Who is suitable for scrum master?

Author: Chen Yong

Source: blog.csdn.net/cheny_com

 

I have encountered this problem when many enterprises are agile. Because the scrum master is a product of Western culture, it is difficult to find a person in China who is very suitable for this position, it is also difficult to give a unified answer. However, these enterprises have their own solutions. These methods and advantages and disadvantages include:

 

1. Change the project manager to a scrum master.

It is to let the project manager out of the original development activities (many project managers are involved in the development), and no longer arrange tasks for everyone, instead, to do some "Miscellaneous" for everyone.

This change is rare, because in most cases, the company is reluctant to let the project manager really stop his development work, and the Project Manager also hopes that he still has more or less command rights to the team.

 

2. Convert the project manager into a scrum master

In this way, the project manager is called the "Project Manager", but the scheduling and Task Assignment activities in the original functions become weaker. On the contrary, the concept of self-management is introduced, for example, the person responsible for the task makes estimation by himself.

However, in such enterprises, "self-management" is rarely implemented. For example, scrum often mentions "developers claim tasks on their own ". Due to cultural differences, it is often difficult to implement, and the project manager must intervene in the end.

This change is the most widely seen and probably the most successful. It is recommended.

 

3. The project manager continues to exist, but finds a quality or process engineer as a scrum master.

I have also seen two companies in use, and they are all large enterprises (only large enterprises may have additional quality or process personnel ).

In this model, the project manager strongly wants to maintain the original method (or does not want to change it), but the organization sends a monitor to ensure implementation of scrum. If the upper-level manager understands the benefits of scrum earlier than the project manager, he can try this change.

However, in any case, the change of the project manager is the key to ensuring the success of scrum implementation.

 

 

 

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