Hi, guys! In response to our requests, we continue to receive and share with you various opinions about the organization of project management processes by other companies. You can agree or disagree with these approaches, but, in any case, you are able to learn something useful for your team. For those who missed or forgot the last discussion, we remind you that it is about how to make developers and managers follow all the endless requirements of a supported methodology without sacrificing performance. Let us introduce you another solution to the problem from our readers.

In almost any team there is someone who is eager for being a manager. So, you are always able to pass the buck to this person to solve Jira's problems motivating it with some kind of promotion. As practice shows, people are ready to wait for this preferment during two or three years if they are periodically praised and verbally encouraged. In the meantime an employee can earn himself a new title "for seniority" or just because he has become more experienced and steeper. But all this should be presented in the guise of encouraging his managerial skills and leadership qualities.

If you suddenly cannot find such a person in a team, use another tactics: appoint each sprint participant as a scrum-master by turns. From this person you demand planning, estimates and retrospectives. And further he already does everything on the same scheme. But your team must understand that in the next sprint somebody else will take his place. And the collective strategy works better than an individual one. The main thing is that it should be aimed at tickets, and not against your processes.

Riter development team