This chapter is from the book
This chapter is from the book
This chapter is from the book
Food for Thought
Agile Coaching by Scrum Master? How come Scrum Masters are often stuck in a tactical role at the team level when we all know that a successful Scrum Master increasingly shifts their focus from the Scrum Team to the organization? Or is this effect just collateral damage of a well-known scaling framework’s classification of the Scrum Master role?
Scrum at the team level is not rocket science; however, the serious impediments to becoming agile often reside at the organizational level. So why does it seem necessary to create a new role—the agile coach or organizational coach—to address this need?
Redundancy: Is a Scrum Master of a successful team redundant at the team level? Can they consequently move to a pool of Scrum Masters from which a team needing support can request assistance?