Chapter 8. The Case for a Full-Time ScrumMaster
Organizations often have difficulty transitioning to an agile process such as Scrum or XP. Even after they get past the “it’s a fad” or “we can’t work like that” excuses, some in the organization still have trouble letting go of old ideas and habits. One of the most common arguments teams face is that the organization can’t justify or afford a full-time ScrumMaster. Organizations are used to having people wear multiple hats; having a team leader that doesn’t also contribute to the work of the iteration is hard for many to understand.
In Chapter 5, “Implementing the Scrum Roles,” we talked about how ScrumMasters do their jobs most effectively when they are fully dedicated to that role and do not ...
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