YDS: How Does a Manager Work With a Scrum Team?

Today's question is from a viewer who wants to know how a manager works with a Scrum Team? Ryan and Todd discuss the need for management and the very important role that they play along side a Scrum Team. Check out the video to learn how managers and leaders can help their Scrum Teams deliver valuable products. Want to learn more about Scrum?
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[@jamipadilla4779]

Absolutely enjoy y’all’s podcast. I’m new to scrum and agile and I’m wanting to switch careers to this. As a newbie what advice would give and what path would you take if you had to do it all over again?

[@Anuj1987ful]

It’s an interesting topic and I am dealing with it right now. My program manager attends my daily scrum call as well as requests to update a PowerPoint slide with key accomplishments and risks/blockers. I am struggling with them because if they are attending daily scrum call and already know what’s going on with the project then why do they need a ‘traditional’ ppt slide? I brought it up and they said “well, the senior management wants it to present to the steering committee.” Soo it’s a tough situation. Don’t know what to do. Any suggestions?

[@AgileforHumans]

You could invite the steering committee to the Sprint Review. 👍

[@atlasstic]

I would argue that Scrum teams have two defined management roles in the Product Owner and the Scrum Master. Management exist between a budget owner and the operational teams. In Scrum, you have the budget owner directly in the team, or a manager. This comes in the form of the Product Owner. From a framework perspective the Scrum master's job is to manage the team's ability to work according to Scrum. I would also argue that Scrum only cover team level and anything outside of that are not influenced by Scrum. HR, legal, Finance, all the strategic levels... None of those are affected to Scrum. So in an organization you are either a manager and exist outside of Scrum, or you hold the role of Product Owner or Scrum Master. project managers for example never exist inside a Scrum team, but they form temporary work groups that span across multiple teams.

[@rajadas6432]

Thank you for sharing your valuable insights. Your discussion topics are very realistic. There are millions of source of information for scrum. Finding a real good one ends here. Way to go, Todd & Ryan.

[@kensaiyeahyeah123]

I'm taking the PAL-E course in a month. Really looking forward to it!

[@SonicspeedDanny]

I really enjoy your daily talk 👍

[@michaelhandley8013]

Question to tackle - a business executive is asking one of our scrum teams to document how the team estimates with story points. Their long term intent is to try and bring a consistent story estimating method to all five of our org's scrum teams, even though we work on different products. Should it ever be expected to have complete consistency in estimates for multiple teams?

[@Uri18]

This comment is from two years ago. How did it work Michael? I believe, story pointing is very different for every team. But I understand why business executives would like to have one single understanding of estimates.

[@ztruth7792]

So management is like a scrum master

[@AgileforHumans]

The Agile Leader (Management) is more focused on removing the organizational impediments that the Scrum Team can remove on their own. Plus they still have the HR responsibilites that a Scrum Master should never have.

[@lucasfmelo]

Congratulations on these amazing videos! I have a question for you guys: "Is being a Scrum Master a path to become a Manager?"

[@annon123]

no, quite the opposite. scrum masters want to make managers extinct