I’m going to start off by saying that I know Scrum and metrics don’t necessarily get along. But I will also acknowledge that it’s a necessary evil in most cases. And in a lot of cases it doesn’t have to be evil. Metrics are simply: a method of measuring something. In Scrum, we measure a lot of things. We measure the size of our work items, we measure the effort or time it takes to complete them. We measure our accuracy. All of this is in our quest to become predictable as a team and to improve (and we need to start with a baseline measurement to know if we’ve improved). But when others start taking notice of our metrics, that’s when things get tricky.
On a project I was ScrumMastering for I noticed much contention between many of the different roles on the team. In keeping true to Agile and Scrum we are supposed to be “cross-functional” but what does that really mean? I kept hearing “they’re not doing their job” and “that’s not MY job” in regard to requirements gathering, writing stories, and even bug fixes. There have been many pieces written on the roles of members of a Scrum team as well as many things written on cross-functionality of members, but what does that really mean and where do we draw the line to keep people accountable?
Wikipedia states that servant leadership is both a leadership philosophy and set of leadership practices. Traditional leadership generally involves the accumulation and exercise of power by one at the “top of the pyramid.” By comparison, the servant-leader shares power, puts the needs of others first and helps people develop and perform as highly as possible.
When we refer to servant leadership in Scrum it is at the team level. A ScrumMaster is the servant leader for the Scrum team. They do all the steps the definition above refers to and more. This is all great for the Scrum team, but what about everyone else, the ScrumMasters included? Who is their servant leader? Can companies step in and supplement for this role?