Scrum Master 的坏习惯
Scrum 是当今相当流行的开发过程，项目经理经常突然获得新头衔（Scrum Master）。 然而，它不应该只是一个新的头衔，而是新的习惯和新的范式。 你的Scrum master有哪些坏习惯？
Scrum is quite popular dev.process these days and often Project Manager suddenly gets new title (Scrum Master). However it should be not just a new title, but new habits and new paradigm. What are the bad habits of your Scrum master?
如果你对这篇内容有疑问，欢迎到本站社区发帖提问 参与讨论，获取更多帮助，或者扫码二维码加入 Web 技术交流群。
绑定邮箱获取回复消息
由于您还没有绑定你的真实邮箱，如果其他用户或者作者回复了您的评论，将不能在第一时间通知您！
发布评论
评论（12）
没有让 scrum 步入正轨——让他们陷入技术讨论和更长的会议。
Not keeping scrums on track - letting them descend into technical discussions and a much longer meeting.
我们的 Scrum Master 最初的一个大坏习惯是认为我们会解决我们自己的障碍。 这是 Scrum Master 应该做的事情之一，但她把它留给了我们，直到它变得难以管理。
我们处理的另一件事是 Scrum Master 认为他们负责骑在开发人员的背上，直到任务得到处理。 这会在团队中造成不好的氛围，因为他们应该进行自我管理。
对于我和我们的团队来说，Scrum Master 的工作是成为团队的盾牌和助手，排除障碍并尽其所能帮助加快进程。 Ken Schwaber 的使用 Scrum 进行敏捷软件开发是对 Scrum 的精彩介绍，我们的团队使用了它，并且我们已经非常成功。 还有使用 Scrum 进行敏捷项目管理，它更适合 Scrum Master 和产品负责人角色。
The big bad habit our Scrum Master had at first was thinking we would take care of our own impediments. That's one of the things the Scrum Master is supposed to do but she left it to us until it got unmanageable.
The other thing we've dealt with is the Scrum Master thinking they were in charge of riding the developers' backs until tasks were taken care of. This creates a bad atmosphere on the team since they're supposed to be self-managing.
To me and our team, the Scrum Master's job is to be a shield and assistant for the team, blocking impediments and doing what they can to help expedite things. Ken Schwaber's Agile Software Development with Scrum is an excellent intro to Scrum, it's what our team used and we've been pretty successful with it. There's also Agile Project Management with Scrum, which is more for the Scrum Master and Product Owner roles specifically.
分配工作并要求每日状态报告，而不是让团队学习如何管理自己的工作。
Assigning work and asking for daily status reports instead of letting the team learn how to manage its own work.
Scrum 很好，但它可能会忽视多年来一直魅力十足的良好工程实践和技术流程。
Scrum is good but it can disregard good engineering practice and technical processes that have worked like a charm for ages.
不断地在 Sprint 内外交换新的 bug。
Constantly swapping new bugs in and out of the Sprint.
Scrum Master 有两种类型：
第二点是在“真正的”敏捷组织中宣扬和实践的。 它很贵，但有一些优点。
此外，
所以，我的观点是，如果这些角色混淆了，团队可能不会做得很好。
There are two kinds of scrum masters:
The second point is preached and practiced in 'truly' Agile organizations. It is expensive but it has some merits.
Also,
So, my point is, if these roles are confused, the team may not do very well.
对流程的推回部分没有帮助，例如“这些是客户在本次迭代中想要的所有商店，所以这就是我们必须做的”。
Not helping with the push-back part of the process e.g. 'these are all the stores the customer wants in this iteration so thats what we have to do'.
不断尝试将实际工作时间与故事点估计联系起来。
Constantly trying to tie actual hours worked back to story point estimates.
当我参与 Scrum 时，Scrum Master 很快就养成了让我们做自己的事情的习惯，Scrum 又回到了我们正常的开发流程。
When I was involved in a Scrum, the Scrum master quickly developed the habit of just letting us do our own thing, and the Scrum fell back into our normal development routine.
我真的不喜欢当前 PM 转为 Scrum Master 时，他们认为 Scrum 是一种减少他们最初（个人）义务的方法，而不需要将时间重新投入到团队工作和积极减轻压力（为挫折做好计划）中。 他们只是放松下来，开始赞扬自己取得的出色成绩，而每个人都可以看到，如果没有他们的存在，球队会表现得更好。
在我看来，我们最好的 Scrum 大师都是具有高度责任感的开发人员，或者非 PM。
话又说回来，（在全世界知道 Scrum 之前）我曾为那些非常震撼的 PM 工作过。 我确信他们今天会成为伟大的 Scrum 大师。
I really dislike it when ex-PMs turned Scrum Master consider Scrum a way to cut back on their original (individual) obligations without investing that time back into team-work, and active stress-reduction (planning for setbacks). They just lay back and start praising themselves for the great results, whereas everyone can see the team would perform even better without their presence, at all.
In my opinion, our best Scrum masters have been developers with a large sense of responsibility, or non-PMs.
Then again, I have worked (before the world knew about Scrum) for PMs that seriously rocked. They would make great Scrum masters today, I'm sure.