When applied to in house engineering teams, it is largely ineffective if it doesn’t come with the same kind of freedom that highly paid software consultants get. This is manifested concretely in how many companies have corrupted agile methodologies by focusing too much on the perfecting practices (or “ceremonies”) rather than focusing on the foundational principles.
It's regretful that it caught on so well and has (incorrectly) evolved into a concrete process in most places rather than an ideology.
I see this position as a critical component of any agile strategy that seeks to maximize scrum master productivity, while still allowing scrum masters all the autonomy they need for their day-to-day duties.
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his holiness will make his presence known in due time
suppose I should have guessed there were already layers above and beyond the scrum master
it's like the leaning tower of bullshit
We plan 8 hours a day of work for developers, but they spend 4 hours in meetings, 2 hours fielding questions and just 2 actually working.
The ironic thing about Agile is that it has a cottage industry of "scrum consultants", "scrum masters", project owners, etc. which advocate ostensibly for letting developers self-organize but which also has a vested interest for career and self-preservation reasons in inserting itself above software engineers in the decision making process.