I didn't see one of the Product Owners there but hopefully she joins later. I think I have not yet met her face-to-face at all. Or if I have I have not realized that. I heard once someone saying "she said that there is no room for her and that is why she is staying at the old place". Well - that was not the case none of those days I spent there. Just wondering whether she has something against "sitting in the same place".
In the middle of the week the Team had interesting discussions about the future. The Scrum Master is going to start his 15 weeks paternity leave in February. At the same time one analyst starts working four days per week and at little bit later starts her 3 months leave. Team size is getting smaller.
Scrum Master stated later that the Team is going to have "more than one Product Owner per team member".When discussing who would like to be the new Scrum Master there were no volunteers. One though said that he will do whatever he is told to do. Someone else said that it is not job for all. One said that she has tried that and won't do that ever again. This might lead to situation where the new Scrum Master will be coming outside of this Team. It might be also opportunity if the new Scrum Master would be able to concentrate on to be the Scrum Master and others could be concentrating on their tasks.
I also participated the Sprint Pre-Planning meeting with the Product Owners. One of them was not unfortunately able to participate due to sick leave. (Yes - the same one I have not yet met.) I was happy to notice that the Product Owners are really committed - they really want to be able to offer enough tasks to the Team and want the Team to be able to concentrate on the tasks belonging to the Team. They want to reduce the amount of tasks coming outside from other teams. How user stories or tasks (that term the Team is using) are brought to Sprint Backlog is still little bit unclear for me. That is something I should understand - otherwise helping the Team might be even more challenging.
Product Owners have good intention to improve their way of working by having common mailbox for issues coming to the team. Currently these are in their personal mailboxes and it is difficult to have in mind what is where. Before they get this mailbox up and running they are considering to create common folder and gather all stuff there.
Unfortunately I see them as separate Product Owner team - either inside the Team or as working sibe-by-side with the Team - but we have to remember that this setup has been up and running only for this Sprint and adjustment is going on. I asked how they see - do they have double "roles" being both Product Owners and Business Developes. Discussion was defending and quite challenging for me - I almost regret to even ask it.
I think this team does not see themselves as Scrum Team. They are group of people working together having "three Product Owners, two developers, three analysts and one tester".
I end this blog post with quotation from the Scrum Guide. Maybe this is exact the thing I need to discuss with the Team.
The Scrum Team
The Scrum Team consists of a Product Owner, the Development Team, and a Scrum Master. Scrum Teams are self-organizing and cross-functional. Self-organizing teams choose how best to accomplish their work, rather than being directed by others outside the team. Cross-functional teams have all competencies needed to accomplish the work without depending on others not part of the team. The team model in Scrum is designed to optimize flexibility, creativity, and productivity.
Scrum Teams deliver products iteratively and incrementally, maximizing opportunities for feedback. Incremental deliveries of “Done” product ensure a potentially useful version of working product is always available.
. . .
The Development Team
The Development Team consists of professionals who do the work of delivering a potentially releasable Increment of “Done” product at the end of each Sprint. Only members of the Development Team create the Increment.
Development Teams are structured and empowered by the organization to organize and manage their own work. The resulting synergy optimizes the Development Team’s overall efficiency and effectiveness.
Development Teams have the following characteristics:
- They are self-organizing. No one (not even the Scrum Master) tells the Development Team how to turn Product Backlog into Increments of potentially releasable functionality;
- Development Teams are cross-functional, with all of the skills as a team necessary to create a product Increment;
- Scrum recognizes no titles for Development Team members other than Developer, regardless of the work being performed by the person; there are no exceptions to this rule;
- Scrum recognizes no sub-teams in the Development Team, regardless of particular domains that need to be addressed like testing or business analysis; there are no exceptions to this rule; and,
- Individual Development Team members may have specialized skills and areas of focus, but accountability belongs to the Development Team as a whole.
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