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Agile Roles & responsibilities
1. Changing Roles in Agile
Understand how roles & responsibilities in
traditional organization and management
change in Agile/Scrum process framework
Ravi Tadwalkar
Agile Coach, WD;
Co-founder, “Cisco Internal Coaches Network”;
Event Organizer, AgileCamp.org & SVALN
This work is licensed under a Creative Commons Attribution-NonCommercial-ShareAlike 3.0 Unported License.
2. Agenda
• Agile Roles
• Major Cultural Shifts in transitioning to Agile
– Emergent Requirements ( and UX)
– Emergent design (and testing)
– Tracking & Oversight
• Sample Agile RACI matrix
• Summary
4. Agile Roles
Scrum
Team Member
(dev & test)
Scrum
Master (SM)
Product
Owner
PO)
Customers(s)
3 main roles:
•Product Owner (PO)
•Scrum Master (SM)
•Scrum team member
Other pertinent roles:
•Proxy-PO,
•User Experience Lead,
•Architect,
•Internal Coach/Mentor,
•Agile Program Manger,
•Functional Manager, and
•Agile Product/Portfolio Manager
5. Shift #1: Emergent Requirements
• What is it?
– From waterfall-like “Big Requirements Up Front” (BRUF) to
“emergent requirements” to drive just enough architecture.
• Major Impacted Areas
– Marketing: Product /Portfolio Management
– Usability
• Possible Agile Roles
– Product Owner (PO)
– Proxy-PO
– User Experience Lead
– Internal Coach/Mentor
6. Product Owner (PO)
Role:
• Owns the vision and definition of the product.
• Represents the VoC (voice of the customer).
• Ensures that the scrum team(s) work on “right things” from the business perspective.
Recommendation:
• One can break this role down differently based on BU or location
• The subject matter expert (SME) - the one who knows *what* to build the most- becomes
the PO. We recommend that you have your marketing guy to help you on evolving product
backlog, with the help of other SMEs
• Traditional Product Manager works with the PO
Caveats:
• PO needs to avoid waterfall-like BRUF (Big Requirements Up Front) syndrome and
get used to doing “emergent requirements” to drive just enough architecture.
• PO may not scale to cover all scrum teams.
– If PO is not always available to the team for clarification and for acceptance,
then the alternative is to have someone take on the Proxy-PO role.
– Sometimes Dev Managers / Technical Leaders can take Proxy-PO role in conjunction with PO.
7. Proxy-PO
Role:
• Assists the PO with story writing, even though PO owns prioritizing
and validating stories along with acceptance criteria.
Recommendation:
• Proxy-PO is ideally co-resident with distributed scrum team.
• Proxy-PO is needed due to location & band-width issues of PO,
• Typically, Director of Product Marketing assigns proxy-PO.
Caveats:
• Watch out for tacit information lost in translation between PO &
the Proxy.
• Not having Proxy-PO may cause back-ending during iteration.
8. PO / Proxy-PO Responsibilities
• Observable behaviors:
*Scrum Activities include Sprint Planning, Daily Standup meeting,
Sprint Retrospective meeting and Sprint Review/Demo meeting.
Product Owner Behaviors Portfolio
Planning
Sprint 0 Formal
Commit
Scrum
Activities
Scrum
of
Scrums
Engages The Customer
Communicates Product Vision
Prioritizes and Grooms Backlog
Participates On Teams
Verbally Clarifies User Stories
Accepts User Stories
Facilitates Demos
Reports Release Status
9. User Experience Lead
Role:
• Owns the vision and definition of the product UX (user experience).
• Represents the voice of the end user.
• Ensures the scrum team works on “right things” from a usability
perspective.
Recommendation:
• Often this role is filled by - preferably local - Interaction Designer.
• Sometimes Visual Designer, Product Manager, or Engineer can serve as
Proxy-UE Lead.
Caveat(s):
• Watch out for scenarios where Interaction Designers may not scale to
cover all scrum teams. Reason could be waterfall-like BRUF/BDUF
symptom of creating “perfect” UX. Try to make them work with PO in
evolutionary mode, for incremental delivery.
10. UE Lead Responsibilities
Observable behaviors:
User Experience Lead Behaviors Portfolio
Planning
Sprint 0 Formal
Commit
Scrum
Activities
Scrum of
Scrums
Defines User Experience Concept
Plans UE-related Deliverables
Creates Wireframes, Visual Comps, and
Visual Assets As Part Of Preparing User
Stories To Be Ready For Implementation.
Supports Scrum Team To Deal With Issues
And To Answer UI-related Questions
Partners With PO To Review/Accept
UI-related User Stories
Plans And Runs Usability Studies
Supports Product Owner In Customer
Engagement Activities
11. Internal Coach/Mentor
Role:
• Provide coaching to Scrum Team by observing, consulting and
providing feedback for improvement.
Recommendation:
• Typically coaching is performed by very experienced Scrum
Masters/ POs who have been trained by other agile coaches in the
internal coaching network.
Caveat(s):
• There are well known coaching “traps”- failure modes- via any of
these self-explanatory labels: spy, seagull, opinionator, admin, hub,
butterfly, theoretician and nag.
• These failure modes are results of ego or partial attention.
12. Internal Coach/Mentor Responsibilities
• Observable behaviors:
Agile Coach Behaviors* Sprint 0 Scrum
Activities
Scrum
of
Scrums
Formal
Commit
Portfolio
Planning
Evangelizes Agile
Effectively Trains Others In Agile
Principles and Practices
Provides Subject Matter Expertise
On Best Practices
Applies Product and
Organizational Knowledge
Enforces Agile Principles
Holds Team Accountable
Communicates Effectively
*Internal Agile Coaches can be:
- Team-level Agile Coaches, where they will be specialized in coaching Scrum Teams,
or
- Program-level Agile Coaches, where they will be focused on Portfolio Planning, stage-
gates such as formal Commit, Scrum of Scrums, and Sprint 0.
13. Shift #2: Emergent Design (testing)
• What is it?
– Design will emerge as functionality is being
delivered incrementally
• Major Impacted Areas
– Architecture
– Development
– Test
• Possible Agile Roles
– Architect
– Scrum Team Member (Dev & Test)
– Internal Coach/Mentor (Team Level player-coach)
14. Architect
Role:
• A technical expert who works with the Scrum Team and
Product Owner to ensure technical alignment and success of
the product.
Recommendation
• The traditional architect/ Technical Lead role usually maps to
the architect in agile.
Caveat(s):
• Architect needs to avoid waterfall-ish BDUF (Big Design Up
Front) syndrome to get used to doing “emergent design” for
just enough architecture.
• Architects should be present in daily stand ups to understand
blockers and post-meeting get into a solutioning mode
15. Architect Responsibilities-
• Observable behaviors:
*Architects may also be Scrum Team Members or Proxy-Product Owners.
Architect Behaviors* Portfolio
Planning
Formal
Commit
Sprint 0 Scrum
Activities
Scrum of
Scrums
Provides Mentoring
Support Product Owner, eg. So That
Stories Are Implementable
Drives Refactoring
Provides Clear Architectural
Direction
Supports Mid- and Long Range
Roadmapping
Provides Subject Matter Expertise
Ensures Strong, Most Appropriate,
Development Methods Are Followed
Insures Implementation Supports
Testability, Scalability, Performance,
Security, etc.
16. Scrum Team Member -
Role:
• A dedicated cross-functional team member that may be in a QA,
DOC, DEV, or UE job function focused on completing user stories.
Recommendation:
• Engineers in existing team (QA, DOC, DEV, or UE) structure usually
map to Scrum team member role.
Caveat(s):
• For some BUs, cross-functional team formation may not happen, so
there are some combinations possible e.g. “marketing + DEV”,
where DEV does testing.
• Some scrum team members are shared across teams, e.g. DBA.
17. Scrum Team Member Responsibilities-
• Observable behaviors:
*Swarming is working in small cross-functional
groups to rapidly complete high priority tasks.
Scrum Team Member Behaviors Portfolio
Planning
Sprint 0 Formal
Commit
Scrum
Activities
Scrum
of
Scrums
Cross-trains/Mentors Team
Members
Estimates Tasks Accurately
Takes On New Unfamiliar Tasks
Decomposes User Stories Into
Tasks
Swarms* With Other Scrum Team
Members
Provides Timely Status To The
Team
Participates Actively In The Team
Makes And Meets Commitments
18. Shift #3: Tracking & Oversight
• What is it ?
– Tracking work pending vs. % complete
• Major impacted Areas
– Program Management
– Handling Impediments
– Management by Objectives
• Possible Agile Roles
– SM
– Agile Program Manger
– Functional Manager
– Internal Coach/Mentor (Team Level)
19. Scrum Master
Role:
• A servant leadership role that is responsible for enforcing agile values and
practices at team level
• SM ensures that scrum team is fully functional, productive and focused on the
goal.
Recommendations
• Anyone - properly trained - can potentially fill this role.
• For SM role, you may want to find a person who knows *how* to “Get Things
Done” with excellent facilitation skills, someone who can get the best out of team
to work on what PO specifies. This is very much like an architect/lead that the
team looks up to for design decisions/facilitation.
Caveat(s):
• Keep in mind that a Functional Manager in this role may struggle with the shift to
servant leadership.
• SM does not assign tasks and needs to move away from “command & control”
• SM sets up the team for failure if s/he does not track burn down charts and/or
CFDs
20. SM Responsibilities
• Observable behaviors:
*Scrum Activities include Sprint Planning, Daily Standup meeting,
Sprint Retrospective meeting and Sprint Review/Demo meeting.
Scrum Master Behaviors Portfoli
o
Plannin
g
Sprint 0 Formal
Commit
Scrum
Activities *
Scrum
of
Scrum
s
Trains Team Members
Removes Impediments
Runs and Facilitates Scrum
Meetings
Protects Teams From
Distractions
Enforces Agile Principles
Holds Team Accountable
Provides Status
Works With Product Owner To
Assure Readiness To Sprint
21. Agile Program Manger
Role:
• A member of the Program Management Office (PMO) who works with product
owner, scrum masters and others (as identified by the organization) to ensure that:
– the program executes according to the overall program plan,
– the program stays within the committed boundaries (resources, schedule, content, quality)
and goals as defined in the commit process
Recommendations:
• Agile Office is different from a traditional PMO and is required for organizational
transformation and sustenance. Here is experience report from Agile 2011 event.
• Agile Program Manager leads the creation of Agile Office.
Caveat(s):
• It can be challenging to update project plans (Gantt charts) based on team’s
burndown data.
• It’s reasonable to try to attain match between scrum team’s release plan and PMO
level program/project plan. Trying to match program plan with sprint plans at the
detailed level will not be productive.
22. Agile Program Manager
Responsibilities
• Observable behaviors:
*Program Managers indirectly support the Portfolio Planning process, by providing
relevant historical, statistical, and capacity tactical data.
Agile Program Manager
Behaviors
Portfolio
Planning
*
Sprint 0 Formal
Commit
Scrum
Activities
Scrum
of
Scrums
Drives The Commit Preparation
Activities
Facilitates The Scrum Of Scrums
Facilitates Escalation and
Removal Of Impediments
Monitors Program Progress
Monitors Compliance With
Corporate and ISO Requirements
Facilitates Agile Commit (aka
“hybrid scrum” stage gate)
Facilitates Creation Of The
Program Plan
Facilitates Communication With
Dependent Groups
Manages External Dependencies
23. Agile Functional Manager
Role:
• Support Scrum Team members to learn, grow and perform, while
maintaining departmental responsibility and accountability for
achieving business results.
Recommendation:
• Usually Dev & Test Managers fit in this role. Technical directors may
also be good fit.
Caveat(s):
• Watch out for the drift back to old command-and-control behaviors
by manager assigning tasks to team rather than team choosing it.
• Avoid confusing people management with project management –
the former is done by the functional manager- and NOT latter.
24. Agile Functional Manager:
CAVEATS/ Don’ts
Interesting Readings:
• Pete Deemer’s
Manager 2.0:
The Role of the Manager in Scrum
• Jurgen Appelo’s
Management 3.0 workouts
• Now You See It:
A Peer Feedback System for Scrum Teams
Behaviors that conflict with Agile/Scrum:
• Decide what work needs to be done
• Make commitments to management on
behalf of the team
• About how much can team do by a certain date
• Assign the work to Team members
• Do weekly status update report for
management
• Keep track of what everyone on the team is doing
• Make sure the Team gets their work done
25. Agile Functional Manager
Responsibilities
• Observable behaviors:
* Agile Functional Managers may have other roles that add additional behaviors that
need to be taken into account during calibration.
Agile Functional Manager Behaviors* Portfolio
Planning
Sprint
0
Formal
Commit
Scrum
Activities
Scrum of
Scrums
Provides Mentoring, “T-shaped” Skills
Development, & Career Guidance
Removes Impediments
Protects Teams From Distractions
Recruits and Hires New Team
Members
Evaluates Performance Of Team
Members- using 360 feedback and/or
calibration, etc…
Recognizes and Rewards Teams and
Individuals
Provides Subject Matter Expertise
Holds Teams and Individuals
Accountable For Their Own
Commitments
Creates An Environment Of Trust
26. Changing Role of Manager in Agile/Scrum
Core Responsibilities Transition
Stage
Additional Responsibilities
Creates an environment of trust
Removes Impediments
Protects Teams From Distractions
Retains people management
responsibilities
Recognizes and Rewards agile
behavior in teams and individuals
Holds teams and individuals
accountable for their own
commitments
Agile
Newbie
• Have & set reasonable expectations about
transition, i.e. team may stumble in initial
phase.
• Budget time, resources for team needs e.g.
Agile training, infrastructure.
Agile Practitioner • Introduce Slack to improve effectiveness over
efficiency
• May participate in or sponsor Agile transition
planning and execution
Agile Innovator • Support innovation by mentoring & coaching
• Foster organizational improvement
• Manage Agile Portfolio (w/ Release Planning)
• Incorporate lean principles in management
• Become member of corporate agile-lean
community of practice
27. Sample Agile RACI matrix*
* This is only an example. Modify based on your org structure and needs!
28. Summary: Cultural Shifts in Agile
• Emergent Requirements ( and UX)
• Emergent design (and testing)
• Tracking & Oversight
29. Summary: Role of Agile Manager in Scrum
Core Responsibilities Transition
Stage
Additional Responsibilities
Creates an environment of
trust
Removes Impediments
Protects Teams From
Distractions
Retains people
management
responsibilities
Recognizes and Rewards
agile behavior in teams and
individuals
Holds teams and
individuals accountable for
their own commitments
Agile
Newbie
• Have & set reasonable
expectations about transition, i.e.
team may stumble in initial phase.
• Budget time, resources for team
needs e.g. Agile training,
infrastructure.
Agile
Practitioner
• Introduce Slack to improve
effectiveness over efficiency
• May participate in or sponsor Agile
transition planning and execution
Agile
Innovator
• Support innovation
• Fosteri organizational improvement
• Agile Portfolio Management
• Incorporate lean principles in
management
• Effective coaches of Agile & lean
principles
• Become member of corporate
agile-lean community of practice
CAVEATS/ Don’ts:
Behaviors that conflict with Agile/Scrum:
• Decide what work needs to be done
• Making commitments to
upper management for the team
• About how much Team can do by a
certain date
• Assign the work to Team members
• Watch out for the drift back to old
command-and-control behaviors by
manager assigning tasks to team
rather than team choosing it.
• Do weekly status update report for
management
• Keep track of what everyone
on the Team is doing
• Make sure the Team gets
their work done
Interesting Readings:
• Pete Deemer’s Manager 2.0: The Role of the
Manager in Scrum
• Jurgen Appelo’s Management 3.0 workouts
• Now You See It:
A Peer Feedback System for Scrum Teams
Editor's Notes
Key takeaway- Major Cultural Shifts in transitioning to Agile
The customer needs to be clearly identified. Is the end user internal or external. Who is going to use this? Agile works for 1 customer (client) or many. For consumer product with large number of customers, focus groups and user groups are ways to engage the customer. Plans and communication have to be built according to type of customer.
The Agile Scrum Team roles are:
Product Owner – represents the Customer and Stakeholders. Creates and prioritizes the product backlog (requirements) and accepts the work of the team.
Scrum Master – guides the team in the Agile process. Runs the planning and standup meetings. Removes obstacles.
Scrum Team Member – Every scrum team member is responsible to deliver the output of the team. Usually includes development and test, but may also include documentation, user experience, and more, based on the needs of the team.
Multiple scrum teams on a project are coordinated through a “Scrum of Scrums” meeting.
The customer needs to be clearly identified. Is the end user internal or external. Who is going to use this? Agile works for 1 customer (client) or many. For consumer product with large number of customers, focus groups and user groups are ways to engage the customer. Plans and communication have to be built according to type of customer.
The Agile Scrum Team roles are:
Product Owner – represents the Customer and Stakeholders. Creates and prioritizes the product backlog (requirements) and accepts the work of the team.
Scrum Master – guides the team in the Agile process. Runs the planning and standup meetings. Removes obstacles.
Scrum Team Member – Every scrum team member is responsible to deliver the output of the team. Usually includes development and test, but may also include documentation, user experience, and more, based on the needs of the team.
Multiple scrum teams on a project are coordinated through a “Scrum of Scrums” meeting.
From waterfall-like “Big Requirements Up Front” (BRUF) to “emergent requirements” to drive just enough architecture.
Responsibilities:
Is responsible for the success of the product
Defines project goals
Establishes and communicate vision of the product aligned with a total customer solution
Accepts/rejects User Stories using the Definition of Done and Acceptance Criteria
Communicates expectations
Decides what features go into the product
Represents the User and Customer
With input from subject matter experts, writes requirements in the form of User Stories, with well defined Acceptance Criteria
Anyone may write a user story, product owners are responsible for understanding business value, review, acceptance and prioritization.
Maintains the product backlog, prioritizing, incorporating new User Stories, and grooming out old User Stories.
Responsible for prioritizing product backlog items
Decides the order in which content is delivered
Remains engaged and responsive to Scrum Team throughout the project
Be available to the Scrum Team throughout the Iteration
Point of contact for Scrum Team to get questions answered
Helps team make decisions
Never (ever, ever) produce estimates on behalf of scrum Team
Works with Scrum Team to determine specific iteration content
PO may end up writing technical stories, normally written by DEV team member.
Customer Engagement
Responsible for engaging the Customer and facilitating Customer collaboration
Facilitates internal and external Customer demo’s with the team members, for direct feedback
Owns the Sprint Review (may be in conjunction with Scrum Master)
Responsibilities:
Writes requirements in the form of User Stories, with well defined acceptance criteria. All stories are validated and approved by the Product Owner.
Is accessible to team during a sprint to answer questions or give feedback on in-progress stories
Support the Product Owner to maintain the product backlog, prioritizing, incorporating new User Stories, and grooming out old /no longer valid User Stories. All changes, no matter how minor, must be approved by the Product Owner.
Engages in Look-Ahead meetings to ensure team understands backlog stories (upcoming sprints)
Works with Scrum Master, Program Manager and Architect to create release plan for the Product Owner
Seeks out and removes (or raises attention to) obstacles that reduce or limit team velocity
Responsibilities:
Is responsible for the success of the usability of the product
Defines project user experience concept
Establishes and communicate design of the product user experience
Partners with the Product Owner to accept/reject UI-related User Stories using the Definition of Done and Acceptance Criteria**
Communicates user experience expectations
Recommends what user experience features go into the product
Partners with the Product Owner to represent the End User
Creates (or leads UE team members in the creation of) wireframes, visual comps, and visual assets as part of preparing user stories to be ready for implementation.
Assists Product Owner in ensuring well defined Acceptance Criteria from a user experience perspective where applicable.
Assists the Product Owner in maintaining the product backlog, prioritizing, incorporating new user experience User Stories, and grooming out old User Stories.
Recommends the order in which user experience content is delivered
Remains engaged and responsive to Scrum Team throughout the project
Be available to the Scrum Team throughout the Iteration for user experience-related issues and questions
Point of contact for Scrum Team to get questions answered around user experience
Helps team make decisions regarding user experience
Produce estimates for user experience design activities
Works with Scrum Team to determine specific iteration content
Customer Engagement
Responsible for planning and running usability studies as needed.
Support the Product Owner with Customer collaboration on user experience and running Customer demo’s of design prototypes.
Responsibilities:
Observing and guiding Agile teams
Provide feedback for improvement in a timely manner
Answering ad-hoc Agile questions
Support and develop the Scrum Master to make the Scrum Master more capable
Provide Agile overview to new team/team members
Ability to communicate with Scrum Masters/Product Owners and team members
Participate on Agile Internal Coach Council
Has respect and credibility at the local level
Understands the local organizations and products
Escalation of improvements as needed
Essential Experiences/ Skills:
Agile Evangelist
End to end product delivery experience
Strong Facilitator
Experienced Agile Mentor
Strong knowledge of best practices
Received coaching training from internal or external coaches
Ability to communicate with Developers, Testers and other team members
Respect and credibility within the various Agile teams
Proven track record to work with cross functional teams
Specialization in one or more Agile Practices
Familiarity / trained in UE Agile Practices
Ramya started modification starting from this slide – 12/14
Responsibilities:
Tightly integrates with Scrum Team(s); often, but not always, a member of Scrum Team(s)
Insures implementation supports unit and functional testability, automation, scalability, performance, security, appropriate extensibility, etc.
Insures that a customer solution view is brought to the code set.
Continually provides technical mentoring to teams and individuals
Seeks out and removes (or raises attention to) obstacles that reduce or limit team velocity
Ensures that strong development methods are followed and high quality, maintainable code is being developed. Continually drives refactoring for solution simplification and code complexity reduction.
Actively engaged in planning, look-ahead meetings
Owns short / medium / long term product architecture and technical product vision. Must be aligned with customer solution architecture, overall BU technical vision, product roadmap and cuent technical architecture.
Works with Product Owner to translate product ideas into technically feasible stories
Coordinates with other external teams and Architects to communicate technical dependencies and requirements
Works with Product Owner to put dependencies and external deliverables into product backlog
Responsibilities:
Facilitates Scrum Team Success
Own the Agile process; Help educate the team on Agile process issues
Identifies team improvement opportunities and looks externally for best practices in order to increase velocity and quality
Make sure there is no hidden work, i.e., everything the Scrum Team is working on is acknowledged and accounted for
Help the team to improve in the areas they have identified
Manage ‘Work In Progress Limits’, i.e., make sure the team is not working on too many items at once, and help them get into a flow of starting and completing work in a predictable way
Encourage the team to look for opportunities to help each other out
Ensures a collaborative culture exists within the team and promotes team building
Ensures entire team is engaged
Ensures excellent retrospectives are run by the team
Deals with Team and meeting logistics
Each Sprint, make sure team has capacity recorded, and that it is coectly balanced
Work with the Product Owner to make sure User Stories are accepted
Ensures entire team is engaged
Invitations to and presence at Daily Scrum, Iteration Review, Planning Meetings and Customer demo logistics
Work with the Product Owner to make sure User Stories meet Definition of Ready
Facilitate retrospectives; Follow-up on actions from retrospectives
Each Sprint, make sure the whole team is looking ahead to the next Sprint and thinking about the upcoming User Stories
Each Sprint, make sure the Scrum Team has identified and sized the tasks before the Sprint Planning meeting
Organize and facilitate demonstrations of the product between the Scrum Team and Product Owner
Tracks and communicates with outside stakeholders
Track and communicate the progress of the team each day (using Burn-down charts, etc.)
Track and communicate the overall progress of the release (using Burn-downs, burn-ups, Cumulative Flow, etc.)
Provide visibility on status and progress, particularly working with Program Manager and Product Owner
Facilitates and insures the removal of any obstacles by the team. If the team can’t resolve then will escalate in a timely and aggressive way
Shares team experiences and solutions with peers (Scrum Masters)
Make sure there are no scope changes during the Sprint without discussion with Scrum Team and Product Owner Team
Communicate agreed scope changes inside and outside the Scrum Team
Shields team from external distractions
Responsibilities:
Drives creation of program plan with program Product Owner (and others as designated by the organization)
Monitors the progress of the program
Drives discussion and resolution on issues that challenge the projects boundaries and goals
Drives the commit process and identifies & communicates changes since the last commit
Ensures that the program conducts retrospectives and project assessments
Communicates overall status to senior management
Identifies and tracks risks and mitigations
Ensures Cisco requirements, ISO and CCBU C4 requirements are met.
Seeks out and removes (or raises attention to) obstacles that reduce or limit team velocity
Facilitates and communicates progress with Scrum Masters, Product Owners, and cross-func team, CA, Manufacturing and Localization.
Communicates progress with dependent groups (solution release, other BUs and TGs or OEMs)
Manages dependencies and resolves any external coordination issues
Facilitates project activities to ensure goals and requirements are met
Escalates issues to upper management as needed
May be a Scrum Master the Scrum of Scrums meeting
Responsibilities:
Leads and enables direct reports
Creates an environment of trust for direct reports to be part of self-organized Scrum Teams
Provides mentorship, guidance and career development advice, including ongoing 1:1 with direct reports
Plans and manages skills development and training for team members
Communicates performance evaluation expectations, applying Agile Roles and Responsibilities guidelines
Leads recruitment and hiring of new Team members (with input of the existing Team members)
Complete performance evaluations for team members, using peer feedback and Scrum team success measures
Provides recognition/reward to team members who are performing well, and takes action / performance management with team-members that are not.
Actively supports Scrum Masters
Supports Scrum Masters’ efforts to protect Teams from disturbance, disruption, or outside interference
Promptly responds to escalations from Scrum Masters to help remove impediments interfering with Teams’ ability to get work done
Actively supports Scrum Team
Contributes to creating the right environment for Scrum Teams to be successful
When requested by Scrum Team or as appropriate, provide advice and assistance to Scrum Teams on architectural direction and resolution of technical challenges
E.g., scalability, performance, security, customer deployment, etc.
Provides input to the Product Owner on product strategy and vision
In the context of escalated exceptions to Definition of Done, provide and manage a plan to resolve.
Help team understand how their efforts align with the other scrum teams that are involved in the release.
Executes departmental responsibilities and accountabilities
Performs financial planning and budgeting for functional area
Support innovation and be a recognized technical expert in areas that are relevant
Actively promote and support continuous improvement
Stays up to date on industry news and developments, e.g., industry standards
Understands and communicates company strategy, direction, initiatives, and portfolio roadmaps
Understands the broad community of stakeholders that are affected by our company and products, including competitors, customers, analysts
Note:
QA Manager provides a risk to ship to the Product Owner at the end of each Sprint.
For Functional Managers new to Agile, these behaviors conflict with Agile Scrum;
Decide what work needs to be done
Assign the work to Team members
Keep track of what everyone on the Team is doing
Make sure the Team gets their work done
Make commitments to management about how much Team can do by a certain date
Making commitments to management for the team
Do weekly status update report for management
Note: Look at Pete Deemer’s Manager 2.0: The Role of the Manager in Scrum for more details http://assets.scrumtraininginstitute.com/downloads/4/roleofthemanager.pdf?1285932073
Are these fulfilled by DE Managers ? What happens to DT Managers? Is there still confusion about the roles
DT managers map to Functional Managers