Today I’ve removed the prefix “Agile” from several of the Business Analyst roles contained on my resume, explicitly ignoring the advice of the CV writer. A year ago when I landed a full-time Scrum Master role, I was excited and felt my C# .Net HTML ASP SQL development background using XP / Agile / Scrum would be a great asset to me and my team.
Unfortunately however, I found that my Scrum Master role often entailed setting up room bookings, taking meeting notes, educating the “Product Owner” what we needed from them, chasing people to attend the various scrum ceremonies, updating Gantt charts and management RAID logs.
The “Agile” keyword has worked well to solicit many recruiter calls for other potential agile jobs, but I’ve found myself pulled away from my professional expertise and wandering around in the long “Agile” grass. So today I’m going back to what I have always done well; analysing, designing and testing new technology solutions to satisfy a business need, typically spanning elements across people / process / technology domains.
I guess for me it’s simply trying to attract better quality of jobs and engagements, where I’m empowered to make change through analysis and design. Be that Agile or Waterfall or something else. Ironically I’ve found the outright advertised Scrum Master or Agile Coaching roles don’t usually come with much empowerment (A disempowerment checklist by Mark Dalgarno is an interesting read on this topic)
I’m definitely still a huge fan of Agile and will continue to be agile in my thinking and ways of working, but for the time being I’m going to sit on the sidelines and watch the transformation efforts shake out a bit. I’ll leave Scrum to the Scrum Masters for now.
Ask any project manager about the key to their success, and they will say that delivering a project is often more like a "dark art" or by chance, than a predictable science.