I'm a member of a Scrum team in a matrix managed organisation (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 reasonably 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 swiveling 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 skeptical 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 i.e.:

1. The scrum master seems ineffective
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?

I'm a member of a Scrum team in a matrix managed organisation (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 (QA and business analyst) functions on this team. (I believe Anne has worked primarily in 'traditional' e.g. waterfall based projects before this.)

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 reasonably 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 swiveling 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 skeptical 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 i.e.:

1. The scrum master seems ineffective
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?

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 recognize that we have to work within the Agile/Scrum framework even so. And from my subjective assessment Anne seeks to do as little as reasonably 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 swiveling 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 skeptical 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 i.e.: 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?

I'm a member of a Scrum team in a matrix managed organisation (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 reasonably 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 swiveling 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 skeptical 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 i.e.:

1. The scrum master seems ineffective
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?

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?

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 recognize that we have to work within the Agile/Scrum framework even so. And from my subjective assessment Anne seeks to do as little as reasonably 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 swiveling 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 skeptical 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 i.e.: 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?