How to Best Shoot Your Scrum Transition in the Foot
One repetitive organizational pitfall that has developed in the years since Scrum has ascended to prominence is the burdening of the Scrum Master.
This person also has many other titles, and that’s not a good thing. While usually being the best-suited to take on the Scrum Master role, the person is almost always a project lead or manager, too, and already has a full plate. This role and duty congestion at the top is causing a number of issues.
Many companies believe that there is a shortage of Scrum Masters, so they’re doing their best to find one in-house. Doing so isn’t a simple pick-and-choose procedure; it involves time and training. Essentially, a Scrum Master who may have the best qualities for the position, but not enough time, is being picked. This is causing problems with the organizations that are trying to transition to Scrum.
If an organization is expecting to successfully transition to Scrum, and reap rewards from using Scrum over the long-term, it must first select a competent (and not overburdened) Scrum Master.
We monitor these closely within our portfolio at OpenView.
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