YDS: How Should Organizations Treat Agile Consultants?

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Today's question is about how contractors and consultants are treated in Agile organizations. It's a great question that brought up a lot of past stories for both Todd and Ryan. Long story short, treat agile consultants like people.

If your agile consultants are treated differently than your other Scrum Team members, how are they ever supposed to work together? Check out the video tips on how to help your Agile and Scrum Teams collaborate and succeed together...even if some of them are consultants. Want to learn more about Scrum?

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This one has been more of a tough one at times. I think the biggest thing that has helped has been being open, honest and considerate with people. I have tried to not put people on the spot being on the client side. Being on the contractor side, I try to put the client at ease. The client, in my current position, has been really great. I even had lunch with them. They made it easy in that everyone paid for their own lunch. At the end of the day, I think this place and my previous place have done the best job at making contractors feel one with the client team.

vkxcqsn
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Thank you so much Ryan and Todd for addressing my question and I couldn’t agree more. You gave me some great insights through this video. You guys (and Ginger) are the best. :)

Anujful
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How do you fit the non-software aspects of delivery into scrum?

For me, true DoD is building the software, introducing that software to the world (some marketing - how do our customers find out about it?) And knowing how we will support it (customer support materials - how do CS fit in?). Am I right, or wrong? Can these product teams use Scrum? Reps from all these areas come to our daily Scrum but their value or input is often limited (ramping up in value or urgency as we get closer to delivery)

I'm familiar with Jeff Paton's dual track which is as close as I've seen to a description - I'm not looking for a dogma but I see so much scrum talk only talks about 'development' I don't know if I'm looking in the wrong places or setting us up In a way that doesn't make sense.

fasterthanjoao
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+10 years ago I learned why these companies are doing this.
I learned it from an HR person, who send me the articles about this . (I can't find these back now)

In 1986, when microsoft had their IPO, they were sued by a group of consultants that had been there for a number of years and they complained that they did not get any stock options. And yes these people had signed all the same kind of documents we do. (although I guess the documents have been changed sicne then)

What is remarkable, is that these consultants, won their case against microsoft.
This was because microsoft had always been treated everyone completely the same for years. (as we say we should do)
except for the stock options. As a result they created the different kind of badge system. (which is in my opinion less bad then not being able to go to the parties.)

The solution I had with some companies, is let
- the consultants go in their own time. aka not invoice the time if it's during the day, which is logical,
and
* sometimes have their mother company pay for the food (already more discussable)

there were moments the full team refused to go if the exernals could not join
I even had a bunch of freelancers trhow their own party (also for the internals) and the freelancers paid everything and guess to which party the full team went..

YvesHanoulle
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Thank you guys for the great info
My question is how far should the scrum master be involved in details in both business side and technical side ?

SonicspeedDanny