Not all Project Managers are able to transition to the 敏捷 Scrum Master的作用.  It seems simple on the surface, but it’s a dramatic shift in how you work.

Some Project Managers find Scrum to be the answer to 什么 hasn’t worked for them in the past, find it very intuitive because it reflects a lot of the ways they already work, 并且能够完全接受它.  Many others find the transition so completely opposite of everything they know and identify success with that they are not able to make it.

Don’t automatically assume it’s generational; instead, realize that it’s mostly a symptom of classical 管理ment training.  那些坚信等级制度的人, 给直接下属下命令, and getting status updates regularly have a difficult time believing that self-organization, 团队合作, and empowerment are more than just catch phrases that provide a hiding place for those that 不 want to answer to the boss.

A common difficulty for Project Managers that are classically trained is that Scrum recognizes and embraces that we know very little when we start, and that the plan will change as we progress.  这看起来很抽象.  相反, traditional training tells us that if we are as concrete as possible upfront with our requirements, 我们的项目计划, 我们的设计, 我们的范围, 我们将被评价为做了一项伟大的工作.  不幸的是, the customer is often left out of the loop, and ends up being less than delighted with the end product.  They are not amused by the love affair we have with planning and the comfort all of those complicated documents and diagrams seem to give us.  Some new ScrumMasters that have felt constrained by traditional project 管理ment see Scrum as a license to not 管理 or document anything.  That, of course, doesn’t work well either.

Customers are beyond thrilled when they can see a prototype with their own eyes (no matter how simplistic it is), 在产品成形时给予输入, and find that we can adjust when we have conversations with them that start with, “那很好, 但现在我看到了, I wonder if you could change (fill in the blank)?”  Scrum provides a framework to handle the discoveries along the way, the ability to deal with changes in priorities, and builds in ideas like:  “Inspect and Adapt”, 和“足够的.”

Many newly minted ScrumMasters have white knuckles the first few iterations they use Scrum.  That is – until they see the excitement of their team or early success on a project – often before they would have even had the first draft of requirements written.  Some even get to see the delight of their customer(s) first hand, maybe for the first time.   That’s when they are able to start to get over the anxiety of not having a heavyweight process that requires a lot of upfront effort that is often mistaken for progress.

巨大的转变正在发生 什么 you 管理; not that you 管理.  Making that shift is often 什么 is not possible for Project Managers.  They can’t conceive that anyone could be as good as they are at managing the work; they have made a career out of defining and sequencing tasks, then making sure people do 什么 they’re told.  The team now does much of 什么 they’ve spent years doing.  The Project Manager may not even have the skills and ability to shift their focus to guiding the team, looking two or three Sprints ahead to clear potential impediments, and getting behind their teams as a servant leader.

There isn’t a magic formula for determining if a Project Manager can make the transition to Scrum.  What you need to be aware of is when to make a change if they 不.  Resist the urge to give it time, or hope that they’ll eventually get it.  当团队不断变动时, that’s a good sign that their leader – the 敏捷 Scrum Master – isn’t working out.  Sometimes with coaching there is improvement, and the team will almost always be responsive to that and be patient with the 敏捷 Scrum Master.  如果没有改善,或者更糟, complete resistance – you have to make a change sooner instead of later.  The damage that can be made to a team’s morale, and the organization’s Scrum Implementation, 通常是不可逆的.  观察你的团队.  倾听你的团队.  不要害怕做出改变.

CRi offers various 敏捷 workshops, 敏捷 Coaching, and 敏捷咨询. To learn more about commonly used 敏捷 terms and concepts, 查看我们的敏捷术语表. No matter where you are in your 敏捷 Transformation, CRi can help. Betway体育彩天堂在 gig@korean-business-cards.com

汤姆·斯

Tom is the Practice Director for 敏捷咨询 Services at Client Resources Inc in 奥马哈, NE. 他擅长精瘦, 敏捷, and scrum helping companies catapult their market position by building extremely high performance development organizations.

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