Within a quite young and fresh Startup, I'm currently holding the role of a Scrum Master, as well as a developer. My tasks are split up 50/50 between those roles. The 1.5 years before that, I was working as a full-time (FTE) Scrum Master, so this role isn't completely new to me.
The Team consists of 2 full-time developers, 1 freelance developer, 1 very gifted intern for QA & prototyping, a PO and me. So in total we have around 3.5 FTE developers, 1 FTE for PO and 0.5 FTE for Scrum Master.
For the Product Owner (PO), it's his first time as this role, first time within a software company and also first time working in a software / Scrum / Agile project. He's doing very well and learning quite fast. He still got some rough edges, but I'm satisfied with his personal progress so far.
Among the 2 full-time developers, there's that one guy who's my direct supervisor + is holding shares in the company. That person does have some background of Scrum, but in my opinion a quite dirty and ineffective one. Let's just call him Mike.
In order to get all Team members thinking about the Scrum process, I asked everyone in the beginning about his role within the Team. Mike gave me the answer that he's just a developer. Period.
Right now, I'm facing the difficulty that Mike is pushing and enforcing things by his organizational role. I as a Scrum Master massively dislike this situation, as it's doing harm to the process and is also slowing us down. By pushing and enforcing I mean e.g.
- secretly bringing in ungroomed and unestimated User Stories from the Product Backlog into an active Sprint Backlog, with afterwards arguing in favor of it based on his organizational role. I spoke to him about this situation in private. He told me that he knew it's wrong but needed / wanted to have that User Stories in the current Sprint.
- assigning User Stories of the Sprint Backlog to developers, rather than let them take the User Stories themselves
- constantly trying to push in more work and tasks, which only increases our Work in Progress
My questions are now
- I'm used to fighting with the PO concerning upcoming Sprint Backlogs, but I never had a situation without total backing of the Development Team. How do I gain that backing in such a situation?
- How do I solve the mixture of organizational and Scrum roles?
- Have I already been burned as Scrum Master for that Team?