The line manager role is a critical role in any organization. When line management is confused, and scared Agile cannot be easily adopted. The reasons for the fear may well be imaginary, but the fear is real and drives their behavior.
In this episode we talk about the very critical role of the line manager in organizations adopting Agile.
About Andreas Plattner
Andreas is an Agile Coach @ Daimler. He is has been a passionate Agilist and Scrum Master for over 10 years. He works on and cares for organizational health.
When we start our journey as a Scrum Master we are taking a leap into a new world. It’s not just that Scrum Master is a new profession. It is also that the lessons that served us so well in the past, are no longer the best approaches. In this episode we talk about how different the role of Scrum Master is, and what we should focus on.
About Mark Cruth
Mark has been playing in the Agile space since 2009, helping multiple organizations move towards a more Agile perspective on work across several industries, including manufacturing, eCommerce, and FinTech. Today Mark works as an Agile Coach for Quicken Loans, as well as operates his own Consulting company called Teal Mavericks.
When we work our way through the Scrum Master learning curve, we go through many phases. One of those phases (one that is common for many Scrum Masters) is the Scrum Police phase. Where we focus on form over function, and act as an enforcer, instead of an enabler.
In this episode we discuss how we can grow out of that phase, and what that means for us, in our journey as Scrum Masters.
About Shubhang Vishwamitra
Shubhang is a passionate agile practitioner originally from Bangalore, India. Who’s worked in Japan and Finland and is currently based in London and working as scrum master.
Shubhang has an extensive background in software development and agile delivery model in smartphone, travel and finance industries. He believes that having a technical background helps to connect with teams and ease the flow of discussion in solving complex problems.
An issue that we often ignore (or want to ignore?) is the impact of prejudice on our work as Scrum Masters. Maybe it is about being different, or not fitting in the prevalent engineering culture. There can be many differences that make our job as Scrum Masters harder to master.
In this episode with Sarah we explore how sometimes being a woman Scrum Master makes the job even harder than it usually is.
About Sarah O’Brien
Sarah is passionate about helping teams work together to bring value to their work lives. She has worked in the Scrum Master role for the past 6 years after transitioning out of waterfall as a senior software engineer. Her (not so) secret goal is to help people bring agile practices home.
Agile is getting adopted by more and more companies. It is inevitable that some managers will think that Agile is about “faster and cheaper”, but essentially the same as before. But is it? And is the focus on faster and cheaper going to help the teams deliver? In this episode, Jella shares with us a story that was pushed and pressured to deliver faster and cheaper, and what happened. We discuss how to engage management to avoid the “agile is faster and cheaper” anti-pattern, and what we should talk about instead.
About Jella Eifler
Jella has a background in linguistics (totally non-tech) and calls herself “agile native” (having never worked any other way, at least in software development). She works as a Scrum Master since 2014 at Qudosoft in Berlin. She has worked with both colocated as well as distributed teams.
Scrum vs Kanban is a very common debate. Some teams will be adamant that only one of those applies to their context. Whichever you choose, you should be aware of the consequences. In this episode we explore one such process change, and the problems associated.
About Lynoure Braakman
Lynoure has worked in many roles in the IT, from operations, scrum mastering and requirements analysis to programming, even a little as a tester. She’s worked in agile teams since 2000 and loves being an adapter type, bringing in a wider perspective into her projects and to help different types of personalities to work together.
In retrospectives with the team we are looking for improvement opportunities. And often the team members will already have ideas about how to improve the ways of working. But sometimes we need to look for improvement opportunities, and the “The Story of a User Story” retrospective we talk about in this episode may help you find the things that need to change.
Listen in to learn what gaps the team uncovered, and how Kathy and the team recovered from a painful story delivery.
About Kathy Andersen
Kathy works as a Scrum Master with a team implementing a billing management system for a company called Hudl. Hudl is headquartered in Lincoln, Nebraska and provides video review and performance analysis tools for coaches and athletes to review game footage and improve team play. Kathy took an uncommon route to the software world, and since then she has had the luck of working on a diverse set of projects and teams. You’ll find her speaking at conferences and participating in the agile community.
Umer was working in a project where chaos was the approach the teams were taking. Not a good way to start, especially not for a new Scrum Master. This led Umer to learn a few tough, but critical lessons about how important it is to set expectations and priorities correctly.
About Umer Saeed
Umer is a Scrum Master, joining us from London, UK, currently working for one of the largest TV broadcasters in the UK, ITV. He has 5 years experience working in Agile environments spanning across Sports, Broadcasting, Travel and Publishing.
What can 5 monkeys tell us about agile/digital transformation? That’s what Jeff was asking when he found himself in the middle of an agile transformation in an organization where some people had been working for decades.
That led to an important insight. If you don’t care, it’s impossible to change. Listen in to learn how Jeff reached that insight and what were the lessons he carried into his work as a Scrum Master.
About Jeff Maleski
Jeff is passionate about working with and building up both individuals and teams using ideas from Jurgen Appelo’s Management 3.0 and Dan Pink’s Drive. When leading project teams, Jeff strives for empirical based planning and forecasting, continuous learning, and delivering high quality software products that exceed expectations. Jeff believes in leading by actions and focusing on building relationships with others.