Many project managers are making the transition to ScrumMaster, but problems arise when old behaviors and work patterns are brought to the new role. Here are some common issues that organizations face when their new ScrumMasters do not fully understand the subtleties of the Servant Leader function.
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It took this practitioner a while to find her footing as both a project manager and ScrumMaster. Here, she shares lessons learned in a large, corporate environment in which agile is considered "new."
Anytime you get a large number of people working on something, there are going to be differences in style and capability shown in that work. When that work is software development, then some of those differences are arguably better or worse for the maintainability of the software. So how do you achieve a better and more consistent outcome?
Colonel John Boyd discovered that the primary determinant to winning aerial dogfights was observing, orienting, planning and acting faster. How does this apply to project management?
After you've assembled a cross-functional innovation team and aligned around a goal, it's time to start using metrics and data to track the most important things, supported by a scorecard that everyone can see. This will help establish a rapid rhythm and generate positive velocity on your innovation journey.