Used to work for C1. It was never really clear to me what scrum masters did, since our manager understood the technical and cross-team requirements of our product (I know this might not be universal) better than anyone else.
The only time I saw scrum masters really do anything was “leading” standup and “leading” planning meetings every other month. I put leading in quotes because there’s only so much leading one can do if everyone else knows more about the product due to the inherent transitory nature of the scrum master role. Are you really adding value by reminding people that story points (some vague relationship to days of work) can only be Fibonacci numbers?
Inside the company, the CEO loved to tout the “technical journey” they made which included things like moving to the cloud. Agile was on that list but it never really felt like it belonged. Depending on one’s tolerance of the kool-aid, some skepticism was always there.
The only time I saw scrum masters really do anything was “leading” standup and “leading” planning meetings every other month. I put leading in quotes because there’s only so much leading one can do if everyone else knows more about the product due to the inherent transitory nature of the scrum master role. Are you really adding value by reminding people that story points (some vague relationship to days of work) can only be Fibonacci numbers?
Inside the company, the CEO loved to tout the “technical journey” they made which included things like moving to the cloud. Agile was on that list but it never really felt like it belonged. Depending on one’s tolerance of the kool-aid, some skepticism was always there.