The Truth About Job Titles In Scrum

[@Spuds0588x]

Really phenomenal talk. Love how you explain the relationships and tie outside job titles to duties inside the SCRUM Setting. 👍

[@Slaveya90petrova]

Excellent video with information well presented and organized. But please, the quality of the sound is awful. At some point, there are connection breakages, maybe or just not good quality recordings that are definitely something to be worked on.

[@konstantintrifonov7609]

It’s Scrum)

[@axelortega7848]

The sound is so bad, but the topics are very powerful... thanks.

[@anlusta6187]

This presentation is giving so much important information with a bad quality of voice :) The role of Development Team may vary organization to organization I guess. One company ask you to be just a Business Analyst to deliver a value but maybe the other one ask you to be BA and QA. Maybe the other one ask you to work with BA,QA and developer skills at the same time. This is not clear in Scrum. Starting with a new job in Scrum Team as a development team member, job description should be thoroughly questioned.

[@pascalmorniroli3320]

It is such a colossal error to think that Project Manager is a job title and the entire presentation feels biased. In any proper organization Project Manager has always been a role, not a title. It has always required certain skills, a certain attitude which can be found in people with a variety of job titles. The only persons I’ve ever met with this as a title are either useless consultants from big firms, such as the one quoted in the presentation. Sounds like business cancel culture. Scrum and Agile really make sense when they are used as inspiration to improve ways of working. But it does not make idiots smarter. It only makes them look smarter.

[@SweetPstube]

The industry moving away from computer science EDUCATION - broad based technical skills with keen analytical and technical skills with ability and interest for self-learning - toward IT specialist TRAINED in a small focused area who often are unable or uninterested in self-learning is the biggest problem in most IT organizations in my opinion. It also inevitably results in a gross imbalance of workload and is detrimental to the respect SCRUM value.

[@AnAntidisestablishmentarianist]

It's "journeyman".

[@SweetPstube]

I disagree others on the team should be held accountable or asked to help others on the team develop basic skill required by their position description, especially when the organization has an extensive self-training program in place.

[@ScrumOrg]

Paula Reitan I would say there is a difference between responsible and accountable. The Product Owner for example is accountable to optimizing the value delivered and the members of the Scrum Team are responsible to execute on delivery of it. The team organizes as needed to deliver and yes require a broad set of skills. Some come with them and others learn them. Often we see pairing as a great way to gain new skills on the job.

[@MrRolsen83]

How relevant is this information based on the Scrum Guide 2020 changes?

[@ScrumOrg]

In general it continues to be relevant as the accountabilities align quite well.

[@MrRolsen83]

@@ScrumOrg by watching this video it won't lead me to making incorrect decisions on answering questions that are on the PSPO I exam?

[@z1mm3rman]

Agile, scrum, kanban...another way to make simple things complicated and ambiguous...why? So you get to hire so called scrum experts for training and implementing concepts that just do not work in a lot of real world scenarios...

[@busimo]

Agreed somewhat. Scrum can be useful at times and painful in many instances. But there are some companies widely successful because of these methods.

[@mishelleilieva9657]

There's nothing wrong with Scrum or Agile. It is just overcommercialized and overhyped right now. Sometimes you need to drive nails and they offer you a screwdriver...

[@t.c.4184]

This presents a model then goes on to contradict the model... why? Scrum only recognizes a "development team member," but then talks about how people can be promoted (from what, a team member to a team member?) and how it recognizes skills, not job titles, but then it talks about how a team has business analysts, testers, etc. The model only seems to work by saying we have to disregard the model!

[@ScrumOrg]

T.C. The Development Team members are all at the same level. Some may have special skills like skills of a business analyst but they are all members of the Development Team. Nobody on the team is higher than another and the goal is to have a team that has all of the skills needed to deliver.

[@LoFiBohemia]

@@ScrumOrg Isn't Scrum team-focused breaking all individual layer specifics (job roles) and evaluating team-output only? It's like making everyone non-distinguishable, mix them and then make - when it comes to promotions/merits - decisions blindfolded? Furthermore, how will you convince anyone to hire you, when you leave an organisation and your job description is "Team member"? or you "help others to do things" (as that's what you promote as the key to success).

[@ScrumOrg]

@@LoFiBohemia you still have a role and get things done and have skills that are different from those of others. You may have better BA skills or architecture skills... however the team figures out what is best for them and how they work not some manager who isn’t close at all to the work or how the team functions. Many people change jobs from company to company who are on Scrum Teams.

[@LoFiBohemia]

@@ScrumOrg if you still have roles within the company like BAs, testers but within the Scrum projects you take a magic wand and say let's assume we remove them and everyone is equal to contribute, you just introduce a new layer which psychologically let's everyone work in two worlds (The org structure of the company and additionally within the scrum team). This is basically then a working group. I miss on scrum a clear hollistic plan. eg. It mentions the 4 roles in the scrum world but fails to deliver how this fits in existing structures within a company and also external structures, which looks to me a too simplified view of complex issues (what scrum should address). To me this looks like tearing down the walls with a lot of cheering but leave people in the desert.

[@ScrumOrg]

@@LoFiBohemia people can take on those in the Scrum Team but are not limited to that. They can do the BA work for example or QA type work. Those roles could also be services to support the Scrum Team. If we rely on only specialization we lose our ability to deliver. It doesn’t mean we don’t have specialized skills just that we strive to be able to share more responsibility. Check out www.scrum.org/resources/scrum-studio-model-innovation for example