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It's impossible to answer your question because "Scrum Master" and "Product Owner" are roles, not job titles. Their job positions may be different and depend on the company. For example, a Product Owner could be: A business analyst at your company. A person from the customer side (i.e. outside your company). Or even the СЕО of your company (it's not rare ...


23

There isn't much of difference in recognition/acceptability of both certifications. One big difference is that to get Scrum.org Professional Scrum Master I you don't have to go to the training. They offer trainings, but they're optional. You only need to pass online exam and you can even try out your knowledge for free in online assessment. Despite ...


23

The situation you describe is Scrum Zombie, not Scrum. My answer will try to organize a few of the aspects you mentioned. Software developers are not resources business needs the resource and cannot afford to lose time One of the perpetual problem of our industry is to simply assume that people are interchangeable cogs in the machine. In the situation ...


17

Story Points Estimation and Hours Estimation have different purposes. We use Story Points during Product Backlog Refinement. Story Points are good for high-level planning. When we make an estimation in Story Points we talk about the productivity of the whole team. During high-level planning, only the productivity of the whole team is what matters. Story ...


15

Product Owners Are Silent Observers in Daily Stand-Ups In the quoted description, the word participate has the connotation of "taking an active part." The Product Owner should attend, but should not participate. The daily stand-up is intended as a synchronization and coordination meeting, not a status meeting, and the Product Owner has no active role to ...


15

Scrum Exposes Technical Debt Through Forecasts & Estimates As a general rule, technical debt increases the cost of future work on the product. So, even if you don't explicitly keep track of the debt, it will typically show as a drag on metrics such as the team's velocity over time. Technical debt will probably also impact your team's estimates of ...


14

Our team co-ordination meeting was getting really stale too so we did a few things to try and improve it which seem to have worked pretty well. We focus our team co-ordination meeting around a board, similar to team standups. Each team has a swim lane and puts a card up stating what they're working on now and next. This gives teams an opportunity to ...


14

Well first thing is to remember that a retrospective, like a user story, is an invitation to a conversation. I wasn't there, so I can only take a guess as the meeting. It sounds like the retrospective may have ended up more focused on solution and not what the actual problem is. The scrum master (CSM is a certification, not a role) should start with some ...


14

Am I missing something? I think you are missing the main point of "impediment", that is a blocker that the team is not equipped to handle themselves. The Scrum Master is not supposed to be a better developer than the developers or a better architect than the architect. The Scrum Master's job is to make sure the architecture decision is made. By lobbying ...


14

The key to team improvement is good retrospectives. When I started running retrospectives, I found they often just degenerated into whingeing sessions that didn't achieve much, other than giving the team an opportunity to vent our frustrations. Now I go into the retrospective with a clear goal, stated at the beginning of each one: We're here to find ...


13

In order to make the burndown chart useful to the Product Owner (or the customer or the user or another stakeholder), then burning down based on stories is going to be the better option. Since a story is supposed to represent something that is useful and meaningful to the stakeholder, so knowing how many have been completed with respect to your definition of ...


12

Hard problem; I've seen that as well in the past. Analyze deeply what it is they're trying to improve in the whole. Then ask them hard questions, trying to get to the deeper problems before jumping to solutions. why you'd need Project Management meetings how the Scrum Meetings are not supporting that How creating a Gantt chart differs from creating a plan ...


12

Neither PO nor Scrum Master is responsible, but the team is supposed to conduct daily standups. As a Scrum Master its your job to facilitate the team and make sure that process is being followed. Coach them to make the standups effective as opposed to having just mechanical updates during the daily ritual. The Scrum Master ensures that the Development ...


12

TLDR: Beware the 100% utilization fallacy. I'm going to ignore your stated question ('is this normal?') and instead attempt to answer the underlying question. Swarming is possible As per the Scrum Guide: Cross-functional teams have all competencies needed to accomplish the work without depending on others not part of the team. As a corollary to this, ...


11

Roles and Responsibilities for Team Composition This is an interesting question, because it addresses some of the subtleties of self-organization with agile frameworks. In particular, it highlights the differences between authority and influence. Scrum Team Members are responsible for identifying impediments (e.g. the team doesn't have sufficient expertise ...


11

TL;DR The Product Owner must be educated on how release planning works in an iterative development model. Fixed-scope Sprint Planning is emphatically not how release planning works within the Scrum framework. In Scrum, release planning is based on estimating the number of time-boxes that are estimated to provide sufficient time to deliver the features ...


11

Scrum says nothing about hierachy. Thr Scrum Master position is not a higher position than the PO or the DevTeam position. The idea is to not think in hierachy levels! Think about a team of peoply wanting to deliver high quality products! There is no reporting inside thr Scrum Team. It's just not needed to report, because of the high transparency ...


11

TL;DR You are taking a potential team composition problem and making it your problem. That is not agile; that is a misunderstanding of your role. From an agile coaching perspective, teams need to be guided into assessing and resolving their own bottlenecks, whether it involves technical or human resource issues. Analysis I am at odds as I presume this ...


11

Is it the responsibility of the Scrum master to intervene and interrupt a team member when he/she starts telling about points beyond those 3 that I mentioned? Technically speaking, no. The purpose of the Daily Scrum is to facilitate coordination between the the Team. It's not for the Team to call off those three points by rote. Many Teams don't use the '...


11

How to roll out pairing in a Scrum team? I am afraid there is no right answer to this. It all depends on the existing team dynamics. Nevertheless, what is almost always relevant is to understand whether pair programming is something your team will benefit from? If you have good reasons for it, discuss them with your team during the retrospective meeting and ...


11

Great question! A lot of Scrum Masters get boxed into Scrum Facilitators early on because that's what a team learning Scrum largely needs. However, as the team gets better at organizing itself, the facilitation aspects of a Scrum Master are needed less and less, as you are discovering. At this point, the coaching side of a Scrum Master starts to grow. In ...


10

Summary This previous PMSE answer clearly summarizes why there is an inherent conflict in having a Development Team Member perform double-duty as Scrum Master: The Scrum Master role is a process referee role. This is inherently a conflict of interest with the Team Member role. For the same reason that you have (theoretically) impartial referees in ...


10

According to the Scrum Guide, the Daily Scrum is a meeting for the Development Team. It also says that it is the duty of the Scrum Master to teach the team about effective ways to hold a Daily Scrum, including teaching (and enforcing) the idea that any attendees from outside the Development Team do not disrupt the meeting. Find out if the Development Team ...


10

If you are the one responsible for reporting to the project management and they love Gantt Charts, there is maybe more damage not to do them then to do them even if you know they are not the correct way how to visualize the project. Ken Schwaber, the co-inventor of Scrum, describes similar situation he had during his experience in his book Agile Project ...


10

This is a common question. One helpful resource as a starting point is the Scrummaster Checklist. It's not meant to be literally a checklist of things to do each day, but rather a list of things that a Scrummaster could be doing that can give you ideas of where to fill things in. You didn't happen to mention working with the PO or stakeholders in your ...


9

I suggests to change how the Scrum of Scrum meeting is facilitated. Instead of talking about usual stuff and about the three questions, I would focus only on the following key points and have a discussion about them: Which team is going to deliver today: Here other teams shall know that something new (package, code etc.) will arrive at their desk. Is there ...


9

Based on previous experience with lots of different approaches, I would agree with your last paragraph - showing anything except true value delivered (tracking tasks, hours, points etc.) often leads to sprints where a lot of items are almost done and very little value is created. You could also look into ways to break the items up into smaller items (not ...


9

Zsolt gave a really great checklist for tackling any new project. I'd even point traditional project managers at this. I'm going to try and provide some additional Scrum focused detail. Brand New Team, Brand New Scrum Master: If everything is brand new, you're going to want to set up your ceremonies and cadence right away. At this stage most agile experts ...


9

Wiki has the common definition of this term: A lead time is the latency between the initiation and execution of a process. If your working area is software development, then the definition from JIRA golossary may be more understandable for you: Lead time is the time taken from when an issue is logged until work is completed on that issue. In ...


9

Routine remains the same Scrum Master's routine remains the same even after the team gets well adjusted to Scrum. It is possible that Scrum Master may have to spend less time on individual duties but the overall responsibilities & expectations remain same. Some of which are as follows: Identify and remove impediments in team's progress Help and foster ...


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