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 <title>Danube - The Mythical Part-Time ScrumMaster - Comments</title>
 <link>http://danube.com/blog/victorszalvay/the_mythical_part_time_scrummaster.html</link>
 <description>Comments for &quot;The Mythical Part-Time ScrumMaster&quot;</description>
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 <title>Consider the example</title>
 <link>http://danube.com/blog/victorszalvay/the_mythical_part_time_scrummaster.html#comment-5278</link>
 <description>&lt;p&gt;Consider the example organization that accepts complex organizational impediments and simultaneously has no agents explicitly advocating change.&lt;/p&gt;
</description>
 <pubDate>Mon, 28 Jan 2008 12:16:08 -0600</pubDate>
 <dc:creator>protectie muncitori</dc:creator>
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 <title>The Mythical Part-Time ScrumMaster</title>
 <link>http://danube.com/blog/victorszalvay/the_mythical_part_time_scrummaster.html</link>
 <description>My colleagues and I work with a number of organizations implementing Agile and Scrum.&amp;nbsp; We are starting to see patterns (and anti-patterns) emerge in the way in which many companies go about transitioning their products to Scrum.&amp;nbsp; Two of these patterns are particularly disturbing: the bored, part-time ScrumMaster and permanent acceptance of the status quo.&amp;nbsp; In this article I will demonstrate how these two anti-patterns weigh organizations down and ultimately lead to failure during Agile transitions.&amp;nbsp; Moreover, we&#039;ve consistently seen a positive correlation between successful Agile transitions and organizations that take the ScrumMaster role seriously.&lt;p&gt;&lt;a href=&quot;http://danube.com/blog/victorszalvay/the_mythical_part_time_scrummaster.html&quot;&gt;read more&lt;/a&gt;&lt;/p&gt;</description>
 <comments>http://danube.com/blog/victorszalvay/the_mythical_part_time_scrummaster.html#comment</comments>
 <pubDate>Mon, 22 May 2006 18:21:59 -0500</pubDate>
 <dc:creator>VictorSzalvay</dc:creator>
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