There are lots of reasons why it is good or bad to have a Scrum team handle both new development work as well as support work. When an organization determines that the best way is for support and new development to be done by the same team, careful planning and a little bit of discipline … Continue reading Mixing New Development and Support on the Same Team
Jenny was a seasoned product manager who was growing into the Product Owner role. She liked her additional responsibilities as Product Owner and the flexibility of the organization’s agile approach. But after a difficult backlog grooming session she asked Tim, the Scrum Master, if they could speak privately. Imploringly, she threw her hands up in … Continue reading Developers are from Mars, Product Owners are from Venus
eadership in a modern organization is a paradox whereby leaders provide a vision of what the organization should strive to achieve but then serve those in the organization in order to realize that vision. This is embodied in the management philosophy of servant leadership. As defined by the Alliance for Servant Leadership, the principles of … Continue reading The ScrumMaster as Servant Leader
Part of a ScrumMaster’s job is to remove any impediments that are preventing the team from making progress towards the sprint goal. Often, the biggest challenge is not removing the impediment – it is actually getting people to identify the impediment in the first place. Perception Sometimes it’s a matter of perception. Some people … Continue reading Got an Impediment? Great!