Why Managers Make Terrible Scrum Masters

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Link: Why Managers Make Terrible Scrum Masters

Agile techniques such as scrum require the attention of an agile team leader or scrum master who can run the daily standups, maintain the velocity charts, and oversee the rituals such as sprint planning meetings, retrospectives and demos.

Those duties generally belong to a member of the development team, and they do take time and attention. That means team members who take on these duties will be drawn away from their normal responsibilities.

Because of this, in companies without dedicated scrum masters, a team’s manager may be tempted to take on the responsibilities.

On the surface this may seem like a logical choice.

The manager is the one person who should be most familiar with what everybody on the team is doing. A manager may appear to be in the best position to oversee the process and evaluate whether or not scrum is being followed. In fact, many of the responsibilities of a scrum master do fall upon management in a more traditional organization.

But there is a basic conflict of interest between the duties of a manager and a scrum master.




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Written by: Roger, on June 26, 2021, in Links.



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