- Onboarded with small startup ~15 people (40% Tech, 40% Sales, 20% Operations).
- Everyone on team is onboard to start formalizing Scrum processes
- CEO drives vision of product, CTO executes on product, Operations formalizes Scrum process
- How do you handle the relationship and responsibilities of
Scrum Masterwhen the CEO drives the vision of the product, the CTO is only worried about creating/executing on sprints, and the Ops team is tasked with collecting and formalizing requirements (obtained from sales & customer success teams) while officiating the Scrum process?
NOTE: The CEO specifically wants the Ops team to carry the majority of the responsibility for running the Scrum process (the CTO is in agreement). The CEO primarily wants to check in and help with User Story inputs (as the CEO is typically working with clients on partnerships and often receives feature requests).