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  4. Are you a ScrumMaster WTF?

Are you a ScrumMaster WTF?

Scheduled Pinned Locked Moved The Back Room
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  • K Offline
    K Offline
    kmg365
    wrote on last edited by
    #1

    So I was told to attend this project management professional meeting for my organization, why I ask my boss, just go she says. Conversations overheard by my middle aged ears, by two 20 somethings talking; ‘Yea, like wow man, I’ve like, signed up for a class to be a “SCRUM Master”, it’s narley.. I can hardly contain myself. I wana be a Scrum Master for my next project, I’m so enthused man!’ Now I know what a scrum is having played my kids in the game thinktanks, but to this day I’ve never heard this term “scrum master”, looked it up… but, it’s something I’ve already been doing, as are many of you. This PMI/PMP is such a crock of sh**, they are just changing their paradigm and using stupid-ass terms because ‘agile’ programming until just recently has not fit their philosophy.

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    • K kmg365

      So I was told to attend this project management professional meeting for my organization, why I ask my boss, just go she says. Conversations overheard by my middle aged ears, by two 20 somethings talking; ‘Yea, like wow man, I’ve like, signed up for a class to be a “SCRUM Master”, it’s narley.. I can hardly contain myself. I wana be a Scrum Master for my next project, I’m so enthused man!’ Now I know what a scrum is having played my kids in the game thinktanks, but to this day I’ve never heard this term “scrum master”, looked it up… but, it’s something I’ve already been doing, as are many of you. This PMI/PMP is such a crock of sh**, they are just changing their paradigm and using stupid-ass terms because ‘agile’ programming until just recently has not fit their philosophy.

      L Offline
      L Offline
      led mike
      wrote on last edited by
      #2

      kmg365 wrote:

      This PMI/PMP is such a crock of sh**

      The company I work for uses PMI. Now I cannot claim that it fails because of PMI since the people "in charge" in my company couldn't think their way out of a wet paper bag, but fail it does, repeatedly and in horrifyingly ridiculous ways. Ways that leave you saying things like, "yeah, who could have ever seen that coming".

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      • K kmg365

        So I was told to attend this project management professional meeting for my organization, why I ask my boss, just go she says. Conversations overheard by my middle aged ears, by two 20 somethings talking; ‘Yea, like wow man, I’ve like, signed up for a class to be a “SCRUM Master”, it’s narley.. I can hardly contain myself. I wana be a Scrum Master for my next project, I’m so enthused man!’ Now I know what a scrum is having played my kids in the game thinktanks, but to this day I’ve never heard this term “scrum master”, looked it up… but, it’s something I’ve already been doing, as are many of you. This PMI/PMP is such a crock of sh**, they are just changing their paradigm and using stupid-ass terms because ‘agile’ programming until just recently has not fit their philosophy.

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        O Offline
        Oakman
        wrote on last edited by
        #3

        I think what is attractive about it to some companies is that the only clearly defined roles in a "sprint" are the managers. All of the worker-bees are interchangeable, and faceless. Nobody gets any credit for the work being done on time or right the first time, except the SM and the Owner - neither of whom have to know how to do anything. The above wouldn't be worthy of note if the results from the process were consistently and provably better than from a more traditional approach. But they aren't and that's always explained as a failure to implement the process correctly, never as a failure of the process.

        Jon Smith & Wesson: The original point and click interface

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        • O Oakman

          I think what is attractive about it to some companies is that the only clearly defined roles in a "sprint" are the managers. All of the worker-bees are interchangeable, and faceless. Nobody gets any credit for the work being done on time or right the first time, except the SM and the Owner - neither of whom have to know how to do anything. The above wouldn't be worthy of note if the results from the process were consistently and provably better than from a more traditional approach. But they aren't and that's always explained as a failure to implement the process correctly, never as a failure of the process.

          Jon Smith & Wesson: The original point and click interface

          S Offline
          S Offline
          Stan Shannon
          wrote on last edited by
          #4

          Oakman wrote:

          But they aren't and that's always explained as a failure to implement the process correctly, never as a failure of the process.

          And even worse than that, when the hard work of a few saves a project from the process, it validates the process...

          Chaining ourselves to the moral high ground does not make us good guys. Aside from making us easy targets, it merely makes us idiotic prisoners of our own self loathing.

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          • S Stan Shannon

            Oakman wrote:

            But they aren't and that's always explained as a failure to implement the process correctly, never as a failure of the process.

            And even worse than that, when the hard work of a few saves a project from the process, it validates the process...

            Chaining ourselves to the moral high ground does not make us good guys. Aside from making us easy targets, it merely makes us idiotic prisoners of our own self loathing.

            O Offline
            O Offline
            Oakman
            wrote on last edited by
            #5

            Stan Shannon wrote:

            And even worse than that, when the hard work of a few saves a project from the process, it validates the process...

            And the scrummaster ;)

            Jon Smith & Wesson: The original point and click interface

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