So what is the software coming down the pike?
As a certified SCRUM Master, I would agree that it could be non co-located at Maxwell, it would make the job much harder. Since a majority of the SCRUM Masters time is spent removing obstacles from the teams way and to facilitate the stand-up, being remote would make it a heck of a lot harder to remove the obstacles.
I would call that a reasonable salary in Montgomery.
And I'm with Larry -- the culture at NHQ is decidedly against remote work, and since the Scrum master is primarily a facilitator between people, they really need to be onsite.
The other question I'd be curious about is why Agile is involved at all in a situation like CAP which, again, I understood to be primarily contractors who are project-focused, when Agile is more suited for larger corporate environments.CAP has three missions and 1 primary personnel management system. How many competing priorities can there actually be (at this level), and why do they exist in the first place?It would seem the systems in place are either too complex for the task, too customized and lacking in standards to allow for walk-up contractors to tweak things, or too remote from the customer need to allow natural prioritiesto bubble up organically.(For example it seems like the tools unit CCs need to easily manage their units fall well behind WMIRS updatesand similar that seem to be more NHQ-focused, but yet those updates take ages to roll out or are never or only partially implemented, resulting in confusing systems that look like vintage computer museums).UX and UI is basically ignored, yet UX and UI design is where a lot of Agile takes place.Like any other management philosophy, there are arguments on both sides, but when you look at what Agile really boils down to, it always strikes me as more adhering to what would be normal best practices and natural project management, but since the corporate world always needs the "next honey pot" Agile is just in line after ISO, 6σ, Five-9s, Choas, PCI-DSS, 360, etc., etc.
BTW, do you know what our "1 primary personnel management system" actually is? I'm pretty sure you don't.Its not eServices.
Fair enough, since eServices isn't actually a personnel management system anyway.
So for education purposes, how many people are on IT staff at NHQ? Full time vs. contractor?
And how long has Agile been in place?And has it had a SCRUM Master from the start?
At the end of the day, the field isn't seeing much of value locally, so whether that's perception or reality is irrelevant to the people who think they are supposed to be the focus of the organization.
I think what we perceive as "no value to the field" is really a paradigm shift at HQ that hasn't been well explained to the field, and as such they're doing a lot of behind the scenes development to either bring a lot of existing apps into line with current development and UX/UI standards, redevelop back-end processes and data models, or prepare for requested apps and features down the road. So there may be a ton of work actually going on, but we're not seeing it because there is no window into the workshop.
Is that salary in line with local market rates in Montgomery? Seems low to me, but I'm in the Nashville job market.
In my area, which has a reasonable cost of living, a Scrum Master would make $100K+, so I'm surprised by the salary as well.