Agilismo at work - Prácticas ágiles

"Scrum Masters can come from Project Management but that's not a guaranteed fit. Business Analysts and team members can also fit the role. A lot of traditional Project Managers struggle with the transition because they're stepping away from a very structured position, one with them at the helm steering the development and the team towards a pre-defined specification. The often overwhelming change controls imposed in traditional waterfall approaches are no longer there to protect the Project Manager from the risks associated with change. Gone is the over-analysing, form filling approach to change. The Product Owner now has to deal with change, often on a daily basis. Those changes don't have to be a big shift but the decisions made to include them can have a big effect on the end product. Being able to make those decisions is important to the flow of the project to make sure that it A product definition can change massively from the beginning of a project. In fact, a product doesn't need to be fully defined at the outset of an Agile project. That scares the pants off the traditionalists! This is where the Scrum Master plays a vital role. While Agile is becoming a part of many projects, there are still many who shy away from it, are nervous of it or just don't trust it. Often, they see the traditional Project Manager role as far easier to understand. What they don't realise are the restrictions imposed by the old role and approach. The Scrum Master has to coach the Product Owner to help them understand how to achieve their goals and how to continually adapt and prioritise their backlog. He is the link between the Product Owner and the team. The team, depending on their experience will often look for guidance and help in solving issues and blockers. The Scrum Master needs to steer the development through these issues, to resolve any problems that are blocking the development and to involve those in the project with the skills and experience to resolve. There is often

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