Incompetent distribution of areas of responsibility

[sumaiyakhatun27]

Let's look at some examples:

It happens that the Scrum team is ordered to develop a product by not one customer, but several . The ideas about the final result during the development process may not coincide and the group of "like-minded people" turns into an uncoordinated chaotic force.

They begin to express their demands one by one and prevent the team from focusing on the result. What does this picture indicate? It is safe to say that in this case the team has an incompetent product owner who is unable to coordinate netherlands mobile database the actions of customers, bringing them to a common denominator, and convey to the Scrum team clearly formulated conditions based on the general wishes of the customers.

Another example concerns the mistakes of the Scrum Master . This specialist should be responsible for team mediation, is called upon to establish internal communication in the group of developers, competently directing everyone to the creative mission. But he only focuses on the formal performance of his duties: leads meetings and controls the actions of the developers. Sometimes, unable to motivate team members, he himself performs their functions, following the path of least resistance. In this case, there is no talk of any effective process construction.