A company is transitioning to Scrum. The Scrum Master tells the management team that the role of traditional management does not exist in an Agile environment. The management team asks what the managers should do once the company has transitioned to Scrum. They feel insecure about letting all control go and wish to supervise the Scrum teams closely.
What should the Scrum Master teach the Scrum teams and the managers about Scrum?
A Scrum team is dividing their work Azis is the Product Owner and has refined the product backlog He wants to assign the tasks to the Developers The Developers want to choose their own tasks The Scrum Master agrees with the Product Owner
Is it a good idea it the Product Owner divides the tasks'?
A company is transitioning to Scrum. The approach taken is to Stan with a small project and a single Scrum team. Over the course of a year the rest of the company should transition, using a split-and-seed type of transition.
The first two experiments were very successful and the teams shared their excited stones with the entire company After the first two experiments with Scrum this was discontinued Although the employees enjoyed learning about Scrum this way management found it a waste of time Instead they focused on training the managers and getting the employees and managers into the right mindset To facilitate training they hired external Scrum Masters.
Although the start of the transition was received well the enthusiasm for Scrum quickly dampens. The transition ultimately fails.
What is the most likely reason that the transition did not work?