Is Scrum Master a full time role?

It is not uncommon in a Scrum Master training classes to encounter questions such as “Is being a Scrum Master a full time role?”, or “How much time does a Scum Master contribute towards his role?”, or “Can a person from the development team multitask as a Scrum Master?”
New Scrum Masters might be apprehensive about the role that they might play as future Scrum Masters. However, certified Scrum Masters need to truly understand the responsibilities of a Scrum Master to realize the vital role played by them. The success of a Scrum project rests equally on the shoulders of the Product Owner, the Scrum Master, and the Development team. While the Product Owner and the Development team have their clearly established roles and responsibilities, it might seem that a Scrum Master performs only support roles such as coordinating meetings, removing impediments that are plaguing the team, or shielding the team from interference from the Product Owner.  This might make the Scrum Master seem like a glorified nanny.
Even organizations too sometimes view the Scrum Master role as a part time role. There can be several reasons why Scrum Masters are part time roles. The organization might be short of human resources to have a dedicated Scrum Master or the organization does not consider the Scrum Master’s role worthy of a full time role.
There is an obvious conflict if a developer also performs the role of a Scrum Master. This takes away the objectivity that is required in a Scrum Master while dealing with issues related to the Product Owner or even internal conflicts.
So, let’s focus on the issue where the role of Scrum Master is not considered substantial enough to be a full time role. Sprints in Scrum, unlike stages in waterfall, are intensive periods of activity where development takes place. Any impediments that are not resolved immediately can have an effect on the success or failure of a sprint. The Scrum Master not only resolves impediments as and when they arrive, but also has keen foresight to spot potential issues and create an environment that can help avoid any issues to occur.
The Scrum Master undoubtedly assumes the role of a leader. He coaches and mentors team members both at an individual and a group level to get the best out of the team. He also ensures the team collaborates smoothly and the team delivers what they committed to.
It might seem that a Scrum Master’s responsibilities are vague and general. However, most of the Scrum Master’s responsibilities are performed behind the scenes that require a strong understanding of multiple dimensions such as people, domain, and business requirements.

To know more click on: http://www.scrumstudy.com/blog/is-scrum-master-a-full-time-role/

Concerns of “The MANAGEMENT” while introducing the Agile/Scrum

Reluctance of “The Management” is one of the common challenges faced while trying to drive your organization in Scrum/Agile way. This challenge is quite unique in terms of explaining or justifying the Pros of Scrum vs. Traditional Project Management.
The Concerns can be described in 4 different categories:

• How do we promise newer features to clients
• How to track progress
• How would it impact on other groups
• How to define the Definite time Limit of the project

Most of the managers are more comfortable with the feeling of progress and control that a Gantt charts or any other plan-driven tools gives them. Generally, they are more comforted with the development team’s promise to deliver the product on the specified date, even if it’s clear that given time line is not sufficient.
Customer commitments
In companies with the history of incorrect project estimates, it is not very difficult to justify trying out agile methodology.
However, if the team is continuously delivering on time, you need to convince management that project would have completed sooner or on time while using agile process.
A cost, date, and feature triangle can persuade them to think that agile is the better way. You can show that in previous projects all the estimations were padded.
Tracking progress
One of the biggest fears is losing control over the progress of the project.
To show the project tracking capability of an agile process, we can create some model status reports entirely based on fictional data. The reports can show a fictional project cycle of two to four weeks.
Status report can include lists of – important dates, brief on project’s state, burndown chart explaining the progress of planned work, some key metrics like defect inflow, percentages of tests passed, etc.)
Impact on other groups
There are theories that have expressed concern that Agile is only good for development team.
This is not correct. Though the agile is most suited for development, but now companies are implementing it in other departments of the work.
When introducing agile, the management should understand how it will impact groups other than Development.
Project completion
Another very untrue notion is the fear of having very loose project plan and project completion date.
They think that with less control over the project, they would be able to monitor the progress and project will go on forever.
If you convince the management about these 4 points, they are most likely to agree or at least try out the Agile/Scrum.

To know more click on: http://www.scrumstudy.com/blog/concerns-of-the-management-while-introducing-the-agilescrum-2/