Sadness for the SCRUM destiny I foretell for myself
I developed a prototype software application some years ago for a CEO with an a idea.
As the only developer and functional analyst, I worked on transforming the application to a commercial product.
As our customer base grew up, I started to stress the importance of having roles for UX designer, testing, planning, domain-skilled functional analyst.
We hired more people, let's face it, the first 3 were a bit passive and not very skilled.
Now we have 3 more people very proactive and technically skilled
I also started to introduce agile methodology, that means, effectively explaining concepts put them in practice and asking CEO to pay training and coaching for us.
What I see now is:
- I don't develop anymore, I even have hard time trying to defend or propose technical decision, as new people are more skilled.
- I don't decide anymore how functionality should be designed. I've chosen people for that.
- I also suggested somebody to take a "product owner" role.
I've assumed myself an "agile coach" or "SCRUM master" role and I have a feeling of emptiness.
I can't avoid watching the product evolution and questioning technicalities or functionalities. But of course, I restrain myself, the development team should think "how". The product owner decide what the product does.
Not me anymore. Even worst, what I've done till now, is old fashioned, poorly designed, poorly architected.
And I know, that in a way, is completely true, because I was overworking hard for several years.
I really believe in agile methodology, and I want to trust people.
But still.
I doubt my scrum master role will fill my day.
I often stare out of the window, thinking I've lost everything.
And then I think, WTF, I've still the highest salary and the company is growing. Should I forget all this and enjoy more free time, finally?
Anybody passed through this?
Marco,
I developed a prototype software application some years ago
I also suggested somebody to take a "product owner" role.
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I can't avoid watching the product evolution and questioning technicalities or functionalities.
It seems fairly evident to me that you are not performing in the role best suited for you. You find yourself thinking about the product all the time. That is what you are passionate about. It's your product, yes? Then why aren't you the Product Owner?
I think you would make an excellent Product Owner. You have technical knowledge and skills, and that subject matter expertise can be used to relate very well to the Development Team. But you also clearly recognize that the Development Team is more skilled technically and better suited to identify and develop the solutions for the product needs.
It is also a huge bonus to have a Product Owner who evangelizes Agile!
Everything about your post screams that you are a Product Owner "stuck" in a Scrum Master role.
Can the individual who you suggested to be the Product Owner fulfill the Scrum Master Role? Don't consider compensation or tenure in this decision, but look at what would work best for the product and the company as a whole.
As an aside, I can guarantee you that most Scrum Masters and Development Teams wish they worked with a Product Owner like you.
Good luck to you.
Think about the role you have played in the innovation process. Is there any further innovation to be done, where MVP's can be validated and turned into a new and sustainable product? I'd suggest that there probably is.
Yes. I wanted to be the Product Owner, but let's say the management would not like it.
Management would like to have a P.O. easy to control.
I would not be that, because as you said, I'm passionate about the product and I have the knowledge.
That's why I thought that I could put in that position somebody that would be more accepted by the management.
I hope that the P.O. will rely on me on many issues, and that I will in some way still decide something in the company.
I would like to be able to say for example, to the management, "please you should not give orders to developers as if they where your slaves, but you should discuss priorities and future project lines with the P.O."
And I hope that in some way I'll participate in that discussion, for example helping the P.O. in ordering and structuring the backlog items.
But of course, I'm afraid my role will become useless and that my importance will decrease.
On the other side I'm also aware that my (hidden) plan of becoming secretly the Ultimate Great Leader it's probably against transparency...
But so the question is, how much a scrum master can hope to influence the direction of a team?
Yes. I wanted to be the Product Owner, but let's say the management would not like it.
Management would like to have a P.O. easy to control.
You said that you introduced Agile/Scrum to your organization, which is good. However, it seems that the "buy-in" needed for effective and lasting Agile transformation is not yet there. Who is your Agile "champion" within executive management that is driving adoption and Agile practices?
Why is command/control still appealing to your management? Do they fully understand the drawbacks with that approach, and able to contrast that with the corresponding benefits of an Agile approach?
It can be quite lonely and frustrating to be an Agile evangelist in an organization that is simply not on board, and only paying lip-service to it.
how much a scrum master can hope to influence the direction of a team?
I like the analogy of leading a horse to water. You can talk about what works and doesn't work according to your knowledge and experience, but if the team doesn't want to "drink", there isn't much you can do. All you can do is look for the next pool of water, and hope that they'll finally take a sip.
Pain/failure is a key motivator to open up a team to the reality that they are "thirsty". Look for opportunities with the team where you can explain the reasons why they're facing issues/pain, and be prepared to offer "suggestions" on what they can try to ease that pain.