Hello! . InfoQ. the role of manager in. Scrum. processes. The article, I must say, very interesting. It has a very high quality and impressive stories from life, showing how a successful migration manager. Agile. and vice versa - the catastrophic. The main idea of the article is hidden around the middle of the text, but soundly formulated:. ' Simply put, the manager. Scrum. not so much a ' nanny ' for the team, but rather a mentor and guru. helping. them learn, grow and work productively. This is the transition from. Manager. a. 0 to. Manager. 2. 0 '.
This idea has touched me in many ways, because I myself have suffered ( and still sometimes it sin ) that unnecessarily took care of the team, helping the children to do their work in situations where you just push them to work independently, allowing some tiny. hint. in the form of leading questions. Why did I do that? . and all! . truth is. a. problem - so we have a team of dead squirrels, which, of course, adore her. manager. But absolutely do not grow and can not work independently.
In addition to the examples and ideas about the ' new ' manager, the article provides an analysis of duties of a manager, that ' friends ' and ' not compatible ' with. Scrum. th. Fall a good analysis, which differs somewhat from the analysis. PMBook. , Which at one time did. Askhat. Urazbaev. Online. ScrumTrek. (or. AgileRussia. I do not remember ).
So what happen is anyone going to the. must. read. for old and new managers from subordinates and superiors:).
The article itself:. http://www. infoq. com / articles / scrum-management-deemer.
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