What do you do if the team manager is not actively participating in Agile ceremonies and rituals?

1. Arrange a private meeting with the team manager to discuss concerns courteously. Highlight the significance of their engagement in Agile ceremonies and rituals, emphasizing the negative impact their absence could have on team dynamics and productivity. If the manager's nonattendance stems from scheduling issues or other logistical challenges, attempt to modify the timing or format of these events to better facilitate their involvement. 2. Should there be a gap in the team manager's familiarity with Agile processes, propose arranging training or mentorship sessions. 3. In the event that these challenges persist despite attempts, consider bringing the matter to the attention of upper management or other key stakeholders.

Typically the team manager does not need to participate in team ceremonies if that person is not functioning as a scrum master or product owner . However , if this is the case , have 1:1 with the team manager to understand the reasons. Often this can be from the fact that the team manager is playing scrum master for multiple teams and hence have no bandwidth to attend all the ceremonies. So educate the team manager on the value of their presence at these ceremonies and advise to have some proxies if they cant make it .

??? Antes de actuar, es importante comprender por qué el jefe de equipo no está participando activamente. ?Es una cuestión de tiempo? ?Falta de comprensión de su rol en el proceso ágil? ?O tal vez no ve el valor de su participación? Identificar la causa raíz es el primer paso para encontrar una solución adecuada.

Antes de actuar, es crucial comprender las dinámicas del equipo y el rol del gerente. Se trata de entender sus desafíos y prioridades. Podemos aplicar técnicas de coaching y mentoría para facilitar la participación. Fomentar el diálogo abierto y resaltar el valor de involucrarse puede mejorar la colaboración.

Maybe the team manager trusts the team, and realises that they do not need daily management? If so, celebrate the management support for self-managing teams :)

Start by having a conversation with the manager to ensure they understand the value and purpose of their participation in Scrum events. Highlight how their engagement can positively influence the team's performance and the overall project success.

Definitely lf the manager doesn't understand how Agile Teams deliver value, How these ceremonies are tailored to bring out the best products and increments, how it can foster innovation and unlocks the true value of Agile Teams and cross collaborations then we need to communicate the benefits and educate the Team mangers in realizing the true value of enabling Agility and how the participation adds a lot of value in terms of Teams progress, direction and feedback to improve and be better next time.

If the manager is hesitant, suggest small steps towards involvement, such as attending a specific part of the Sprint Review or Retrospective initially, rather than full participation in all events right away.

Best thing is to start engaging the Team manager for running Agile Ceremonies, conducting custom workshops and Team building exercises. Sometimes role plays and we need to think of innovative ways to help the team manager develop the right sense of Agile culture and mindset.

Méthode agile, chef d'équipe et rituel dans une même question. On se dit : impossible de répondre, c'est un piège. En fait, cet article nous pousse à nous dépasser, à devenir une meilleure version de nous même. Mais bon assez parlé, vous êtes venu pour la réponse ! Car oui, il y a une réponse et comme souvent dans une énigme qui semble compliqué la solution est simple. Think out of the box ! Il faut renommer tous les rituels sans exception. Le "sprint planning" devient "ComEx", Le "daily" devient le "copil exceptionnel du jour", le "sprint review", la "comité de revue de performance", La rétrospective devient simplement le "conseil d'administration" A vous de jouer !

No todas las personas están preparadas para afrontar un cambio en las formas de trabajo y aceptar los marcos de trabajo ágiles. Es necesario una formación inicial y un acompa?amiento a los nuevos roles. La agenda del líder se ve modificada, forma parte de la cadena de valor y su priorización es clave para el desarrollo del equipo. Ponerse en sus zapatos, acompa?arle y ense?ar a hacer su nueva labor es fundamental. Conversaciones cara a cara ayudan a entender la situación y dar pasos adelante. Unas veces será a través de ejemplos, otras simplemente con práctica y herramientas. Todo para ganar la confianza y empezar a caminar y cambiar

Considerar que una sola estrategia es la correcta podría sesgarnos. La estrategia debe ser integral: entender la causa raíz (o las posibles causas raíz), empatizar con el líder y alinear expectativas de forma que genere para las partes valor.

Perso, si le boss ne vient pas se mêler aux évènements agiles : je continue à faire mon job de coach d'équipe. Si au contraire il s'immisce dans ce que lui et l'équipe appellent des "cérémonies" : je les laisse à leur culte (du cargo), et je cherche un environnement de travail plus sain, dans une autre entreprise. Bon sang, ces articles "collaboratifs" ne font que remplir un peu plus le cyber espace de contenus inutiles, qui propagent des informations fausses. Qu'il est navrant de constater que "l'IA" considère comme source de vérité, les contenus les plus nombreux, au lieu de les mettre en perspective avec les sources d'autorité connue...

Team Manager, Ceremonies, and Rituals.. Oh My... To be Agile is to be in pursuit of self-management through autonomy, mastery, and purpose. If a team has a manager, its important to define what it is they're managing. Ideally, the manager is in place to provide upskilling in the appropriate domain and to be a mentor. If this were the expectation, it would be detrimental for the manager to participate like a team member. Alternately, If they're just there to assign work, go reread the previous paragraph. If a team doesn't have a clear need for a manager but has one, the organization may need to inspect why. Was it so old hierarchy structures could remain in place due to fear of short-term flow disruption? Experiment. Learn. Change.