![]() Reporting – Regular analysis of burndown charts and other portfolio planning tools to understand what gets built and at what cadence.Internal Consulting – Scrum masters should be prepared to consult with team members and internal stakeholders on how best to work with the scrum team. ![]() The scrum master may decide that these individual interactions are crucial for team development and getting to know one another. While many scrum practitioners are anti-1on1, as they believe these communications should happen during standups, some teams, particularly for new teams, prefer to have these regular face-to-face interactions with specific team members. Iron out team disagreements about process and work styles. 1 on 1s – Meet individually with team members and stakeholders as needed.Ensure that cards are up to date and the scrum tool, Jira software or otherwise, is working well. Board administration – Work as the administrator of the scrum board.Retrospectives – Note areas for improvement and action items for future sprints.Sprint reviews – Participate in the meeting and capture feedback.Iteration/sprint planning meetings – Protect the team from over-committing and scope creep.Standups - Facilitate daily standups (or the daily scrum) as needed.
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