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I'm a member of a Scrum team in a matrix managed org (as a QA, my actual boss is the QA Manager who has other QAs in other scrum teams as well, but day-to-day I report progress/blockers etc to the Scrum team with its own Scrum Master for this particular project). Our stand-ups happen in our "team pod" as that's where the scrum board is etc.

One of the other members - Anne - of this Scrum team is my peer in that we have a similar level of expertise, seniority etc but report to different managers. We carry out similar but parallel functions on this team.

Anne has made many negative comments about Agile/Scrum e.g. it's "too much talking and not enough doing", "process at the expense of results" etc. I actually can't really disagree with Anne, but I recognise that we have to work within the Agile/Scrum framework even so. And from my subjective assessment Anne seeks to do as little as resonably possible.

My problem: as the daily stand up (and other ad-hoc team meetings etc) is held in our team area, Anne doesn't stand up with the rest of us -- she sort of appears in the circle of people, but just by swivelling a chair round. Then she actively disengages with the stand-up e.g. looking at her screen and typing a response to emails whilst other people are giving their updates. Occasionally she does stand up and 'engage' but making it clear that she looks down on the whole process e.g. examining fingernails during someone's update or brushing dirt off her jeans etc!

Essentially it's clear that Anne is sceptical and dismissive of the whole Scrum process, and lets that show.

I know the Scrum Master must have observed this, because it's obvious 3/5 days a week at least.

As a member of this team what can I do from this point? I am finding it really demotivating from at least 2 points of view ie. 1) scrum master seems ineffective and 2) why should I care (I'm also a Scrum-cynic) if Anne doesn't and faces no consequences, maybe just because I'm newer to the org than Anne?

Generally, if the following are true about an employee you observe performing unsatisfactorily:

• the employee doesn't report to you; you have no supervisory or performance responsibility for them,


• the employee's performance is not directly impacting your own deliverables,


• Others who do have responsibility for the employee are already aware of their actions or issues,

then the best thing you can do is nothing. Focus on your own work and your own performance. Let the management staff responsible for Anne take the actions they deem appropriate.

This may seem like an unfortunately passive approach, but in reality, there will often be poor performers on any team, it's a valuable skill to be able to focus on your own work despite their outcomes.

I know the Scrum Master must have observed this, because it's obvious 3/5 days a week at least.

As a member of this team what can I do from this point?

You should keep doing your good work and performing professionally during stand-ups (as you are already doing).

As you are not this person's manager nor scrum master there is nothing you should be trying to fix or correct on them. You say your master most likely has noticed this attitude, so on that matter I would leave it be and let your master determine how to handle or approach this person.

why should I care (I'm also a Scrum-cynic) if Anne doesn't and faces no consequences, maybe just because I'm newer to the org than Anne?

You should care because you value your job, as well as the level of professionalism and quality of the work you deliver.

I know this person's attitude may be a bit demotivating, but I suggest you don't compare to others in terms of the quality of the work you have to do. Instead, try focusing on your own professional development, and chose to keep doing a good job.