Saving the world, one sticky at a time.

Daily Scrum, boosting the sync

The Daily scrum is vital for any team.

It’s a central point of communication between team members, a syncing point, a shared moment in order to get everyone aware of the project status.

With small teams of two, three, even four, without any external dependencies, it’s quite easy to quickly get who is on what. Extended usage of XP and variants (through peering for instance) enables a good internal communication.

Quid of multiple projects, problems coming from unresolved dependencies, numeric scrum board, external work, or teams over 5 people ?

The Daily scrum objective becomes more complex to understand, getting the best out of it is then a real challenge. What’s even worse, is ensuring this daily synchronization point does not become annoying, slow, or a constraint for the team.

What to do then ?

How can we keep people passionate, how can we bring them to be interested in their colleagues duties ?

My objective here : enhance internal communication, give everyone the ability to share his/her work, ensure information sharing and avoid having any single point of information.

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Is Scrum Master a Managerial Role

I’ve been following Scrum user Groups talks for a while now.

Here is my answer to the question in the title.

There is NO binary answer to that.

To me it’s more of a grey area in terms of daily life, while i tend to be more explicit on the administrative/hierarchical POV.

The scrum master has to be supportive, with the team, for the team, IN the team. He should not have any management duties as such, but the manager might find it handy to have someone close enough to the team members to provide better insights on the team internal routines (which the team will not advertise to traditional management)

So agreed with the non-traditional position, the SM obviously manages stuff, practices, methods, daily organisation, improvement goals, activities facilitation and so on.

He also manages people, in a way, does that mean he is people’s manager ?

I don’t think so. Not completely.

He somehow manages parts of the project/solution/product, does that mean he is a project manager ?

Neither. Well, not stated that way.

Here is my grey and fuzzy area. He is however one of the key assets of an agile management strategy.

Follow the conversation there on linked-in :

Starting right

Everything has a beginning, so does this blog.

I will then try to build it up with relevant content, step by step, the best way there is.

Still a few adjustments to do regarding formatting and contents, so it’s going to be moving a bit for the weeks to come.

Just wait for the next post.