1. 1
1.1. Namesake SM
1.1.1. Cues
1.1.1.1. Agile Transformation - someone has to be SM
1.1.1.2. Anyone will do the job
1.1.1.3. Just get them certified
1.1.1.4. No experience - can't train experience
1.1.1.5. When met with obstacles - apply what they know best project management
1.1.2. Resolution
1.1.2.1. Pair with an experienced SM or Agile Coach
1.1.2.2. Bank on Agile Values and Principles
1.1.2.3. Give them time to learn - find mentors
1.1.3. Reflection
1.1.3.1. Have you been in this space?
1.1.3.2. Have you seen anyone/team suffer this dysfunction?
1.1.3.3. How would you deal with this situation?
2. Link to the article
3. 9
3.1. Scaredy-cat SM
3.1.1. Cues
3.1.1.1. In comfort zone
3.1.1.2. People pleaser, plays nice
3.1.1.3. Practical is safe and comfortable
3.1.1.4. Doesn't rock the boat
3.1.1.5. Mundane and boring Events
3.1.2. Resolution
3.1.2.1. Build Passion
3.1.2.2. Be disruptive - challenge the status quo
3.1.2.3. Fight for change
3.1.3. Reflection
3.1.3.1. Have you been in this space?
3.1.3.2. How did the team suffer?
3.1.3.3. What would you do in this situation?
4. 8
4.1. Absent SM
4.1.1. Cues
4.1.1.1. manages multiple teams
4.1.1.2. Mostly absent in events
4.1.1.3. doesn't pay attention to team dysfunctions
4.1.1.4. doesn't feel belonged
4.1.1.5. impediments persist
4.1.1.6. miss critical coaching moments
4.1.2. Resolution
4.1.2.1. Genuinely care for the team
4.1.2.2. Fully engaged, especially during crucial and critical times
4.1.2.3. Jump-starts a disengaged team
4.1.3. Reflection
4.1.3.1. Have you been in this space?
4.1.3.2. How did the team suffer?
4.1.3.3. What would you do in this situation?
5. 7
5.1. Policing SM
5.1.1. Cues
5.1.1.1. Micro-managing tasks, hours, points
5.1.1.2. Calls out violation of Scrum Guide all the time
5.1.1.3. Penalizes the teams
5.1.1.4. Fearful environment - people are afraid to fail
5.1.1.5. Expects Scrum teams to be PERFECT
5.1.2. Resolution
5.1.2.1. Understand it's difficult to execute perfect Scrum - strive for constant improvement
5.1.2.2. Experimental Mindset
5.1.2.3. Understand What Is and What Can Be
5.1.2.4. Set goals
5.1.2.5. Success is a journey not destination
5.1.3. Reflection
5.1.3.1. Have you been in this space?
5.1.3.2. How did the team suffer?
5.1.3.3. What would you do in this situation?
6. 6
6.1. Watermelon Syndrome SM
6.1.1. Cues
6.1.1.1. All green updates
6.1.1.2. Tech debt underlying
6.1.1.3. Covers mistakes to protect image
6.1.1.4. Emphasis on development being a Cakewalk
6.1.1.5. Craft illusion of perfection
6.1.2. Resolution
6.1.2.1. Find problems as early as possible
6.1.2.2. Embrace red for competitive advantage
6.1.2.3. Early modifications to address problems - tech debts
6.1.2.4. Transparent Sprint Reviews and other events
6.1.2.5. Don't be afraid to raise problems
6.1.3. Reflection
6.1.3.1. Have you been in this space?
6.1.3.2. How did the team suffer?
6.1.3.3. What would you do in this situation?
7. 5
7.1. Output Loving SM
7.1.1. Cues
7.1.1.1. Always focused on more output
7.1.1.2. Building more features
7.1.1.3. No measure of Value
7.1.1.4. Believes faster the output better the customer experience
7.1.1.5. Teams burn out
7.1.1.6. Miss customer delight
7.1.2. Resolution
7.1.2.1. Embrace customer outcome as driving force
7.1.2.2. Outcomes should dictate the focus
7.1.2.3. Happy teams - magic happens
7.1.3. Reflection
7.1.3.1. Have you been in this space?
7.1.3.2. How did the team suffer?
7.1.3.3. What would you do in this situation?
8. 4
8.1. Order-giver SM
8.1.1. Cues
8.1.1.1. Tells the them what, when, and even how
8.1.1.2. Feels in charge
8.1.1.3. Tries to take control
8.1.1.4. Team is always dependent on SM to guide them
8.1.1.5. Always has answers/solutions to everything
8.1.2. Resolution
8.1.2.1. Coach to release command-and-control
8.1.2.2. Ask the team for solutions
8.1.2.3. Problem solving is a muscle - you can train it
8.1.2.4. Help build autonomy
8.1.2.5. Mantra - Let the team decide
8.1.3. Reflection
8.1.3.1. Have you been in this space?
8.1.3.2. How did the team suffer?
8.1.3.3. What would you do in this situation?
9. 3
9.1. Order-taker SM
9.1.1. Cues
9.1.1.1. takes orders unconditionally
9.1.1.2. Cannot protect the team
9.1.1.3. Their bosses give orders - they take it
9.1.1.4. Always serving other's needs
9.1.1.5. No autonomy, No self-managed teams
9.1.2. Resolution
9.1.2.1. Give autonomy to teams, let them self-manage
9.1.2.2. Protect the teams - be their shephard
9.1.2.3. Should learn to say NO
9.1.2.4. A SM who can say no to orders is a thousand times worth than the one who only takes orders and says YES
9.1.3. Reflection
9.1.3.1. Have you been in this space?
9.1.3.2. How did the team suffer?
9.1.3.3. What would you do in this situation?
10. 2
10.1. Misguided SM
10.1.1. Cues
10.1.1.1. Build bad Scrum/Agile habits
10.1.1.2. Not ready to unlearn
10.1.1.3. Setting team Stretch Goals
10.1.1.4. Using Velocity as assessment metric
10.1.1.5. Measuring committed vs actual points/hours
10.1.1.6. Team Engagement Suffers
10.1.2. Resolution
10.1.2.1. Firstly, look for right talent
10.1.2.2. Warning signs
10.1.2.3. Avoid SMs who squeeze every ounce of efficiency of team members
10.1.2.4. Seek SM that embrace learning and improvement path to greatness
10.1.3. Reflection
10.1.3.1. Have you been in this space?
10.1.3.2. Have you seen anyone suffer?
10.1.3.3. What would you do in this situation?