Scrum Master vs External stakeholders
Hello everyone, I have a quick question regarding SM's engagement with the external stakeholders/clients.
To be as brief as possible Last couple of months our company is adding new clients and what program managers do is, that, they are trying to drag Scrum Master to every conversation with the client, it feels like we are being trained to be product owners or project managers or something like that. (Although we do have Product owners and Business analysts in the teams)
Can you please paste your ideas here how to resist to these kind of things (when we are trying PM and C level management is justifying this as a blocker removal)
Or maybe we just need to accept this the way it is?
it feels like we are being trained to be product owners or project managers or something like that.
Very probably. The company can therefore expect pretty much the same outcomes they have always experienced. The organizational gravity for change is not being overcome. Any benefits to.be gained by self-managing teams, in which a Scrum Master would cease to be a dependency, are lost.
A Scrum Master ought to be good at wondering about such things. Find out if senior leadership are happy with the status quo. Perhaps the current outcomes are genuinely good enough. If so, why obfuscate matters with a fake Scrum setup? If they aren't good enough, find out who wants genuine change to happen and will communicate the urgency for it.
Ian thank you for your reply, much appreciated, One more thing, we are highly engage in release process, like preparing tickets with accoring description and impact, I also feel that this is not quite SM job, anyways I have never done it before for other companies, do you maybe have some thoughts about that as well?