文件名称：Professional ScrumMaster's Handbook
文件大小：4.43MB
文件格式：PDF
更新时间：2021-03-30 12:23:38
ScrumMaster, Agile, Leadership
A ScrumMaster, like a good rider, must know when to go easy on the horse, when to use the spur, when to pull the reins, and when to just hang up the bridle and put the saddle away for the day. There are nearly a quarter million CSMs now, and many more to follow. While this is great news and represents a steady interest in Agile methods, we are in the soup. There is rampant misuse and misunderstanding of Scrum, which diminishes and possibly eliminates the amazing possibilities that people discover by using it correctly. I've observed too many examples of good Scrum gone bad—times in which tough, courageous, persistent ScrumMasters could have really made a difference, but didn't; times when product owners could have been a bit more involved; times when teams hid poor quality and shouldn't have. Additionally, with the advent of several newer methods, the terms Iteration Manager and Agile Master are floating around and representing an increasingly watered-down, dangerous version of what the true ScrumMaster was meant to do. That sucks, and makes me sad—and spurs me to action. I don't want the original vision for ScrumMaster to become lost in the methodology/certifcation wagon train; I want people to reach their full potential and believe that Scrum is one way to facilitate that.