I am astonished at how many CSM's I've met that can't write code. I've seen them try to "coach" teams and make a friggin' technical mess as a result. The title Scrumaster seems to be turning into a euphanism for "manager who can't get a job without a certificate" from my obervations ... and the reason I even write this is because while the Scrum Alliance pops out a gazillion CSM's each year because it makes them money, the Scrum community as a whole is a dilution of Agile.
I often think how perverted the notion of scrum master is and how many layed-off managers have paid good money to get that certification as a last-ditch resort to stay employed. I've interviewed dozens now and rarely find a qualified applicant.
John
On Thu, Jun 10, 2010 at 9:34 AM, Alan Dayley <alandd@...> wrote:
Good question.
The ScrumMaster is a team coach, not a player. The ScrumMaster is to
care for and improved the performance of the team. Sometimes
technical knowledge can be an asset to accomplish this goal.
Sometimes it could be a liability if he gets wrapped up in technical
things instead of the team. So it depends, doesn't it.
An interesting tangent discussion of this topic is a thread from some
time back: "Compelling case for dedicated ScrumMaster"
http://groups.yahoo.com/group/scrumdevelopment/message/32026?var=1
Alan
On Thu, Jun 10, 2010 at 3:40 AM, poojawandile <poojawandile@...> wrote:
>
>
>
> Hi,
>
> I would like to hear from forum members:
>
> "Does it help to have a scum master on a team without technical
> background, does he/she adds value to the team?"
>
> IMO:
>
> Having a scrum master with techncial background definately is a big
> plus. He/she can help in resolving technical issues. Once the team has
> matured and understands scrum ceremonies there is not much value add
> from a scrum master. Day in day out the team is struggling in getting
> the issues resolved and focusing on sprint deliverables. For most the
> time they are interacting with the technical expert and since that
> person resolves their issues eventually helping them in completing their
> deliverables, he gets more visibility/credibility as against the SM. The
> role of a SM just gets confined to a process consultant and hence lacks
> visibility as well as credibility.
>
> Any takers on this?
>
> thanks,,
>
> pooja
>
>
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