Tim Ottinger's thoughts on Software Development.
yep...pretty much sums it up.
Keep team on track ?That's an open invitation to a world of command and control.
In conversation, the SM who recommended "keep team on track" specifically was talking about cutting down on interruptions and yak shaving festivals by making information and people available to the team. There was no talk of "making them do their work."
If all of these hit a Scrum Masters plate at once then it would be too much. I can see where all of them might happen at some time or the other. Somtimes some of these can fall to other team members depending on the situation. SM can't be in more than one place at a time.I think as times goes on for SM that sometimes they can get lulled into taking on more of these than they should.
Did no one suggest 'make themselves redundant in the shortest possible time' ? Should the real push be toward a self-determining team than is able to adapt and provide self-devised solutions for any circumstance ?
I'm with Anthony here, SMs mission must be "To disappear after team's skills improvement.", unless the company has decided to have a permanent SMs team, maybe because of a big employees rotation and therefore the team is not always the same. (http://tales-of-agile-adoption.blogspot.com/)