From a collection of writings I wrote in 2007 when I first explored this methodology.
Do Managers have a role in the Scrum Process? This was the question that was raised when we were discussing the Scrum Process yesterday.
When this question was asked, I had no concrete answers. So today spent some time checking out the web for clues to answer the same.
This link (attributed to Jeff) addresses this question. Reading through that, it appears that in the Scrum world, the role of a “First line Manager” is morphed to that of a mentor and coach, with primary responsibilities like
I am not sure the responsibilities listed above will satisfy the aspirations of many “First Line Manager”(referred in colloquial terms as Leads, Project Managers, etc.).
By definition, a Manager is person whose primary responsibility is to plan, execute, direct the team and ensure a successful delivery of a project. He realizes a sense of accomplishment, when the project is successfully executed and delivered. In order to realize this accomplishment, he undertakes several responsibilities like mentoring the team, creating the right environment, removing impediments, setting stretch goals and helping the team realize the same.
But if the primary sense of accomplishment is taken away from him, he might not have the necessary motivation to undertake the other responsibilities listed as the prime responsibilities of a Manager in the scrum world. Addressing this inherent gap in the role of a manager is going to be a significant challenge. First line Managers are the bridge between the Organizational objectives and the teams that translate these objectives to reality. Not having a positive buy-in from the managers is going to be a significant impediment in adoption of any new initiative.
At the same time, I believe that, Agile helps a manager to transition from being an executor to becoming a Leader. Agile methodologies provide sufficient opportunities to cultivate leadership skills. A manager who takes cognizance of this, am sure will take to Agile like fish to water, while many others end up cribbing about their lost forts.
When this question was asked, I had no concrete answers. So today spent some time checking out the web for clues to answer the same.
This link (attributed to Jeff) addresses this question. Reading through that, it appears that in the Scrum world, the role of a “First line Manager” is morphed to that of a mentor and coach, with primary responsibilities like
- Provides organizational vision
- Removes impediments ( a role shared with the Scrum Master)
- Assists with individual development
- Challenges team beyond mediocrity while respecting team boundaries
- Helps individuals without sucking the responsibility out of the team
- Provides the right environment
- Gives individuals tools to be a great team member
- Coaches teams through conflict resolution
- Advocates for continuous improvement for teams and the organization at large
- Manage the budget
I am not sure the responsibilities listed above will satisfy the aspirations of many “First Line Manager”(referred in colloquial terms as Leads, Project Managers, etc.).
By definition, a Manager is person whose primary responsibility is to plan, execute, direct the team and ensure a successful delivery of a project. He realizes a sense of accomplishment, when the project is successfully executed and delivered. In order to realize this accomplishment, he undertakes several responsibilities like mentoring the team, creating the right environment, removing impediments, setting stretch goals and helping the team realize the same.
But if the primary sense of accomplishment is taken away from him, he might not have the necessary motivation to undertake the other responsibilities listed as the prime responsibilities of a Manager in the scrum world. Addressing this inherent gap in the role of a manager is going to be a significant challenge. First line Managers are the bridge between the Organizational objectives and the teams that translate these objectives to reality. Not having a positive buy-in from the managers is going to be a significant impediment in adoption of any new initiative.
At the same time, I believe that, Agile helps a manager to transition from being an executor to becoming a Leader. Agile methodologies provide sufficient opportunities to cultivate leadership skills. A manager who takes cognizance of this, am sure will take to Agile like fish to water, while many others end up cribbing about their lost forts.
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