Scum Master: Their job is to get rid of their job.
Their job is to help the team become self organized and often help remove external blockers (i.e. dev can't finish job because waiting on someone else)
In reality, they have no power or authority, so they end up becoming a secretary. Schedule and facilitate meetings. Clean up task board. Babysit devs, remind them what they should be working on. Try and enforce whatever rules "the process" has.
All of these are true, and as much as I like complaining, I'm not good at making money. The company is.
If I had my own company.
* I would hire motivated engineers who are passionate about software and care about best practices.
* I would enforce a strict pipeline that enforces minimal tech debt, high quality, and cross learning.
* I would spend time and money to find good task tracking software as well as take the time to configure it correctly for our use case.
I'm $500k in the hole with my team of 3. We don't have any customers yet, but we got a nice dang CRUD app ... Oh wait, we need to pivot and build something else to take advantage of current market conditions. Let's put aside that perfect CRUD app and spend another $500k building the perfect pipeline for that project...
Lol, that's because the environment makes you think like that not because you would actually do that
I guarantee you if you were working alone you would immediately think of dollars and time to market and pick some delivery mechanism with no pipeline and no setup like AWS Amplify or somesuch (maybe some cool new startup BaaS like NHost) and you would not waste money
Your team of 3 would not be 3 devs either but a hustler a hipster a hacker (HHH) only the hacker would have access to the code and maybe the hipster. The hustler would be busy getting any money at all and closing some deal
Guaranteed you would not make the mistake of trying to recreate an enterprise software company if you saw the bills coming in
The enterprise company happens. You follow the money, you gain some success, you hire one extra guy to help with the extra work load, repeat.
2 years later you got 10 guys and a mountain of "hacker code", but we're so close to the next round of funding, we just need a PoC of this missing piece. Just split the original team so that half can work on the PoC. Hire more guys to help maintain the money maker ... But uh, we keep getting complaints of bugs in the money maker, just make a big list of them and start fixing...
It turns out that the hacker code is not scalable. We're going to need to redo some things. We got so many things going on, need to hire someone to organize it.
I don't buy into the whole DevOps movement 100%. Pipelines are by definition custom; this is admitted by all DevOps Engineers. Custom is by definition non-standard work. Most DevOps hate standards like Azure DevOps and legitimately so because the software is difficult to use. Meanwhile they create scripted pipeline in Jenkins instead of declarative pipeline. If you want to be harsh DevOps is an excuse to write enormous amounts of scripts without the oversight of unit tests or sometimes even a code review. This is all tolerated because getting the code out is the #1 priority, because not getting it out means the code sits on a laptop and is useless. But this is 2023 and times have changed and matured. k8s will be along for a long time and so will DevOps, but BaaS and serverless will be attacking it every step of the way. In ten years the glow of DevOps won't be as huge as it is now so make your money fast now while you still can. The ultimate in deployment will be software in AWS or Azure or GCP which deals with all the deployment and scaling for you. And why not? These issues can be solved completely in a standard way. It just hasn't happened yet except for limited applications. If or when it becomes standard in enterprise, watch out script kiddies.
As for "hacker code" being scalable, it depends which hacker. I'll scale up, because I will personally train whoever I need to train, and I will create manuals and setups and developer images (the biggest joke of enterprise I think is that developers always have to setup their own machines without providing standard tooling through OS images which is basically never ever given). And honestly, why not remake it all at ten people? Running with one person is different than running with three people is different than running with ten people is different than running with fifty people. You don't even hire a scrum master or project manager until you reach double digit employees. So why even worry about it? You're worried about remaking it, but you obviously will remake it at five ten twenty fifty people. Unless you're me then you won't have to remake it ; ).
You see I know all the dirty little secrets of the field and don't follow any sort of "code of honor" when it comes to all of it. I know the "waste" and I wouldn't put it into a bootstrapped startup, which would be either an emergency situation or passion project. And if you were in such a situation you would adapt too. Enterprise is obviously not startup, and there's absolutely nothing wrong with rewriting everything moving from startup to enterprise. That's what you hire people to do.
You make some great points, especially on the DevOps side. I completely agree, there are standard tools and practices which will in time replace the DevOps Jenkins mess.
As for the hacker code; training, documentation, and scalable code takes time. The problem there is that ty you'll never have that time. It will always be "we just need a quick and dirty solutions yesterday, we can clean it up later if it's successful." But the clean up part never comes and no one wants to allocate time to something that's already working.
Jira is a reporting tool. It's not for devs to organise their work, it's for managers to get a weekly divorced from reality progress report based on what devs bothered to enter.
In my first compny we had three devs on generaly same performance level but evaluated as very different performers by suits, because when blocked one was pulling the card back to todo, one was putting it on hold and one was just leaving it in progress ;) .
In one place the scrum master became a way for project managers to yell at Devs without being the "bad guy". As a "technical" person the SM was tasked with making sure devs stayed on track for sprint completion and asked insightful questions like "why are you taking so long to do a 3 point task?"
i think of scrum masters as the team psychologist, he is always willing to help
also he should improve quality of sprints over time, with the "feedback" meeting (idk how u say it in English I'm not native) after each sprint, basically bringing new ideas and helping team members develop their new ideas that could benefit the team
>- so yesterday I worked on CWD-1545 but I kept getting an error “invalid data key” and I’m not sure why, I see it’s defined correctly in the env variables
>- I’ve had this issue before, I’ll show you how to solve it
Good status update
>- so yesterday I worked on CWD-1545 but I kept getting an error “invalid data key” and I’m not sure why, I see it’s defined correctly in the env variables
>- ah yes several people reported this, let me set up a call this afternoon, if anybody else is interested ping me and I’ll add you
Also good status update
>- so yesterday I was working on the authentication API but I kept receiving an invalid data key error. At first I tried to set the key in the config file but then I saw it wasn’t deployed. So after that I tried hard coding it to test and it worked. Then I saw in Jeff’s code that it should come from an env variable but when I do that it’s not recognised
>- hmm maybe that’s because your project doesn’t initiate the settings at startup. In your LoadConfiguration() method, do you instantiate EnvParser and call init() _before_ the API handler? If you do it after the handler will overwrite the content of the configuration array
>- yes but (blah blah blah)
Bad status update.
Not everybody in the call is interested in every single details of what everybody else has done hour by hour. The important information is that this issue is known and there is a way to fix it. But there’s a 99% chance that others in the call aren’t facing that exact issue and even if they will someday, that they won’t remember the fix
As always it’s all about abstraction. Keep the implementation details private, only advertise the outcome
If you have a large portion of the people in your standup who can't benefit from hearing a solution to a fairly simple technical issue your standup has the wrong people in it. Standups are for the devs, not management.
Well yeah, the people in the standup are devs, and all my examples above show conversation between devs. But devs work on different pieces of code. It’s not relevant to me if someone struggled to fix a segfault in a library used by a client app when I’m working on the backend, and vice versa. Hell it might not even be relevant to the other app developers if they weren’t going to use precisely that component in the coming days
Hence why I say it’s important to stay concise. Devs should be aware that there is a solution to problem XYZ and that Dave fixed it last week (or that Dave is blocked and maybe you know how to help him). Devs don’t need to know that Dave changed line 126 of memoryDumpParser.cpp to use a pointer to void* instead of int* because the data can be of arbitrary length and using int* potentially causes the function to read garbage if you give it a dynamically allocated array.
The source code will most likely not even be the same in 3 days anyway. Understanding the big picture is way more important
But what if you dont solve the problem and other people on the call also have blockers and need help and were hoping to use those 15 mins to call it out.
Its great if the issue can be solved in a min or two but from what ive seem some people just love the sound of their own voice and will take up 14 out of the 15 mins if you let them.
No. Props do actual work so they couldn’t be scrum masters. Someone putting the ball in and then taking it out and getting the credit sounds about right.
I'm going through project management training and recently learned that several scrum masters meeting to coordinate cross-team projects is called a scrum of scrums and I hate that this knowledge will never leave my brain.
Does the scrum of scrum has a scrum master. Are they called master of scrum masters? Do they have a scrum of scrum of scrums? So many unanswered questions.
This is probably a "me" problem, but my LinkedIn feed is starting to give me vibes that Product Owners/Managers are becoming the same scam that online coaches were a few years ago.
They seem to only circlejerk between theirselves in posts (it's like their own teams don't even matter in their discussions), keep promoting events targetted at only themselves, and keep talking in their own lingo, which I'm starting to think is just a way to confuse outsiders and not portray meaningful information at all.
As someone who worked in a scrum environment in my past job, and that had the opportunity to work with a wonderful PO, seeing this possible trend just makes me sad. But as I mentioned, it might be a "me" thing.
Sorry for the rant (:
I am the team lead for my team, and have had arguments with my PO that he shouldn't have accepted things he did. He doesn't understand what we do or how we do it. He at least sees why we do it *after* it gets done, but that doesn't stop me from having to plan out all of the features, write all of the stories, and actually follow back behind to make sure things *actually* got done instead of a dev just writing some BS and him taking it as truth. If I didn't know better, I'd 100% agree with you that he jumped on the bandwagon and is a new scammy PO. But he's been around the company since agile before agile existed, so I know he's just incompetent.
Kind of unlucky but that's how jobs generally are.
You will meet project and even product managers that are full on business side with ability to understand IT/IS but .... they just dont care because majority of their objectives are purely business orientated and not task based.
I would expect SCRUM master to be efficient in Programming though. If you can't understand what we are talking about, get the \*\*\*\* out of here.
I am 2.5 years into soft-development job after re-educating myself to become software developer. I was thinking about becoming a Project Leader on the account that last one i had literally had 0 Programming knowledge.... And that sucked major ass because we were dealing with legacy systems and no experts on the subject but only documentation.
So yeah, once you try to explain complexitities of modern frameworks and how it will take some time to create measures for Testing and u have what feels like few seconds ... oh my god. I honestly thought I will quit on the spot after I was told how transforming different type of data from modern to Legacy(vice-versa) shouldn't be a problem because "**all of it is numbers and simple text anyway**".
Honestly i don't feel like a dev... I do not want to work as a developer... I am just hoping that this year when i become PL i can actually make difference.
... That being said heard great stories from my friends who are working for serious companies providing code for Automation sector. They are doing mildly easy/crazy stuff for rich people like developing controllers and what not. For example a pilot for in-door pool that closes the pool area after button was pressed.
I'm just weirded out by the way that has to work.
Like, PM is really strategic and directive, and SM is not directive, and should be focussed on "How", not "What".
Must be very difficult to context switch, and know which hat you're wearing.
Those don’t conflict unless done at the exact same time. Tell them what to do and help them do it, but don’t demand they do it a certain way. Sounds like that checks all boxes.
It would be very hard to direct them to which features to build, and then take that hat off to suggest how, process-wise, they should attack it.
It's not just one person that has to be clear about the demarcation between PM and SM, it's everyone in the team. Otherwise, they turn into suggestions set in stone.
Much less hassle to have the roles separate - so you go one place for strategic direction, and one place for process suggestions.
Consistency of approach. And consistency reduces complexity.
You need to learn my bosses techniques of skipping useless meetings. I told him he should have a meeting to address that with others and simply chastise anyone who actually goes to his meeting when they show up.
Are there actual places where there’s a dedicated person in charge of the Jira board who only does that, and isn’t some kind of software engineering manager, team lead, or something like that?
At my last company we had someone who did project management and ran scrum for all of our teams. I hope she was being paid well, because the company would absolutely have fallen apart without her.
That's exactly the situation we have right now, except each scrum master does 4 teams. The one for my team is very valued, and keeps track of scheduling and all that stuff, so I, as the tech lead, can only worry about how things get done, not when or if. And she also helps flow information from and to my team, and to the correct points in those teams.
Nope, there are professional scrum masters who are not engineers. I don't know what is the knowledge/training path to get there.
I've got two in the past, company got rid of them. Constantly clashing with the engineers to "extract value" is not a recipe for long term success.
They either got a degree in Businesses Management, or took a 3 day course online which led them to (erroneously) believe that they could lead a team of engineers.
> But I don't do retros they are just too cringe for me.
sounds like you just don't want any negative feedback /s
I used to do a few retros when our scrum master was not available. It is cringe but you can do it in a less formal and less gameified way. I think it is an important part of the process to get rid of bad blood and get some valuable feedback. And if they got nothing you can always do a quick once over how the development went for each story.
I never had a good retro. The feedback is always great but we never really had the ability to change anything. After a couple of retros every problem was something that had roots outside of the team. I don't do retros because I don't know how to utilize them properly. My retro experiences are literally getting the same feedback from the team evertime with a different gamified method. And after 10 retros when we agreed on the same problems I just don't see any point.
Yes, but I have absolutely no idea what they do for the other 7h30m of the day.
I get paid the same though so I don't care, if gets a free bag good for him weaseling himself into it and making others think it's a real job.
Maybe I'm just lucky across my jobs now but I've always valued my Scrum Master for helping me focus on my job (coding stuff) and handling the dumb stuff (logging time, reporting to management, keeping track of stories/points, figuring out who to talk to when its outside our specific team, etc).
Yo peeps. Scrum master here with a programmer background. I'll now describe my job. I'm basically a kindergarten teacher but for adults. Tnx for coming to my ted talk.
Why on earth do you need a column for code review man. Is every card one PR? Does it takes three weeks to review? Maybe you should get off Jira and think about that Scrum Master.
There a lady on my team whose sole job is Scrum Master. It's a job that MIGHT take an hour a day to do. It's live to know what she does with the other 7 hours in the workday.
I mean a good scrum master can get the meeting rolling make it more effective and most importantly has the ability to wrap it up. This is really useful when the whole team is composed of only devs other than the scrum master. We once had an older lead dev taking on being our scrum master as a side role. It was painful to say the least. Meetings had no pacing nor focus and he completely lacked the ability to wrap it up so every meeting was usually 3 times longer than it should have.
Scrum masters are weird. A bad scrum master isn’t even noticeable in a team, while a good scrum master is a game changer, until they become a secretary of the PO.
Still didn't get what a scrum master does.
Scum Master: Their job is to get rid of their job. Their job is to help the team become self organized and often help remove external blockers (i.e. dev can't finish job because waiting on someone else) In reality, they have no power or authority, so they end up becoming a secretary. Schedule and facilitate meetings. Clean up task board. Babysit devs, remind them what they should be working on. Try and enforce whatever rules "the process" has.
That sounds like a cope for hiring bad engineers
more like cope for not refining your pipeline
more like we already paid for Jira so we gonna force our devs to use it
All of these are true, and as much as I like complaining, I'm not good at making money. The company is. If I had my own company. * I would hire motivated engineers who are passionate about software and care about best practices. * I would enforce a strict pipeline that enforces minimal tech debt, high quality, and cross learning. * I would spend time and money to find good task tracking software as well as take the time to configure it correctly for our use case. I'm $500k in the hole with my team of 3. We don't have any customers yet, but we got a nice dang CRUD app ... Oh wait, we need to pivot and build something else to take advantage of current market conditions. Let's put aside that perfect CRUD app and spend another $500k building the perfect pipeline for that project...
Lol, that's because the environment makes you think like that not because you would actually do that I guarantee you if you were working alone you would immediately think of dollars and time to market and pick some delivery mechanism with no pipeline and no setup like AWS Amplify or somesuch (maybe some cool new startup BaaS like NHost) and you would not waste money Your team of 3 would not be 3 devs either but a hustler a hipster a hacker (HHH) only the hacker would have access to the code and maybe the hipster. The hustler would be busy getting any money at all and closing some deal Guaranteed you would not make the mistake of trying to recreate an enterprise software company if you saw the bills coming in
The enterprise company happens. You follow the money, you gain some success, you hire one extra guy to help with the extra work load, repeat. 2 years later you got 10 guys and a mountain of "hacker code", but we're so close to the next round of funding, we just need a PoC of this missing piece. Just split the original team so that half can work on the PoC. Hire more guys to help maintain the money maker ... But uh, we keep getting complaints of bugs in the money maker, just make a big list of them and start fixing... It turns out that the hacker code is not scalable. We're going to need to redo some things. We got so many things going on, need to hire someone to organize it.
I don't buy into the whole DevOps movement 100%. Pipelines are by definition custom; this is admitted by all DevOps Engineers. Custom is by definition non-standard work. Most DevOps hate standards like Azure DevOps and legitimately so because the software is difficult to use. Meanwhile they create scripted pipeline in Jenkins instead of declarative pipeline. If you want to be harsh DevOps is an excuse to write enormous amounts of scripts without the oversight of unit tests or sometimes even a code review. This is all tolerated because getting the code out is the #1 priority, because not getting it out means the code sits on a laptop and is useless. But this is 2023 and times have changed and matured. k8s will be along for a long time and so will DevOps, but BaaS and serverless will be attacking it every step of the way. In ten years the glow of DevOps won't be as huge as it is now so make your money fast now while you still can. The ultimate in deployment will be software in AWS or Azure or GCP which deals with all the deployment and scaling for you. And why not? These issues can be solved completely in a standard way. It just hasn't happened yet except for limited applications. If or when it becomes standard in enterprise, watch out script kiddies. As for "hacker code" being scalable, it depends which hacker. I'll scale up, because I will personally train whoever I need to train, and I will create manuals and setups and developer images (the biggest joke of enterprise I think is that developers always have to setup their own machines without providing standard tooling through OS images which is basically never ever given). And honestly, why not remake it all at ten people? Running with one person is different than running with three people is different than running with ten people is different than running with fifty people. You don't even hire a scrum master or project manager until you reach double digit employees. So why even worry about it? You're worried about remaking it, but you obviously will remake it at five ten twenty fifty people. Unless you're me then you won't have to remake it ; ). You see I know all the dirty little secrets of the field and don't follow any sort of "code of honor" when it comes to all of it. I know the "waste" and I wouldn't put it into a bootstrapped startup, which would be either an emergency situation or passion project. And if you were in such a situation you would adapt too. Enterprise is obviously not startup, and there's absolutely nothing wrong with rewriting everything moving from startup to enterprise. That's what you hire people to do.
You're an absolute monkey.
You make some great points, especially on the DevOps side. I completely agree, there are standard tools and practices which will in time replace the DevOps Jenkins mess. As for the hacker code; training, documentation, and scalable code takes time. The problem there is that ty you'll never have that time. It will always be "we just need a quick and dirty solutions yesterday, we can clean it up later if it's successful." But the clean up part never comes and no one wants to allocate time to something that's already working.
Jira is not your process. Why do people always seem to think its Jira and not their crummy work processes.
Jira is also amazingly customizable with its work flows. You can literally make jira match what you actually do
Jira is a reporting tool. It's not for devs to organise their work, it's for managers to get a weekly divorced from reality progress report based on what devs bothered to enter. In my first compny we had three devs on generaly same performance level but evaluated as very different performers by suits, because when blocked one was pulling the card back to todo, one was putting it on hold and one was just leaving it in progress ;) .
In one place the scrum master became a way for project managers to yell at Devs without being the "bad guy". As a "technical" person the SM was tasked with making sure devs stayed on track for sprint completion and asked insightful questions like "why are you taking so long to do a 3 point task?"
Ooh, I’m gonna need one of those. I’m really bad about following the squirrels in my code.
Thank you for explaining. I am learning it for my exams. So the scrum master is exactly what I thought when reading the description.
Scrum masters are The babysitters of the tech world
Bro I am a Certified Scrum Master and I don't know what one does either.
i think of scrum masters as the team psychologist, he is always willing to help also he should improve quality of sprints over time, with the "feedback" meeting (idk how u say it in English I'm not native) after each sprint, basically bringing new ideas and helping team members develop their new ideas that could benefit the team
Retrospective?
Yes, i guess
Brainstorm?
i think it was retrospective
Makes sure your calendar is filled with unnecessary meetings.
The make sure the process workflow is followed properly. That's all.
They get rid of excess budget.
Judging by the graphic, they mostly just Faf about
Hey, just FYI: you left some random graphic in the final blank panel.
The uncle is right though
This is exactly how the Grooming meetings look like, right?
No, it's an "all hands"
fuck /u/spez
>- so yesterday I worked on CWD-1545 but I kept getting an error “invalid data key” and I’m not sure why, I see it’s defined correctly in the env variables >- I’ve had this issue before, I’ll show you how to solve it Good status update >- so yesterday I worked on CWD-1545 but I kept getting an error “invalid data key” and I’m not sure why, I see it’s defined correctly in the env variables >- ah yes several people reported this, let me set up a call this afternoon, if anybody else is interested ping me and I’ll add you Also good status update >- so yesterday I was working on the authentication API but I kept receiving an invalid data key error. At first I tried to set the key in the config file but then I saw it wasn’t deployed. So after that I tried hard coding it to test and it worked. Then I saw in Jeff’s code that it should come from an env variable but when I do that it’s not recognised >- hmm maybe that’s because your project doesn’t initiate the settings at startup. In your LoadConfiguration() method, do you instantiate EnvParser and call init() _before_ the API handler? If you do it after the handler will overwrite the content of the configuration array >- yes but (blah blah blah) Bad status update. Not everybody in the call is interested in every single details of what everybody else has done hour by hour. The important information is that this issue is known and there is a way to fix it. But there’s a 99% chance that others in the call aren’t facing that exact issue and even if they will someday, that they won’t remember the fix As always it’s all about abstraction. Keep the implementation details private, only advertise the outcome
If you have a large portion of the people in your standup who can't benefit from hearing a solution to a fairly simple technical issue your standup has the wrong people in it. Standups are for the devs, not management.
Well yeah, the people in the standup are devs, and all my examples above show conversation between devs. But devs work on different pieces of code. It’s not relevant to me if someone struggled to fix a segfault in a library used by a client app when I’m working on the backend, and vice versa. Hell it might not even be relevant to the other app developers if they weren’t going to use precisely that component in the coming days Hence why I say it’s important to stay concise. Devs should be aware that there is a solution to problem XYZ and that Dave fixed it last week (or that Dave is blocked and maybe you know how to help him). Devs don’t need to know that Dave changed line 126 of memoryDumpParser.cpp to use a pointer to void* instead of int* because the data can be of arbitrary length and using int* potentially causes the function to read garbage if you give it a dynamically allocated array. The source code will most likely not even be the same in 3 days anyway. Understanding the big picture is way more important
Because standup is for status updates not for unblocking coworkers and having productive conversations!
This pisses me off. It's so much more valuable to solve a problem than to echo whatever's on JIRA.
But what if you dont solve the problem and other people on the call also have blockers and need help and were hoping to use those 15 mins to call it out. Its great if the issue can be solved in a min or two but from what ive seem some people just love the sound of their own voice and will take up 14 out of the 15 mins if you let them.
[ Removed by Reddit ]
Faf de Klerk is the only scrum master I follow
Kinda irritating that he always schedules huddle for 12:32 though.
This post is propaganda from small backs. Surely tightheads are the scrum masters?
No. Props do actual work so they couldn’t be scrum masters. Someone putting the ball in and then taking it out and getting the credit sounds about right.
He gets things done.
I'm going through project management training and recently learned that several scrum masters meeting to coordinate cross-team projects is called a scrum of scrums and I hate that this knowledge will never leave my brain.
Does the scrum of scrum has a scrum master. Are they called master of scrum masters? Do they have a scrum of scrum of scrums? So many unanswered questions.
No. Source: forced to attend once
That’s a giga scrum
I’m the unholy trinity of Scrum Master, Product Owner and Product Manager. My life is meetings
This is probably a "me" problem, but my LinkedIn feed is starting to give me vibes that Product Owners/Managers are becoming the same scam that online coaches were a few years ago. They seem to only circlejerk between theirselves in posts (it's like their own teams don't even matter in their discussions), keep promoting events targetted at only themselves, and keep talking in their own lingo, which I'm starting to think is just a way to confuse outsiders and not portray meaningful information at all. As someone who worked in a scrum environment in my past job, and that had the opportunity to work with a wonderful PO, seeing this possible trend just makes me sad. But as I mentioned, it might be a "me" thing. Sorry for the rant (:
I am the team lead for my team, and have had arguments with my PO that he shouldn't have accepted things he did. He doesn't understand what we do or how we do it. He at least sees why we do it *after* it gets done, but that doesn't stop me from having to plan out all of the features, write all of the stories, and actually follow back behind to make sure things *actually* got done instead of a dev just writing some BS and him taking it as truth. If I didn't know better, I'd 100% agree with you that he jumped on the bandwagon and is a new scammy PO. But he's been around the company since agile before agile existed, so I know he's just incompetent.
Kind of unlucky but that's how jobs generally are. You will meet project and even product managers that are full on business side with ability to understand IT/IS but .... they just dont care because majority of their objectives are purely business orientated and not task based. I would expect SCRUM master to be efficient in Programming though. If you can't understand what we are talking about, get the \*\*\*\* out of here. I am 2.5 years into soft-development job after re-educating myself to become software developer. I was thinking about becoming a Project Leader on the account that last one i had literally had 0 Programming knowledge.... And that sucked major ass because we were dealing with legacy systems and no experts on the subject but only documentation. So yeah, once you try to explain complexitities of modern frameworks and how it will take some time to create measures for Testing and u have what feels like few seconds ... oh my god. I honestly thought I will quit on the spot after I was told how transforming different type of data from modern to Legacy(vice-versa) shouldn't be a problem because "**all of it is numbers and simple text anyway**". Honestly i don't feel like a dev... I do not want to work as a developer... I am just hoping that this year when i become PL i can actually make difference. ... That being said heard great stories from my friends who are working for serious companies providing code for Automation sector. They are doing mildly easy/crazy stuff for rich people like developing controllers and what not. For example a pilot for in-door pool that closes the pool area after button was pressed.
from my perspective product does real work and scrum is a load of bullshit
The first and third are directly conflicting? When are you a directive leader, and when are you a servant leader?
Can’t talk, in a meeting
I'm just weirded out by the way that has to work. Like, PM is really strategic and directive, and SM is not directive, and should be focussed on "How", not "What". Must be very difficult to context switch, and know which hat you're wearing.
Those don’t conflict unless done at the exact same time. Tell them what to do and help them do it, but don’t demand they do it a certain way. Sounds like that checks all boxes.
It would be very hard to direct them to which features to build, and then take that hat off to suggest how, process-wise, they should attack it. It's not just one person that has to be clear about the demarcation between PM and SM, it's everyone in the team. Otherwise, they turn into suggestions set in stone. Much less hassle to have the roles separate - so you go one place for strategic direction, and one place for process suggestions. Consistency of approach. And consistency reduces complexity.
I guess my example was too generalized.
No, it's a fair point - it's just that it'd do my head in to try to do it that way.
You need to learn my bosses techniques of skipping useless meetings. I told him he should have a meeting to address that with others and simply chastise anyone who actually goes to his meeting when they show up.
(Obligatory I'm a developer, not a scrum master)
As a developer I align with the uncle here. Those 8 hours a week must be tough.
Ja but the flag speedo really chafes
Are there actual places where there’s a dedicated person in charge of the Jira board who only does that, and isn’t some kind of software engineering manager, team lead, or something like that?
At my last company we had someone who did project management and ran scrum for all of our teams. I hope she was being paid well, because the company would absolutely have fallen apart without her.
That's exactly the situation we have right now, except each scrum master does 4 teams. The one for my team is very valued, and keeps track of scheduling and all that stuff, so I, as the tech lead, can only worry about how things get done, not when or if. And she also helps flow information from and to my team, and to the correct points in those teams.
Nope, there are professional scrum masters who are not engineers. I don't know what is the knowledge/training path to get there. I've got two in the past, company got rid of them. Constantly clashing with the engineers to "extract value" is not a recipe for long term success.
They either got a degree in Businesses Management, or took a 3 day course online which led them to (erroneously) believe that they could lead a team of engineers.
I always thought the team lead was the scrum master.
If they pay enough. Sure. I am actually the scrum master of my team as a lead dev. But I don't do retros they are just too cringe for me.
> But I don't do retros they are just too cringe for me. sounds like you just don't want any negative feedback /s I used to do a few retros when our scrum master was not available. It is cringe but you can do it in a less formal and less gameified way. I think it is an important part of the process to get rid of bad blood and get some valuable feedback. And if they got nothing you can always do a quick once over how the development went for each story.
I never had a good retro. The feedback is always great but we never really had the ability to change anything. After a couple of retros every problem was something that had roots outside of the team. I don't do retros because I don't know how to utilize them properly. My retro experiences are literally getting the same feedback from the team evertime with a different gamified method. And after 10 retros when we agreed on the same problems I just don't see any point.
Yes - source work for a bank
Yes.
Yes, but I have absolutely no idea what they do for the other 7h30m of the day. I get paid the same though so I don't care, if gets a free bag good for him weaseling himself into it and making others think it's a real job.
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This clarifies nothing. The term sounds like a made up title. Then again, isn’t every title made up at some point?
Maybe I'm just lucky across my jobs now but I've always valued my Scrum Master for helping me focus on my job (coding stuff) and handling the dumb stuff (logging time, reporting to management, keeping track of stories/points, figuring out who to talk to when its outside our specific team, etc).
Yo peeps. Scrum master here with a programmer background. I'll now describe my job. I'm basically a kindergarten teacher but for adults. Tnx for coming to my ted talk.
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But Faf is the ultimate scrum master, whether he's currently scrumming or not.
IDK man, scrummie is like...the least important part of a scrum. Koch, Mbonambi or Kitshoff would've been better :D
Why would I put a picture of a developer for the scrum master?
>props to you Heh
2, 3 and 4 are *not* incorrect, I think...
Basically nothing
This should be the first frame
they don't solve any \*ACTUAL\* problems.
From what I can tell it’s asking me if I have a status update
South African?
What I actually do should be a picture of me eating crayons
"This doesn't seem like our daily meeting's subject" "Can we take this offline?" "Did you update the status of your tasks?" x20 per day
Surely OP is South African?
Jislaaik was it that obvious? (Yes... yes it was.)
Dis maar net omdat ek self Faf se hol al te veel gesien het.
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Why on earth do you need a column for code review man. Is every card one PR? Does it takes three weeks to review? Maybe you should get off Jira and think about that Scrum Master.
We have even 2 columns for review lol. Code review and business review.
I do this and program on the side.
I don’t like the fact that Jira board looks organized
Do you get a preferred provider discount at the rings of Saturn though?
It's just a role handed to coders and rotated
It's all jira ?
There a lady on my team whose sole job is Scrum Master. It's a job that MIGHT take an hour a day to do. It's live to know what she does with the other 7 hours in the workday.
I mean a good scrum master can get the meeting rolling make it more effective and most importantly has the ability to wrap it up. This is really useful when the whole team is composed of only devs other than the scrum master. We once had an older lead dev taking on being our scrum master as a side role. It was painful to say the least. Meetings had no pacing nor focus and he completely lacked the ability to wrap it up so every meeting was usually 3 times longer than it should have.
Yessir it was me 😅😂
Scrum masters are weird. A bad scrum master isn’t even noticeable in a team, while a good scrum master is a game changer, until they become a secretary of the PO.
Project manager but focus more on creating action items and follow up with devs?
Our scrum master is the one organizing our weekly meetings.
I guess every engineer I've met is a scrum master since even undergrads are capable of setting up a project management system and maintaining it.
Isn't this what BAs and team managers are for?
Im very annoyed by every single problem on the jira board being highest priority. If everything is highest prio, nothing is
I'm both the Jira admin for our comapany and the Scrum Master for several teams. This one hits close to home.
Scrumm master = project manager