Anand Kumar Keshavan
Software Product Development
Scrum Master stopped being an individual contributor
Scrum Master assigns and tracks tasks of development
Scrum Master is NOT a Project Manger
Authority over the Scrum process vs. Team members
Ensuring team members are not blocked vs.. Checking up to see whether they
are screwing up!
to ensure that Scrum meetings are conducted efficiently- within
to make sure that issues/impediments raised during meeting are
Work with Product Owner to ensure readiness of Product Backlog
for next Sprint.
Ensuring that team members do not over or under commit.
Do not happen at the same time everyday
Do not happen everyday– weekly meetings or
meetings every alternate day.
Last more than 15 minutes
Discussions tend to deviate from the core- what
I was working on yesterday, What I will do
today and any possible impediments. For
example, extensive analysis of the way a
feature should be implemented, arguments on
Team members do not update their tasks on a
Scrum master updates it for team members!!
Burn down chart remains “flat” for most part
of the sprint and drops suddenly towards the
Works overtime- 12-14 hours a day or more- especially
during the last week of a sprint.
Members do not participate in sprint planning
meetings, sprint demos or sprint retrospectives
As a whole does not complete the items planned in a
sprint on a regular basis. Strong indication that the
Scrum Master or another stakeholder is forcing the
team to take up more than it can chew.
Team members do not strongly insist on including
refactoring items in sprints- points to increasing
technical debt and/or team fatigue.
Odd sprint lengths- weekly sprints or 4 monthly
Product owner, Executive management attends
Strong indication of scope been changed during sprints
Undermining the role of the scrum master.
Product being released after every sprint
Short sprint planning meetings- indicating that
Product Owner/ Scrum master are allocating
backlog items to team members
No sprint demo
Short or irregular retrospective meetings
Executive management uses Sprint data for
appraisals of team members
Collection and analysis of stupid metrics like tasks
committed vs.. delivered for individuals and team
Strong aversion to rework by team members-
indicates a culture of “getting it right the first
time”- antithesis to agile principle.
External monitoring of the Scrum process,
minutes of stand-up meetings, daily status reports,
audits of artifacts, approval trails etc.- strong
indication that an organization is not culturally
ready for Agile adoption.
Simple to understand
But difficult to master!!” ( Scrum Guide)
( Sort of like Chess or Programming)