In a company, they are transitioning from agile to scrum. They have hired a very skilled scrum master to facilitate change, they have an up to speed product owner, a development manager who is up to speed with scrum, and the business supports the change. Also in this company, there is a test manager who has his own test team of four testers.
The scrum master disagrees with this tactic, saying that the testers are developers, and they are members of the scrum team, wanting to scrap the "test team". He believes that each member of the team should be able to test as well as develop, but the test manager disagrees, believing that his testers are specialized in what they do, and that testing before production is a vital job that he cannot leave it to chance, or to people who don't know the testing process.
The test manager gathers his testers for a mini meeting after the morning standup, in a separate room, without informing the others or updating them on their talks. The test manager has no previous scrum experience either. He believes that if any of his testers forgets or doesn't do something, he should go around and chase them.
What would your suggestions be for this business, and the development manager and scrum master for the test manager, who seems resistant to this business change and wants to retain his team?
Update: The SM asked to be invited in the testers meeting. It turns out it is another stand up just for the testers. They are effective duplicating work after the team stand up. Is this necessarily bad though?