficult way of thinking about Agile. Obviously the principle stated below makes it clear that ideally we want people to have face to face communication, which is exceptionally difficult when distributed around the world. So does that mean if you are on a distributed team you can’t be agile? I don’t think so. I think it is showing that it will be much more difficult to be agile in those circumstances.

Are you “doing agile wrong” if you have a distributed team? Of course not. But you are choosing to make a compromise that will require you to find a way to be more agile without co-located teams. Now were I in a position to effect changes in a distributed organization, I would recommend quite strongly to find a way to limit the distribution, perhaps having each location have its own co-located team rather than a person here, a person there, but that is a highly situational consideration


Sent from Mail for Windows 10

From: Scott Griffin ***@yahoo.com [SCRUMDEVELOPMENT]
Sent: Thursday, December 21, 2017 11:58 AM
To: ***@yahoogroups.com
Subject: Re: [SCRUMDEVELOPMENT] Re: Scrum Master Job Description

 
I picked it up in the manifesto when I first started exploring Agile development principles

The most efficient and effective method of 
conveying information to and within a development 
team is face-to-face conversation

On Wednesday, December 20, 2017 11:18 PM, "***@ootac.com [SCRUMDEVELOPMENT]" <***@yahoogroups.com> wrote:

 
My apologies Scott - I misread your 'I am doing Agile wrong' message as being from Alan.

This thread was started by Michael showing us the job spec for a Scrum Master that severely breaks the advice and guidance given in the Scrum Guide.

Now, anybody is free to do whatever they like (within the law of course) but why would accompany or person want to call someone or themselves if they are not following the Scrum Guide.

To be facetious for a moment, if you were a dentist, do you think it acceptable to apply for a brain surgeon job?  After all, both jobs are medical and to do with bits of the head!

And you never answered my question about where you have read that Agile means all the team is in the same room.

[Michael Wollin [e-mail] [SCRUMDEVELOPMENT]]

Funny how the distributed teams aspect took over this thread. It is such a minor part of what I think are much bigger issues with the job posting.

To me, agile is more than the principles and values. It is a spirit. That spirit can be present in a distributed team. It’s not ideal. It’s harder to do. But still possible.

Again, it’s the corruption of agile that s my concern.

Michael

[Attachment(s) <x-msg://19/#TopText> from Steve Ropa included below]
This is something that always bothers me. People say “find this explicitly stated in the manifesto”. That feels like a difficult way of thinking about Agile. Obviously the principle stated below makes it clear that ideally we want people to have face to face communication, which is exceptionally difficult when distributed around the world. So does that mean if you are on a distributed team you can’t be agile? I don’t think so. I think it is showing that it will be much more difficult to be agile in those circumstances.
Are you “doing agile wrong” if you have a distributed team? Of course not. But you are choosing to make a compromise that will require you to find a way to be more agile without co-located teams. Now were I in a position to effect changes in a distributed organization, I would recommend quite strongly to find a way to limit the distribution, perhaps having each location have its own co-located team rather than a person here, a person there, but that is a highly situational consideration
Sent from Mail <https://go.microsoft.com/fwlink/?LinkId=550986> for Windows 10
Sent: Thursday, December 21, 2017 11:58 AM
Subject: Re: [SCRUMDEVELOPMENT] Re: Scrum Master Job Description
I picked it up in the manifesto when I first started exploring Agile development principles
The most efficient and effective method of
conveying information to and within a development
team is face-to-face conversation
My apologies Scott - I misread your 'I am doing Agile wrong' message as being from Alan.
This thread was started by Michael showing us the job spec for a Scrum Master that severely breaks the advice and guidance given in the Scrum Guide.
Now, anybody is free to do whatever they like (within the law of course) but why would accompany or person want to call someone or themselves if they are not following the Scrum Guide.
To be facetious for a moment, if you were a dentist, do you think it acceptable to apply for a brain surgeon job? After all, both jobs are medical and to do with bits of the head!
And you never answered my question about where you have read that Agile means all the team is in the same room.

[Steve Ropa [e-mail] [SCRUMDEVELOPMENT]]

I am 100% on board with you there. I actually agreed with the statement that if someone were fulfilling all of the items on that job description, it made no sense to call them scrum master. Mostly because nothing that they do is a job of a scrum master. It’d be like a guy who cuts down trees and turns them into lumber to allow people to build things called himself a plumber. The job description just doesn’t match the title.

I also have been concerned with the corruption of Agile for quite some time.. And I agree that agile is a spirit as opposed to a collection of principles and values, although they do well to inform how one can achieve that spirit.

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From: Michael Wollin ***@mercurysw.com [SCRUMDEVELOPMENT]
Sent: Thursday, December 21, 2017 12:25 PM
To: ***@yahoogroups.com
Subject: Re: [SCRUMDEVELOPMENT] Re: Scrum Master Job Description

 
Funny how the distributed teams aspect took over this thread. It is such a minor part of what I think are much bigger issues with the job posting. 

To me, agile is more than the principles and values. It is a spirit. That spirit can be present in a distributed team. It’s not ideal. It’s harder to do. But still possible. 

Again, it’s the corruption of agile that s my concern. 

Michael


On Dec 21, 2017, at 11:05 AM, Steve Ropa ***@gmail.com [SCRUMDEVELOPMENT] <***@yahoogroups.com> wrote:

[Attachment(s) from Steve Ropa included below]

This is something that always bothers me.  People say “find this explicitly stated in the manifesto”.  That feels like a difficult way of thinking about Agile.  Obviously the principle stated below makes it clear that ideally we want people to have face to face communication, which is exceptionally difficult when distributed around the world.  So does that mean if you are on a distributed team you can’t be agile?  I don’t think so.  I think it is showing that it will be much more difficult to be agile in those circumstances.
 
Are you “doing agile wrong” if you have a distributed team?  Of course not.  But you are choosing to make a compromise that will require you to find a way to be more agile without co-located teams.  Now were I in a position to effect changes in a distributed organization, I would recommend quite strongly to find a way to limit the distribution, perhaps having each location have its own co-located team rather than a person here, a person there, but that is a highly situational consideration
 
 
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From: Scott Griffin ***@yahoo.com [SCRUMDEVELOPMENT]
Sent: Thursday, December 21, 2017 11:58 AM
To: ***@yahoogroups.com
Subject: Re: [SCRUMDEVELOPMENT] Re: Scrum Master Job Description
 
 
I picked it up in the manifesto when I first started exploring Agile development principles
 
The most efficient and effective method of 
conveying information to and within a development 
team is face-to-face conversation
 
On Wednesday, December 20, 2017 11:18 PM, "***@ootac.com [SCRUMDEVELOPMENT]" <***@yahoogroups.com> wrote:
 
  
My apologies Scott - I misread your 'I am doing Agile wrong' message as being from Alan.
 
This thread was started by Michael showing us the job spec for a Scrum Master that severely breaks the advice and guidance given in the Scrum Guide.
 
Now, anybody is free to do whatever they like (within the law of course) but why would accompany or person want to call someone or themselves if they are not following the Scrum Guide.
 
To be facetious for a moment, if you were a dentist, do you think it acceptable to apply for a brain surgeon job?  After all, both jobs are medical and to do with bits of the head!
 
And you never answered my question about where you have read that Agile means all the team is in the same room.
 
 

[Dennis Mansell [e-mail] [SCRUMDEVELOPMENT]]

Although I agree with Steve's sentiment, we should remember that HR are
people too and we'll catch more flies with sugar than with vinegar (literal
translation from Dutch :-)). I have a standard email response for this
situation:

Dear [HR person],

Thanks so much for sending me that profile, I would like to know more about
the context of the work as this was not clear from your text.

If you are truly looking for someone to maintain the illusion of control by
taking personal responsibility for what sounds like a very complex and
unpredictable situation, those people are known as 'Project Managers' or
'Program Managers'. You will have better results if you look for those
profiles.

But: perhaps your employees are de-motivated, you have high absenteeism or
trouble with people jumping ship. Sometimes I see companies where the
internal bureaucracy has become so intense that you have trouble getting
product out to customers. Maybe your customers feel unheard, annoyed or
under-valued. The market may be changing too fast for your business to
handle. If you think some or all of this applies to [company name] then a
Scrum Master may be able to contribute and I would love to help!

kind regards,

Dennis Mansell

[Ramesh Pb [e-mail] [SCRUMDEVELOPMENT]]

May be you have weekly iterations. In weekly iterations teams tend to overwork. talk to your stakeholders and try extending it by one week and see if it work. if its one week, try extending iterations to two; if it is two, extend it to three .... unless your agile project requires such quick feedback.