Type 1Small teams working on simple project demands e.g. Client Connect, SugarCRM
>> My take: A project team member (product owner or someone from the dev team) can play the Scrum Master role. They can rotate it among them as well. More thoughts below...
Type 2Teams working on projects with complex sponsor, vendor, technology, coordination risks and demands e.g. Digital Strategy, MyTime
>> My take: We need a dedicated person to play the role of a SM for large projects
Type 3Everything between 1 and 2
>> My take: Same as type 1
We should consider the following facts during staffing project types 1 and 3:
- everyone in a team may not be able to play the role of a Scrum Master (only a few can in our 150 person team)
- heads-up (forest) vs. heads-down (trees) perspective on projects need to be ensured
- balance between "what" (product owner focus) and "how" (Architect’s focus ) something is built
- Scrum discipline: teams might compromise e.g. its “okay to live with these impediments”
- Anything else to consider?