{"id":22,"date":"2007-02-23T19:13:48","date_gmt":"2007-02-23T18:13:48","guid":{"rendered":"http:\/\/judykat.com\/ken\/2007\/02\/23\/the-manager-and-scrum\/"},"modified":"2010-09-06T06:25:59","modified_gmt":"2010-09-06T10:25:59","slug":"the-manager-and-scrum","status":"publish","type":"post","link":"https:\/\/judykat.com\/ken-judy\/the-manager-and-scrum\/","title":{"rendered":"The Manager and Scrum"},"content":{"rendered":"

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

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

    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.<\/p>\n

    In my experience, this involves facilitating a conversation between the business and the team on at least three levels:<\/p>\n