Who now truly owns delivery if scrum masters, squad leads, and coordination layers are reduced?
9 replies (most recent on top)
@b0 idk why we use the term agile when anyone who has taken agile training outside the beige walls knows that isn't how we actually work
@bk 'scrum masters not owning anything but jira updates and meeting invites' . It's really sad after the many years of agile being part of fidelity IT that people have no clue the role/responsibility of this SM job. No wonder the level of disrespect on this board for these employees continues. Take a few minutes if you dare and see what the job if done right, entails. https://www.scrum.org/resources/what-is-a-scrum-master. There are many SM at Fidelity who took these responsibilities seriously.
Whoever can push CM tickets the fastest
Scrum Masters were / are never ever owning anything apart from Jira updates and meeting invites. Delivery will be owned by engineering leader ( new role for Chapter Leader) , strategy and roadmap will be owned by product leader/manager ( new role for Squad Leader). Earlier Chapter leaders were not accountable for delivery, they could just blame it on squad leader.
@b0 I agree
@av disagree - our business unit spent every quarter planning and identifying outside dependencies early. These things were considered. The business org and tech worked together to do this effectively.
@b0 some scrum masters did both. They protected the team from outside noise and helped remove impediments to ensure the sprint goal could be met. Unfortunately, they have been this board's whipping posts for a long time
If Fidelity was a true Agile company (which they are not even close), the answer would be the team. SMs are not Project Managers and don't own delivery by themselves - Scrum is a team sport. SMs would have been working hard to remove dependencies between teams, rather than being meeting organizers.
Delivery of what? Most of the strategic deliverables that a financial company like fidelity has require work and coordination across many teams and across different BUs. These scrum masters and product owners in the name of agile took that autonomy to the extent where cross team coordination and collaboration to get things done became impossible and every agile team was busy doing its own thing and willfully ignorant of what was strategically important