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Hi Michael, this sounds like an exercise I do. As you describe, we first make a list of all the things a people manager does in their job day-to-day. Then we assign each item to one of three categories:
1. Still useful in Scrum (example: "teaching good development practices")
2. No longer needed in Scrum (ex: "creating project Gantt charts")
3. Conflicts with Scrum (ex: "deciding task assignments")
Then I ask managers to estimate how much of their day-to-day time is spent on each of the 3 categories. For most managers, group 1 = 10%, and groups 2 + 3 = 90%.
Then you ask, if you were to spend 100% of your time on group 1,
Q: How would that impact the effectiveness of the team day-to-day, and the results they're able to deliver long-term? and
Q: How would that impact your job satisfaction day-to-day, and your sense of achievement long-term?
For many managers, the answers to both questions is pretty positive. Either way though, generates important insights.
Then we do an exercise to write a new job description for the manager, often with the help of the person they report to. Important to formalize it imho.
Hope this is helpful!
(Btw, Google "the manager and scrum deemer" for a 20-page guide to the role of managers I wrote that you can share freely)
Pete
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Posted by: Pete Deemer <[email protected]>
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