The Manager and Scrum

Jeff Sutherland posted notes from an open space hosted by Jens Ostergaard on Nov 2006. The subject was the role of manager in a Scrum.

  1. provide strategic vision, business strategy, and resources,
  2. remove impediments surfaced by Scrum teams that the teams cannot remove themselves,
  3. ensure growth and career path of employees, and
  4. challenge teams to move beyond mediocrity

For me, introducing agile practices has been evolutionary not revolutionary – five years work, three title changes and counting. My role is to make sure the team’s accomplishments build towards something progressively more and more valuable for the company and the individual team members.

In my experience, this involves facilitating a conversation between the business and the team on at least three levels:

  • Product owner and product team,
  • Organization and employees, and
  • Leadership’s grand vision and the team’s accomplishments.
The Oxygen team and management

[the oxygen team and management]

I’ll go into this in more detail in later posts.

This entry was posted in scrum and tagged , , , , , , by Ken Judy. Bookmark the permalink.

About Ken Judy

I am an executive manager, software developer, father and husband trying to do more good than harm. I am an agile practitioner. I say this fully aware I say nothing. Sold as a tool to solve problems, agile is more a set of principles that encourage us to confront problems. Broad adoption of the jargon has not resulted in wide embrace of these principles. I strive to create material and human good by respecting co-workers, telling truth to employers, improving my skills, and caring for the people affected by the software I help build.

One thought on “The Manager and Scrum

  1. Pingback: When Should a Chicken Dive in with the Pigs? | Ken H. Judy

Comments are closed.