The Scrum Master's Roles – How to adopt the right stance to team phases? | Will Jeffrey | Skillshare

The Scrum Master's Roles – How to adopt the right stance to team phases?

Will Jeffrey, Professional Agile Trainer

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13 Lessons (53m)
    • 1. Welcome

    • 2. Misunderstood postures of Scrum Masters

    • 3. The 8 postures of great Scrum Masters

    • 4. > The Servant Leader

    • 5. > The Coach

    • 6. > The Facilitator

    • 7. > The Teacher

    • 8. > The Mentor

    • 9. > The Manager

    • 10. > The Impediment Remover

    • 11. > The Change Agent

    • 12. > Summary

    • 13. Matching Scrum Master postures to team phases


About This Class

The role of a Scrum Master is one of many stances and diversity.

What are the wrong ones? What are the ones we want to adopt? When, and how to apply them?

The intent of this course is to answer these questions, and provide you with the sufficient knowledge to become a better Scrum Master.

You will learn what preferred stance to adopt, according to the situation and, according to the maturity of your team.

With this course, you are on your way to become a great situational Scrum Master!

Course Plan:

  • Misunderstood postures of Scrum Masters: To become a great Scrum Master, you need to know what is really expecting from you. This part describes some roles that are not really provided for in the Scrum guide

  • The 8 postures of great Scrum Masters: A great Scrum Master is aware of the 8 expected postures,  and knows when and how to apply them, depending on situation and context. 
  • Matching Scrum Master postures to team phases: Teams have different phases, and for each of them, a great Scrum Master needs to know which right postures to adopt.


  • Scrum Mastery: From Good to Great Servant Leadership - Geoff Watts
  • The 8 Stances of a Scrum Master - Barry Overeem 
  • Elastic Leadership: Growing self-organizing teams - Roy Osherove
  • Scrum Shortcuts without Cutting Corners: Agile Tactics, Tools & Tips - Ilan Goldstein
  • Coaching Agile Teams - Lisa Adkins


1. Welcome: the role of a scrum master is one of many postures and diversity. What are the wrong ones? What are the ones we want to adopt, when and how to apply them? The intent of this course is to answer these questions and provide you with the sufficient knowledge to become a better scroll Master, you will learn what preferred stands to adopt according to the situation and according to the maturity of your team. With this course, you are on your way to become a great situational scrum master. 2. Misunderstood postures of Scrum Masters: all too often the scrum master role is misunderstood. Some expect him to assume a role that is not really provided for in the scrum guide. Describe taking notes during scrum events, writing down the entire Sprint plan, daily plan, refinement discussions and retrospective commitments. I've actually experienced a customer that expected the scrum master to act as described for four hours per week, a secretary planning all the scrum events and everyone's agenda responsible for keeping the team's schedule with holidays and gays off up to date. The coffee clerk There's nothing wrong with getting coffee for your team members. This is very collegial. But if your main purpose during the day is providing the team with coffee, then you're missing the point of being a scrum. Mestre the scrum Police rigorously following the rules of scrum without any empathy for the team's current situation in context. If you're not acting according to the scrum guide, you're doing it wrong, period. The team boss, the so called servant leader but actually just the boss of a team, the boss who hires and fires the boss, who decides if someone deserves a salary, increase the admin if you need a change injera, TFS or any other tool? The scrum master is your friend. He or she knows every workflow by heart. The chairman. Every morning the team provides a status update to the chairman of the Daily scrum. This offers the scrum master the necessary information to write the daily status report to his or her superiors. A superhero. It's a bird, It's a plane! It's the super scrum Master, solving all your impediments before it actually even was an impediment. The hero is addicted to the adrenaline of solving problems. It's not about the team. It's about increasing his status as a hero. These misunderstandings air good example how easy it is to get wrong with a scrum master role. 3. The 8 postures of great Scrum Masters: the role of a scrum master is one of many postures and diversity. A great scroll master is aware of them and knows when and how to apply them. Depending on situation and context. Everything with a purpose of helping people understand and apply the scrum framework better . A great scrum master needs to adopt different postures regarding the situation. He acts as a servant leader whose focuses on the needs of the team members and the people. They provide value to the customer with the goal of achieving results in line with the organization's values, principles and business objectives. He acts as a facilitator by setting the stage and providing clear boundaries in which the team can collaborate. He acts as a coach, coaching the individual with a focus on mindset and behaviour, coaching the team and continuous improvement and coaching the organization and truly collaborating with the scrum team. He acts as a manager responsible for managing impediments, eliminate waste, managing the process, managing the team's health, managing the boundaries of self organization and managing the culture. He acts as a mentor that transfers agile knowledge and experience to the team. He acts as a teacher to insurance chrome and other relevant methods are understood and enacted. He acts as an impediment remover, solving blocking issues to the team's progress, taking into account the self organizing capabilities of the development team. He acts as a change agent to enable a culture in which scrum teams can flourish. Each posture or stance will be described in depth in the following sections. 4. > The Servant Leader: servant leadership is fully in line with the scrum values of courage, openness, respect, focus and commitment. It's the backbone of the scrum master roll and therefore the most obvious one to describe. First in this part, I'll describe what servant leadership is about the connection with the agile manifesto and how the scrum master acts as a servant leader. Servant Leadership is a philosophy and a set of practices that enrich the lives of individuals to build better organizations and ultimately create um or just in caring world . It's a transformational approach to life and work that has the potential for creating positive change throughout our society. Servant leadership focuses on collaboration, trust, empathy and the usage of power. Ethically servant leadership is about serving others, not yourself, not leading by title leadership that endures helping people develop and perform as highly as possible. Selfless management of team members, promoting genuine team ownership and harnessing the collective power of a team. Robert K. Greenleaf, the originator of the term servant leadership, describes a servant leader as the servant leader is serving First. It begins with the natural feeling that one wants to serve, then conscious Choice brings one to aspire to lead. The best test is. Do those served grows persons? Do they, while being served, become healthier, wiser, freer, more autonomous, more likely themselves to become servants? And what is the effect on the least privileged in society? Will they benefit or at least not be further deprived? The servant leaders objective is to enhance and increase teamwork and personal involvement . They created participative environment, empowering employees by sharing power and decision making. A servant leader focuses on building a foundation of trust, stimulates empowerment and transparency. Encourages collaborative engagements. Is an unblock ER and empathetic person. Able to truly listen shows ethical and caring behavior. Putting others needs first is humble, knowledgeable, positive, social and situational. E aware. The characteristics of servant leadership can also be found within the agile manifesto. The values, individuals and interactions over processes and tools and customer collaboration over contract negotiation clearly emphasized the focus on collaborative engagements, serving others the team members and not yourself and boosting team performance by supporting individual growth. Principles of the agile manifesto that also characterized servant leadership are build projects around motivated individuals, give them the environment and support they need and trust them to get the job done. Business people and developers must work together daily throughout the project. The scrum guy describes the scrum master as the servant leader for the scrum team. A scrum master is not master of the team but a master at encouraging enabling and energizing people to gel as a team and realize their full potential. A scrum master is a servant leader whose focuses on the needs of the team members and those they serve the customer with the goal of achieving results in line with the organization's values, principles and business objectives. The scrum Mestre leads by example by respect and by the ability to influence the organization for the scrum team. At its effectiveness, the scrum master should also lead by values by courage and commitment, but also by stubbornness stubborn by having strong beliefs in the intention to change the organization as a servant leader, the scrum master is responsible for setting up scrums, a servant process, not a commanding process, guiding the development team towards self organization, leading the team through healthy conflict and debate teaching, coaching and mentoring the organization and team, and adopting and using scrum shielding the team from disturbance and external threats, helping the team make visible, remove and prevent impediments. Encouraging, supporting and enabling the team to reach their full potential and abilities. Creating transparency by radiating information via, for example, the product backlog and sprint backlog daily scrum reviews in the visible workspace and ensuring a collaborative culture exists within the team. Servant leadership proves to be the backbone of the scrum master role. It's philosophy and practices, increased teamwork and create an environment in which individual growth can flourish and endure. As a servant leader, the scrum master can help the team act upon the scrum values of courage, openness, respect, focus and commitment and realize their full potential. 5. > The Coach: the scrum master is often considered a coach for the team, helping the team do the best work taken to reach the Sprinkle. I'll describe what coaching is about and share the three perspectivas chrome master can use when acting as a coach. Here's a definition of what is Coaching. Coaching is unblocking a person's potential to maximize their own performance. It is helping people to learn rather than teach them a scrum master can use habits to check if she or he is doing coaching. In a way, the chances of success will be the highest. These habits are lead by example. This means living by the values and principles. There's pounds, as well as applying the tools and techniques they noted themselves into their work. Begin with the end in mind. A coach works backwards from the goal to figure out the most effective and efficient way of getting from a to B set a sustainable pace. A coach stays calm when others around them lose their heads. Think with your head and feel with your heart. Coach balance is thinking and feeling the apply a logical thinking as well as empathy when solving problems, pull not push a coach waits and is always ready when someone asks for help. Coach creates an offers learning opportunities instead of thrusting their ideas, advice and views on to others. Talk less, listen more. A coach postpones judgment on what they hear and let's others talk while they listen. With care flow like a stream. A coach's patient, pragmatic and present to describe the scrum master as a coach, three different perspectives can be used. The individual, the team and the organization coaching the individual with a focus on mindset and behaviour , the team and continuous improvement in the organization and truly collaborating with the scrum teams do. Take this quote by Lisa Adkins into account. Coaching is not about giving advice, but about supporting people to come up with their own solutions. If you ask the right questions, they always will coaching the individual. Explain the desired mindset in behavior, help individuals see new perspectives and possibilities. Influence the individual team members to use scrum well, help each person take the next step on his work. Gradual journey. Coaching the team stimulated mindset of continuous improvement. Created learning culture support the team in problem solving and conflict resolution. Coach the team to develop, to the point that members learn how to best learn from one another. Change the attitude, mindset and behaviour that restrict the team from doing scrum well. Coach the team in giving each other open and honest feedback. Coaching the organization. Help the organization achieve astonishing results by delivering high quality valuable products. Coach the entire organization and doing product management with a focus on continuously adding business value support and encourage collaboration and cooperation with this room teams. This section contains the three perspectives you can use to describe the scrum master as a coach coaching the individual with a focus on mindset and behaviour, the team in continuous improvement and the organization and truly collaborating with the scrum teams. 6. > The Facilitator: the scrum master serves as a facilitator to both the product owner in the development team . I'll describe the definition of a facilitator, the misunderstanding and the characteristics of a great facilitator. What is a facilitator? Someone who helps a group of people understand their common objectives and assists them to plan how to achieve these objectives. In doing so, the facilitator remains neutral, meaning he or she doesn't take a particular position in the discussion. Key elements of this definition and other available definitions are help and enable others in achieving their objectives. Be content neutral, not taking sides. Support everyone to do their best thinking and practices, promote collaboration and try to achieve synergy. Provide charismatic authority. Quite often, when I asked people to describe the scrum, Master is a facilitator. The only answer I get is that the scrum master facilitates the scrum events. Sure, the scrum master is responsible for the scrum process and should support the team in optimizing their process. The scrum events are an important part of the scrum process and although the scrum master isn't obligated to attend all the scrum events personally, he should ensure that the spring is used as a time box during which had done usable and releasable increment is created that the daily scrum is used for daily inspection of the team's progress toward the sprint goal that the sprint planning meeting is used as an event for the team to discuss, plan and agree on a forecast for the product backlog items. They're confident they can complete in order to support the goals and strategy of the product owner. That the Sprint Review is used for a demonstration and inspection of the developed increment and adaptation of the product backlog if needed, That the Sprint retrospective is used as an event during which the team inspects and adapts their practices and processes to improve key issues that are impeding the team's progress. The biggest misunderstanding is that facilitating the scrum events is the only thing a scrum master should do is a facilitator. A great scrum. Master, however, understands that facilitation can be far more powerful, has described in the definition of a facilitator. This is someone who helps a group of people understand and achieve their objectives by promoting collaboration, optimizing the process and creating synergy within the team. Given this context, facilitation encompasses far more than only hosting the scrum events. In his book Scrum Mastery, Geoff Watts describes facilitation as the underpinning skill in behavior of the scrum master at all times. Scrum masters are of service to the goals of the team, the product owner in the organization and if those girls conflict, they think of the long term implications and the messages. Any compromise will send a scrum Master should facilitate relationships, collaboration and communication both within the team and the team's environment. Facilitate the scrum process and the continuous improvement of the process. Facilitate the integration of the scrum team into the entire organization. Facilitate the scrum events to be purposeful and effective. Facilitate the team in achieving their personal objectives. Lisa Adkins offers a good description in her book Coaching Agile Teams. A scrum master should facilitate by creating a container for the team to fill up with their ideas and innovations. The container, often a set of agenda questions or some other life wait and flexible structure, gives the team just enough of a frame to stay on their purpose and promotes an environment for richer interaction, a place where a fantastic ideas can be heard. The coach creates the container. That team creates the content so a scrum master should facilitate by setting the stage and providing clear boundaries in which the team can collaborate to discuss their ideas. Other characteristics of a great facilitator are designs and leads a meeting with the responsibility to help the team reach its goals and objectives, asks powerful questions to provide new insights and perspectives. Listens to understand instead of listening. To act. Creates a strong team instead of creating strong individuals. Helps things to happen instead of making things happen, knows how to use light touch facilitation. Every scrum event has a specific purpose that answers the question. Why do we do this meeting anyway? A great facilitator should ensure the goal of every event is clear, a lightweight structure is offered and the team achieves the purpose of the event. The earlier described goals of the scrum events are still relevant, but by a great facilitation. The scrum master succeeds in getting more value out of every event. Characteristics of well facilitated scroll events are the daily scrum contains an atmosphere where healthy peer pressure occurs on delivery, quality, commitment and addressing impediments. The Sprint planning is all about collaboration between the product owner and the development demon has a strong focus on delivering business value. All team members understand the work and jointly agreed to achieve the sprint goal. The Sprint review is an energizing event in which the scrum team, sponsors and stakeholders together inspect the product increment and backlog, but also retrospect their collaboration and how this can be improved. They act as one team with the same purpose. There are no barriers between client and supplier. The Sprint retrospective takes place in a safe atmosphere in which the elephant in the room is addressed, discussed and turned into actionable improvements that the team members agree upon. Realizing in the next Sprint summarized Great facilitation is about serving the team without being their servant, helping the team make decisions and reach consensus that sticks, addressing difficult attitudes, dysfunctional behaviors and unproductive attitudes that keep meetings from achieving their outcomes. Being a keen observer, stepping back as soon as you can support their continuous self organization, helping the team get quality interactions, knowing when to interrupt the team, delivering questions and challenges. Mastering these facilitation skills requires time, practice and continuous introspection and improvement. But taking the possible results of great facilitation into account, it's definitely worth the effort 7. > The Teacher: I'll describe in this section the definition of a teacher, the theoretical viewpoint and some practical examples of what a scrum master should teach what is a teacher. The most straightforward definition I've found is someone who helps others learn new things . Teaching is about imparting knowledge or skills and instructing someone as to how to do something. According to the scrum guide, the scrum master is responsible for ensuring scrum is understood and enacted. Scrum masters do this by ensuring the scrum team adheres to scrum theory practices and rules. They guide the team back to agile practices and principles when they stray with teaching. The primary focus for the scrum master is the development team in product owner, but the scrum master should also ensure a scrum is understood by everyone else involved with the scrum team. So what could a scrum master teach in the first week with a new team? I always bring the team back to the heart of agile and scrum. I learned them about the Y in one of the agile mind set Scrum Framework XP in Kon Bon. Although some team members might have quite a lot of agile experience, it's about getting on the same page, explaining the agile manifesto and emphasize that product development is based on assumptions. The customer knows what he wants, the developers know how to build it and nothing will change along the way. In reality, the customer discovers what he wants. The developers discover how to build it and things change along the way. Using scrum can be compared with playing chess. You either play it by the rules or you don't scrum and chest own, fail or succeed there either played where they're not. Those who play both games and keep practising may become very good at playing the games. In the case of chess, they may become grandmasters. In the case of scrum, they may become very good development organisations cherished by their customers, loved by their users and feared by their competitors. Some teams start using scrum, leaving out some of the parts of the framework, for example, doing a daily stand up twice a week, mixing up the different roles and skipping the retrospective. If the team thinks this is wise to dio, that is okay. But the scrum master should teach them the consequences and emphasize that they're not doing scrum. Nowadays, a lot of good practices have become strongly intertwined with the core of scrum teaching the team. The differences is useful examples of good practices air using story points, doing the daily scrums standing or using a burn down chart for tracking visual progress. All good practices, but not mandatory. Considering the core of scrum, the team should be aware of the prerequisites of teamwork. What does it take to be a team? What does it mean to be a team? I sometimes ask the team to share some personal experiences they've had with the teams. They have been part of what was the worst team and why. What was the best team? Why a powerful exercise to create a shared identity of setting up a team manifesto. This is also the part where the product owner comes along. Probably the team was created with the purpose, for example, to build a new product. It's crucial that team knows and understands the vision that product owner has with his or her product. The team can only make the right decisions if they understand the purpose of the product. A clear vision basically acts as a lighthouse for the development team necessary in difficult times. As the agile manifesto says, the best architectures, requirements and designs emerged from self organizing teams. A self organizing team is a group of motivated individuals who work together toward a goal , have the ability and authority to take decisions and readily adapt to changing demands. A scrum master, as the promoter of scrum and self organization should consider how to help a team work out their problems themselves and offer any tools, trainings and insights on how to best do this asked the team to expect that the people around them will completely fulfill their role. Anything less is an impediment. Teach them how the three rules complement and interact each other. The product owner wants to build the right thing. The development team wants to build it right in the scrum. Master wants to build it fast. A great team knows how to balance these different interests in scrum. An impediment is anything that keeps the team from being productive. It's the job this grow master to ensure impediments are being removed. This room master only removes impediments that exceed the self organizing capabilities of the development team. Otherwise, it's not really an impediment, just a problem that team needs to fix by themselves. Transparency is one of the pillars of scrum. It is crucial for inspection, adaptation and self organization. Therefore, the need for visualizing progress is also obvious. Without it, self correction is quite difficult to achieve. It is up to the development team to choose what to visualize in how visualizing the product and sprint backlog is a good practice. I definitely encourage other practices for visualizing progress or improve collaboration. Are burned down charts setting up a board with impediments and improvements showing the availability of the team members were creating a sprint calendar that shows all the events and meetings. The scrum master should teach the product owner how to create a product backlog, how to order it based on priority, value, risk and dependencies and how to involve the entire team with managing the backlog. The scrum framework can be quite disruptive. For some organizations, it causes changes that some people might find difficult to cope with. Explaining the purpose of scrum and the need for some changes is important to create mutual understanding and build a foundation that ensures the changes truly stick. Don't take it all too seriously. Having fun helps to cope with difficult situations, strengthens collaboration and build a healthy team. Spirit. Therefore ensure having fun is part of a team's daily routine. This section contains some examples of what a scrum master could teach the development team , product owner and organization. The most important lesson I've learned is don't try to teach the team everything up front, give them the opportunity to fail and learn from their own mistakes. Remember, mistakes are the portals of discovery. 8. > The Mentor: in this section, I'll describe the definition of a mentor, coaching versus mentoring and the Shoe Hari way of thinking. The most straightforward definition I've found is a mentor is a wise and trusted counselor or teacher. Coaching is unlocking a person's potential to maximize their own performance. It is helping people to learn rather than teaching them. It is helping someone to see new perspectives and possibilities for coaching. Being a subject matter expert isn't necessary. It may even be a pitfall for mentoring, however. Having in depth knowledge is important. Coaching agile teams takes on the combination of coaching and mentoring You're coaching to help someone reach for the next girl in their life. You are also sharing your agile experiences and ideas as you mentor them, guiding them to use agile well in this way, coaching and mentoring or entwined with each other. Combined, they provide a powerful combination. Mentoring transfers, your actual knowledge and experience to the team as that specific knowledge becomes relevant to what's happening with them. Each side coaching and mentoring is useful and can be powerful on its own. Together, they're a winning combination for helping people adopt Angela and use it well. The context of agile makes you a mentor. The focus on team performance makes you a coach. Both parts of the equation come together to make casual come alive and bring it within their grasp. In the context of mentoring, the concept of Schoharie is also relevant. To mention Schoharie is a way of thinking about how you learn a technique. It describes the progression of training or learning. The name comes from the Japanese martial arts and Alistair Coburn introduced. It is a way of thinking about learning techniques and methodologies for software development. When learning something new, everyone goes through these three stages. Ultimately, it should result in the student surpassing the master, the mentor, both in knowledge and skill. In this first stage, the student follows the teachings of the master. Precisely the rules air followed until they're really understood. The scrum master will mostly act as a teacher. As a teacher, he shares knowledge or skills and instructs someone is how to do something. Examples are teaching the core of scrum and explaining the purpose of the different roles, artifacts and events. In this stage, the students starts to reflect on the rules, looking for exceptions and breaking the rules. He understands and can use the basic practices and now starts to learn the underlying related principles. He also starts learning from other masters and integrates that learning into his practice as a coach. The scrum master will offer the students seeing new perspectives and possibilities. They will coach them, taking the next step in their annual journey. During the re stage, the rules air for gotten as the student has developed, mastery and grasp the essence and underlying principles. The student isn't learning from other people anymore, but from his own practice, he has become the new rule in the agile context. The student truly understands all the principles and knows when to use a certain practice. Given the context of the situation as an advisor or mentor, the scrum Master Connect is a counselor and give advice whenever the student asks for it. As a scrum master, it's useful to be aware of the shoe Hari stages. Every team member can be on a different level and this will continuously change. Therefore, the scrum master should change his style as well, from teaching to coaching to advising to match the team. Schoharie stage the scrum Master certainly is not always the appropriate mentor for every team member. As mentioned before a mentor has in depth, knowledge and experience of a certain topic. It might be that another team member happens to be the ideal mentor or someone from outside the team. A great scrum master has a keen eye for potential student mentor relationships and knows how to establish them all with the intention to build a great team and help individuals flourish in their personal growth. 9. > The Manager: in this section, I will describe the different between management and the manager, horizontal and vertical management and the responsibilities of the scrum master. As a manager. The most straightforward definition I've found is a manager is an individual who is in charge of a certain group of tasks or a certain subset of the company. There is a difference between management and manager. Management is an activity. The manager is a role. Management is an activity will always be present within organizations. Otherwise, organizations will always have managers executing these activities. The difference with traditional organizations is the way management is done with an agile organizations. Management as an activity has done horizontal instead of the vertical approach. Traditional organizations used with specific management positions organizations that apply vertical management. The purpose is making money for the shareholders. Have individuals compete for promotion managers, assigned tasks, managers assess performance Communication is top down, while organizations that apply horizontal management exists with the purpose of delighting their customers. Making money is the result, not the goal of the activities. It supports. Enabling over control, stimulates innovation and focuses on horizontal communication Organizations that embrace agile, apply horizontal management within these organisations. The teams manage themselves. They make their own decisions about their work and manage the execution. Team members have a strong drive to cooperate and know that unless all succeed in their part, none will succeed in the hole. The team shares a common purpose through release, sprint and team goals, keywords, air trust, transparency, open communication, collaboration, ownership, learning and collective commitment. When you compare horizontal management to a scrum team, they can be viewed as a team full of managers. The development team manages their work. The product owner manages the product vision, roadmap and return on investment. The scrum master manages the process and impediments that exceeds the team's ability of self organization. What is this groom Master, as a manager responsible for removing impediments that limit the efficiency and progress of a development team in areas that are beyond the reach of self organization of a development team. Support the team in optimizing their process. Facilitating teams, keep the scrum events to purposeful and effective ensure that people teams and the organization realized the highest benefits from using scrum, create a trusting environment with quality interactions between the team members and support the team and achieving their personal objectives. A scrum master manages the boundaries that Scrum provides to augment self organization time boxing to limit risk focused efforts. Cross functional collaboration releasable results validated learning, making room for failure. Managing the cultural change necessary to give the teams the opportunity to flourish. Management continues to be an important activity for organizations and the role of the manager is still valid and valuable. However, a crucial indicator of management and agile organizations is the fact it's done horizontal instead of the vertical management execution in traditional organizations in horizontal organizations, teams manage themselves in this environment. The scrum master can be considered the wise leader that engages people through organisational purpose. Envision by identifying wasteful activities, eliminating waste, removing impediments and managing the maximization of scrum, he optimizes the value of management to the organization and its Juergen. A pillow puts it. Management is too important to leave To the managers. Management is everyone's job 10. > The Impediment Remover: in this section, I will describe the most common definitions and examples of an impediment the scrum master as an impediment remover and tactics to deal with impediments. By doing a bit of research, I found quite a few good definitions. An impediment in scrum is a factor that blocks the development team in its creation of a valuable piece of software in a sprint where that restricts the team in achieving its intrinsic level of progress. Problems that go beyond the self organization of the development team, an event that impedes any of the developers from working to their anticipated sprint capacity. Some nice quotes about impediments are a good scrum. Master creates an environment where raising impediments can occur. A great scrum master creates an environment where creativity can occur. A good scrum master will push for permission to remove impediments to team productivity. A great scrum master will be prepared to ask for forgiveness. Now that you've read the most common definitions of an impediment, you probably want some tangible examples. Therefore, you'll find some examples of possible impediments below illness of team members on foreseen and undesired changes in team composition issues with the tooling of the development team. Scarcity of skills, lots of technical death, problems with suppliers, unavailability of the product owner, undesired pressure from management conflict between team members, lots of unimportant meetings. The development team has to attend restrictions to the team environment. An indecisive product owner. According to the scrum guide, one of the scrum master Services to the Development team is removing impediments to the development teams progress As a servant leader, the scrum master guides the development team towards self organization and cross functionality. The scrum Mestre encourages supports that enables the team to reach their full potential and abilities. To achieve all this, the scrum master should make conscious decisions about removing impediments questions to consider our Is it really an impediment or is it something that development team can resolve themselves? Do we actually need to remove this impediment? What is the real problem here? It is important to realize that they're given examples of possible impediments. Do not have to be impediments. Something will only become an impediment when it exceeds the self organizing capabilities of the team. Scarcity of skills might be become an impediment. But trust the self organizing character of the development team to think of other options themselves. Maybe a team member is eager to learn the desired skills and sees this as a great opportunity. In addition, a conflict between team members doesn't have to be an impediment. Let them have an intense discussion with each other. It is up to the scrum master to leave the team through healthy conflict and debate. Eventually, this will lead to an even stronger team. A scrum master should create an environment where the development team feels safe to raise impediments respecting the self organizing capabilities of the team. This from master should encourage the team in trying to solve their own problems, even better, preventing something to become an impediment at all. Removing impediments can be a challenge below. I shared some tactics and ideas that a scrum master can consider when facing impediments. Don't wait until the daily scrum to raise an impediment. Sure, one of the suggested daily scrum questions is you won't see any impediment that prevents me or the development team from meeting the sprint go. However, that doesn't mean that the development team can only discuss impediments during the daily scrum. A clear sprint goal is a useful instrument to determine if something is truly an impediment . If something prevents the team from achieving the sprint goal, then it is definitely an impediment. A block effects only a single task, whereas an impediment acts like a parachute, slowing down overall progress. Quite often, the development team can fix blocks themselves were, as impediments need to be fixed by the scrum master improve transparency by using an impediment board. This can be a simple flip over where the impediments are visualized and some swimming lanes like to dio in progress done in the status is transparent for everyone. Of course, you can also add the impediments to the existing scrum board. Visualizing the status and increasing the transparency here by is the most important. Keep track of fixed impediments. This will provide great input for the Sprint review in spring retrospective. A scrum masters should understand the organization's culture. He should understand how things are done in the organization. By choosing the right approach, difficult impediments can be tackled easier. Be prepared to ask for forgiveness afterwards when you need to take bold decisions to ensure the development teams productivity. Quite often, impediments will be related to product management and collaboration with stakeholders and suppliers. The product owner is a key player on this area. Therefore, ensure a healthy relationship with the product owner with impediments. Scrum masters need to resist the desire to fix it, solve it and offer solutions. They should focus on the real problem, not the first problem. Ask questions to understand the situation. Check if it is really an impediment or a learning opportunity for the development team. By doing some research and thinking of my own, I have created a brief description of the scrum master as an impediment remover. Given the amount of available material, it's clearly an important part of the scrum master's role. My main lesson learned is to respect the self organizing capabilities of the development team. Considering every minor issue, an impediment that needs to be resolved by the scrum master does not help. The development team grew as a whole. It is about continuously finding the right balance between preventing war fighting a fire 11. > The Change Agent: in this section, I will describe the most common definitions the characteristics of a scrum friendly culture and the scrum master as a change agent. Some good definitions about a change agent are a person who helps an organization transform itself by focusing on organizational effectiveness, improvement and development. People who act as catalysts for change within the context of scrum Geoff Watts describes the role of the scrum master as a change agent As a good scrum master helps a scrum team surviving an organisation's culture. A great scrum master helps change the culture so scrum teams can thrive. The short answer to describe the characteristics of a scrum friendly culture is to refer to the agile manifesto, although acknowledge these values and principles as valid characteristics. I also consider a scrum friendly culture to be an environment that values team success over individual success. Stimulates team members, toe hold themselves and others accountable, promotes continuous improvement and experimentation, appreciates everyone for their unique talents and skills values. Behaviour over achievements puts The customer at the center of its operations considers the active planning more useful than the actual plan. Support stable team composition over a longer period to increase performance invites and inspires employees to get the most out of themselves. Thrives on self discipline where trust and ownership is given to employees. Helps employees succeed by giving support, trust and guidance. Replaces temporary comprehensive documentation with face to face communication values products instead of projects and delivers business valued by small co located cross functional and self organizing teams. To enable a culture in which scrum teams can flourish, the scrum master should act as a change agent. The scrum master helps creating an environment that allows the spirit of scrum to thrive. The scrum guy defines this part of the scrum master role. Is serving the organization in leading and coaching the organization in its scrum adoption planning. Scrum implementations within the organization Helping employees and stakeholders understand in an act scrum and empirical product development causing change that increases the productivity of this groom team and working with others grow masters To increase the effectiveness of the application of scrum in the organization. As a change agent, the truly great scrum masters become visible. These air scrum masters that know how to shift the status quo and help create a more suitable environment. They know when to be disruptive and went to be careful. The understand organizational changes can take a longer period of time. However, their willingness to change access a Ca Talese's to drive the organization forward. The strength of scrum is making bottlenecks and problems visible. Great scrum masters create support within the organization to truly resolve these dysfunctions everything with the ultimate goal of creating a culture in which scrum teams can thrive. 12. > Summary: as mentioned before the scrum master has the potential of being a valuable asset for every organization to optimize its contribution. The scrum master should act as a servant leader whose focuses on the needs of the team members and those they serve the customer with a goal of achieving results in line with the organization's values, principles and business objectives. Facilitator by setting the stage in providing clear boundaries in which the team can collaborate coach coaching the individual with a focus on mindset and behaviour, the team and continuous improvement and the organization and truly collaborating with the scrum team manager responsible for managing impediments, eliminating waste, managing the process, managing the team's health, managing the boundaries of self organization and managing the culture mentor that transfers agile knowledge and experience to the team teacher to insure Scrum and other relevant methods are understood and enacted. Impediment remover solving blocking issues to the team's progress. Taking into account the self organizing capabilities of the development team and lastly change agent to enable the culture in which scrum teams can flourish. I hope you have enjoyed this course and it helped create a better understanding of the scroll master role 13. Matching Scrum Master postures to team phases: in this part, I'll explain the different phases a team can have and which scrum master postures air relevant for each of them these phases or how escrow master decides which leadership type is required for the current team. The question which leadership type is right should be asked on a daily basis because teams can flow in and out of these phases based on many factors. Whatever the team phase, the scrum master has to be ready to adopt three postures at any time a servant leader because servant leadership proves to be the backbone of the scrum master role. An impediment remover because according to the scrum guide, it's an important part of the scrum. Master's role and impediments may happen any time and a change agent because it's a continuous concern for the scrum master. In addition to these, scrum masters have to adopt specific postures depending on their current team phase. Let's discuss it. Survival sounds dramatic and is is alarming. As it sounds, it doesn't necessarily mean coffee stained carpets and a sleepless staff. I defined survival as your team. Not having enough time to learn in order to accomplish your goal is a scrum master coaching people to grow, you need to make time to learn, and your main strategy or instinct during this phase is to get the team out of the survival phase by creating slack time. In order to get slack time, you'll most likely need to use a command and control style of leadership by adopting a manager posture. In a nutshell. The survival phase means no time to learn constantly putting out fires later and over committed. You can tell your in the learning phase when your team has enough slack time to learn and experiment and you're using that slack time. Slack time can be used for learning new skills, removing technical debt or, better yet, doing both at the same time learning and gradually implementing test driven development with people who have no experience enhancing our building. A continuous integration cycle with people who have no experience enhancing test coverage with people who have no experience learning about in re factoring code with people who have no experience. In short, you slack time to do anything constructive and tack on the phrase with people who have no experience at the end of the sentence. Your main goal is a scrum master. In order to achieve your overall role of growing people is to grow the team to be self organizing by teaching and challenging them to solve their own problems. In order to achieve that, you need to become more of a coaching leader with the occasional intervention of the controlling teacher. For those cases, when you don't have enough flak timeto learn from a specific mistake. In a nutshell. The learning phase means enough slack time, slack time used for deliberate practice. Mistakes are allowed. Delegation. You can tell your in the self organizing phase if you can leave work for a few days without being afraid to turn off your cell phone and laptop. If you can do that, come back and find that things were going well. Your team is in the unique position of solving their own problems without your help. Your goal in the self organizing phases to keep things as there by being a facilitator and keep a close eye on the team's ability to handle the current reality. When the teams dynamics change, you can determine which leadership style you need to use next. The self organizing phase is also a lot of fun because this is the phase where you have the most time to experiment and try different approaches, constraints and team goals that will develop your team. This is the point where you have time to do the things that matter most. As an agile leader, you have a vision. If you're always keeping your head down, you can't look up and see if your team is going in the right direction. In a nutshell. The self organizing phase means team is skilled or knows how to acquire skills independently. Leader is not required for productivity, self directed decision making, internal ability to solve disputes. It's important that you recognise when your team needs a new type of leadership and you'll have to keep a close eye on the team's main assets. Any event that can shift the balance of the following team assets can cause the team to have different needs. From you Is a scrum master. In addition to other needed postures, you need to become more of a mentor to help your team shifts. The team will be shifting from survival mode to learning mode when you will be making slack time removing over commitment, re estimating With slack time, the team will be shifting from learning mode to self organizing mode. When you will be teaching people to solve their own problems, the team will be shifting back to survival mode. Win team requirements change or if the company dynamics change, the role of the scrum master is to grow the people on their team. This growth is the overall compass through which the scrum masters would navigate important decisions to grow. The team must first have time to practice new skills and make mistakes. Slack time is necessary. The scrum master is always a servant leader, an impediment remover and a change agent. Whatever is his team's mode in survival mode, there's no time to learn and the scrum master helps make time for the team by acting as a manager in the learning mode. The leader coaches the team and teaches them to grow. And in the self organization mode, the leader acts more as a facilitator, letting the team move on without much interference. A team can move between the states rapidly based on the current reality and makeup of the team. In this case, the scrum master is helping with the transition by acting as a mentor