Denathayalan RamasamyChief Technology Officer| Atal Incubation Centre -CIICChennai, Tamilnadu, India
Scrum always advocates enabling the people and making them collaborate. However, it is achievable at 80%. Some people want to create issues or risks unnecessarily and solve it at the last minute to create a stardom effect and Few other remain inactive by blaming people & process. These people do it intentionally or unintentionally. But it is a high risk to agile culture.
what a scrum master or agile coach has to do? Saving Changes...
Not sure where you are getting this 80% figure from. It varies widely from team to team and organization to organization.
The problem you raise has nothing to do with agile and everything to do with building a high performing team. Leadership skills are needed to resolve such situations but the specifics of the situation will dictate what is the "best" approach.
Kiron
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1 reply by Denathayalan Ramasamy
Jun 28, 2022 10:33 PM
Denathayalan Ramasamy
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Agree with you Kiron, which is a common recurring problem in any industry.
But the aim of my question is to identify the best tools or methods from AGILE to derive an optimal solution at any given point of time
The Scrum master should be redirecting the team to the Team Charter. What was agreed in terms of vision, tools, processes and rules of engagement?
As a Scrum master try to avoid labels such as "these people". Everyone is different, with their own wants, needs and obstacles. Furthermore, people are more than their observed behaviour. The Scrum master's job is to help each person achieve their full potential. That requires spending time with each individual and with the team to figure out the obstacles and get them worked out.
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1 reply by Denathayalan Ramasamy
Jun 28, 2022 10:30 PM
Denathayalan Ramasamy
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Thanks for bringing my attention to labeling (these) people, which I should have avoided.
I realize more about Scrum Master & Agile Coach co-ordination on the such issues and review it in the scrum of scrum meetings along with other scrum masters
Saving Changes...
Denathayalan RamasamyChief Technology Officer| Atal Incubation Centre -CIICChennai, Tamilnadu, India
The Scrum master should be redirecting the team to the Team Charter. What was agreed in terms of vision, tools, processes and rules of engagement?
As a Scrum master try to avoid labels such as "these people". Everyone is different, with their own wants, needs and obstacles. Furthermore, people are more than their observed behaviour. The Scrum master's job is to help each person achieve their full potential. That requires spending time with each individual and with the team to figure out the obstacles and get them worked out.
Thanks for bringing my attention to labeling (these) people, which I should have avoided.
I realize more about Scrum Master & Agile Coach co-ordination on the such issues and review it in the scrum of scrum meetings along with other scrum masters Saving Changes...
Denathayalan RamasamyChief Technology Officer| Atal Incubation Centre -CIICChennai, Tamilnadu, India
Apr 28, 2022 8:03 AM
Replying to Kiron Bondale
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Not sure where you are getting this 80% figure from. It varies widely from team to team and organization to organization.
The problem you raise has nothing to do with agile and everything to do with building a high performing team. Leadership skills are needed to resolve such situations but the specifics of the situation will dictate what is the "best" approach.
Kiron
Agree with you Kiron, which is a common recurring problem in any industry.
But the aim of my question is to identify the best tools or methods from AGILE to derive an optimal solution at any given point of time Saving Changes...
If you're using a team charter, your charter should outline how to respond to those who step outside the team rules, shouldn't it?
I think you're asking too much of Agile if you want AGILE tools to solve this kind of problem. To Kiron's point, it's a leadership and management problem. You can, and should, attempt to address it at the team level. Contrary to what some people will tell you, Agile does not solve all of your problems.
For some problems, you need more than the book definition of Agile.
Team charters are a great example of what I mean. I learned about them in a communications class before Scrum existed. When I attended the CSM class in 2007, there was no mention of team charters in the Scrum Guide. There isn't in the 2020 version, either, and yet it's something that you might hear talked about in Scrum training.
Another example is the contents in the DA browser. Not everything listed as an option in the DA browser is an Agile tool, in spite of the name. Saving Changes...
Vijay SuryavanshiProject Manager - Engineering| RECARO Aircraft SeatingPlantation, Fl, United States
Hi Denathaylan,
If you have the team charter and the work is done within the rule, there is no reason for you to be worried. Granted some things get done at last moment. Be a servant leader and praise the team member when the work is done the last moment rather than see it in a negative way. I don't see how it is high risk to agile culture. If the work is not done, it is not done and move that as a top priority into the next iteration. You showing emotional intelligence and putting faith in your team matters.
In the end, you as a project manager is as good as your team is Always, get the best out of your team ! Saving Changes...
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