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Henry Gallagher

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Aug 2, 2024, 8:25:03 PM8/2/24

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I thought I could do: =If([Master Dimension] = 'Future', LightBlue(), Red()) or something similar but I don't think I can access the master dimension in the color expression. Is there another way to achieve this? The customer is specific that the pie chart slices must be the colors they provided.

Check if this app that I am sending here help you. I created a master measure that return all dimension and this master measure can be used on colloring expression. With that we can use if statements to define the color.

I added another chart (option 2) if it is possible in your case (sometimes it is not) to bring your dimension expression to your script editor and add a colloring table to set the bars color. This option might perform better with more data.

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A Master Chart is an automatically generated chart derived from one or more data sources. Master Charts are visible in Viewer mode and can be used to create custom Chart Documents.

Administrators can add additional Master Charts to their account. This is useful for restricting data on import, or visualizing specific parts of your organization. The following section provides step-by-step instructions for adding a new Master Chart to your OrgChart account.

The SM needs to track the burndown chart on a daily basis to monitor Dev Teams progress, so that he can be aware of how the team is performing and coach them accordingly. I was told by an interviewer so that SM can ahead of the game.. I did not agree and responded stating it is not SMs job to track the team progress and it becomes a PM role. I have no SM experience and interviewed for the first time. What is the best way to handle such questions?

In such a situation, I might ask what insights the interviewer feels the Scrum Master would learn from the burndown chart, and discuss other suitable techniques to achieve this. For example, if the motivation is to get control of flow, it may be more effective to measure cycle time and review outliers, and to supplement that with monitoring and restricting the amount of simultaneous work in progress.

I'm not sure that I agree that it's not the Scrum Master's job to track team progress. The Scrum Master has several defined responsibilities that align with this - helping the Product Owner to understand product planning in an empirical environment, helping the Development Team create high-value products, and causing change that increases the productivity of the Scrum Team. As a coach, I would encourage a Scrum Master to work with the Scrum Team to figure out the best way to do this and to come to an agreement as to who's responsibility it is. I don't think that the team should rely on the Scrum Master for this, but I see no reason to say that it's not the Scrum Master's job if that's what the team agrees to.

In this situation, it's more important that the team determine how best to monitor their own progress and who ensures that the status is appropriately updated and made visible. Depending on the tooling used, there may be anything from little effort to extensive effort to monitor and track progress of the team. If the Scrum Master is dictating to the team (or the organization is dictating to the team) how to do work and who does it, that would be an agile anti-pattern.

@Thomas Owens From your view point if the team and the SM agree that the SM track the progress this is a a favor that the SM will do for the team to prevent them from distraction. But from the interviewers point of view tracking daily progress of the Dev team should be a SM responsibility and that is where I was not in agreement. The whole point to monitor the progress is for the SM to step in immediately coach the team if Sprint is not progressing as planned. ans he should jump in to coach the team.

Not really. It would not be correct to say: "The SM needs to track the burndown chart on a daily basis to monitor Dev Teams progress, so that he can be aware of how the team is performing and coach them accordingly."

Even if the Scrum Master begins taking on the job of tracking the progress, it could be temporary. Perhaps the responsibilities shift if the tooling is configured to provide the data that is needed with less effort, perhaps even automatically. Or perhaps the Scrum Master knows how to collect and analyze the data and teaches the team. I would strongly disagree with the interviewer that tracking progress is always a Scrum Master responsibility.

Regardless of who is tracking the progress, it should be visible. After all, one of the Scrum Values is transparency. If the Scrum Master observes trends or patterns, that may be useful to guide the coaching and facilitation efforts, depending on what, exactly, is observed.

A key attribute for a Scrum Master is being comfortable with allowing the rest of the Scrum Team to find their own way. Sometimes, this involves allowing failure to happen, so that the Scrum Master can facilitate discussion around it and help the Scrum Team learn and grow.

Asking a Scrum Master to "step in" whenever they see something occurring that is not ideal or may not be according to plan seems to relegate the SM role to an active manager of the team, which is an anti-pattern.

In addition, the active daily monitoring of team progress is reflective of a culture of mistrust. What conditions exist in the organization that cause others to not believe the Development Team can meet their forecast, or communicate when they are slowed down or impeded from meeting their Sprint Goal?

Since the tool is configured to not require daily maintenance, the "monitor" aspect is performed by the Dev Team during Daily Scrum at the minimum. What good does tracking progress do the for Scrum Master separately? The SM is not there to act as a Project Manager and relay status of progress to anyone external of the Dev Team, and the PO should be looking at it as well.

The subsequent Retrospective gives the Scrum Team the opportunity to improve how they work, so the coaching opportunity here is around helping them understand the "why" of their actions and decisions, while also support their decisions, needs, and desired change to become more self-organizing.

I feel the mentality behind that sentence is less about what I've described and more about ensuring any course correction is performed and influenced by the Scrum Master early and often, which I don't agree with.

Everyone above has said most of what I was thinking as I read through this. But one thing jumped out at me in the discussion between @Uma Tirukonda and @Thomas Owens. This is just my opinion but I have never shied away from giving my opinion before.