What Does a Scrum Master Do All Day – Role & Responsibilities | Will Jeffrey | Skillshare

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What Does a Scrum Master Do All Day – Role & Responsibilities

teacher avatar Will Jeffrey, Professional Agile Trainer

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Taught by industry leaders & working professionals
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Watch this class and thousands more

Get unlimited access to every class
Taught by industry leaders & working professionals
Topics include illustration, design, photography, and more

Lessons in This Class

13 Lessons (49m)
    • 1. Course Overview

      1:28
    • 2. A Difficult & Misunderstood Role

      3:28
    • 3. Which the Scrum Master Is Not

      2:27
    • 4. The Scrum Master According to the Scrum Guide

      2:28
    • 5. Your First Job Is to Do Nothing... and Go Get a Donut

      2:28
    • 6. Attributes of a Good Scrum Master

      6:30
    • 7. Scrum Master’s Responsibilities

      5:43
    • 8. Scrum Master’s Roles

      0:36
    • 9. > Scrum Master’s Service to the Product Owner

      5:22
    • 10. > Scrum Master’s Service to the Scrum Team

      7:22
    • 11. > Scrum Master’s Service to the Organization

      5:11
    • 12. What Is a Scrum Master’s Day Really Like?

      5:04
    • 13. Conclusion

      1:18
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About This Class

UPDATE 2021/03 Course revamped to reflect the latest version of the 2020 Scrum Guide

The ScrumMaster is one of the most undervalued roles in Scrum and Agile. Most teams that are just starting out don’t see the value of having a full-time ScrumMaster, and they try to combine this position with that of a developer or tester so that the ScrumMaster is “working.”

It’s one of the most common misunderstandings of the ScrumMaster’s role, and the majority of novice groups struggle with it. They say, “We understand that team members have to produce the software product; they are working hard. They have to learn cross-functionality and help each other. They have to cooperate. We also feel good about the Product Owner’s role because that person has to define a vision and negotiate requirements with customers.

But what about the ScrumMaster? What does he do?”

What are his responsibilities? What is supposed to do during the sprint? How Scrum helps to fulfil his role?

All these questions and much more will be answered in this course. I hope you will enjoy it!

Requirements for this course

Class Outline

  • A difficult & misunderstood role
  • Which the Scrum Master is not
  • The Scrum Master according to the Scrum Guide
  • Your first job is to do nothing... and go get a donut
  • Attributes of a good Scrum Master
  • Scrum Master’s responsibilities
  • Scrum Master’s roles
    • Scrum Master’s service to the Product Owner
    • Scrum Master’s service to the Scrum Team
    • Scrum Master’s service to the organization
  • What is a Scrum Master’s day really like?

Learning Path:

Meet Your Teacher

Teacher Profile Image

Will Jeffrey

Professional Agile Trainer

Teacher

Will has over 20 years of Software Development experience with his last 15 years in the role as Project Manager, Scrum Master and Agile Coach Master.

He managed or facilitated projects of different scale, project size from dozen man-days to hundred man-years.

He has trained & coached hundreds of professionals, including senior leaders in Fortune 500, startups, and entrepreneurial companies, to accelerate their impact and influence, and grow into their next-level of authentic and inspired leadership.

He now splits his time coaching executives, managers, as well as building up Scrum Masters, Product Owners, and Agile Coaches internally.

 

What Are Will's Core Skills

• Certified Scrum Master (10+ years running Web, Desktop & Mobile projec... See full profile

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Transcripts

1. Course Overview: Hi everyone. My name is Will Jeffrey and welcome to my course. I had been a certified agile coach and professional Agile trainer for multi-discipline teams. I've been teaching them for more than 15 years how to work smarter together. My workshops drop ground-up collaboration for much better and more integrated results. I'm happy to help you improve and do what you love. During this course, you'll gain an in-depth understanding of a Scrum master role to guide your team and organization. This course is a combination of instruction and real life examples and teaches what is at the heart of the Scrum and Agile movement. My course consists of six sections. The first section starts by explaining why the Scrum master role is difficult. The two next sections clarify what a ScrumMaster is not and what are its goals according to this from guidance, the next section explains in a nutshell and in a funny way of what is expected of a scrum master. The three next sections detail the Scrum Master attributes its responsibilities and its roles. The last section answers, what is a scrum masters daylight with a real life example. Please feel free to look at the course description. I'm looking forward to having you for this course. 2. A Difficult & Misunderstood Role: The Scrum Master is one of the most undervalued roles in Scrum and Agile. Most teams that are just starting out don't see the value of having a full-time scrum master. And they tried to combine this position with that of a developer or a tester so that the scrum master is working. It's one of the most common misunderstandings of the Scrum Masters role. And the majority of novice groups struggle with it. They say, We understand that team members have to produce the software product. They are working hard. They have to learn cross functionality and help each other. They have to cooperate. We also feel good about the product owner's role because that person has to define a vision and negotiate requirements with customers. But what about the Scrum Master? What does he do? Many who are new to the Scrum master role struggle with the apparent contradiction of the Scrum master as both a true leader to the team and also someone with no authority. The seeming contradiction disappears when we realized that although the Scrum Master has no authority over scrum team members, the Scrum Master does have authority over the process. Although a scrum master may not be able to say, You're fired, a scrum master can say, I've decided we're going to try to express for the next month. The Scrum Master is there to help the team in its use of Scrum. Think of the help from a Scrum master as similar to a personal trainer who helps you stick with an exercise regimen and perform all exercises with the correct form. A good trainer will provide motivation while at the same time, making sure you don't cheat by skipping a hard exercise. The trainers authority, however, is limited. The trainer cannot make you do an exercise you don't want to do. Instead, the trainer reminds you of your goals and how you've chosen to meet them. To the extent that the trainer does have authority, it has been granted by the client. Scrum masters are much the same. They have authority, but that authority is granted to them by the team. The scrum master can say to a team, book, were supposed to deliver potentially shippable software at the end of each sprint. We didn't do that this time. What can we do to make sure we do better the next sprint? This is the Scrum Master exerting authority over the process. Something has gone wrong with the process if the team has failed to deliver something potentially shippable. But because the Scrum Masters authority does not extend beyond the process, the same Scrum Master should not say, because we failed to deliver something potentially shippable. The last sprint, One time to review all code before it gets checked. In. Having Todd review the code might be a good idea, but the decision is not the Scrum masters to make. Doing so goes beyond authority over the process and enters into how the team works. With authority limited to ensuring the team follows the process. The Scrum Masters role can be more difficult than that of a typical project manager. Project managers often have the fallback position of do it because I say so. The times when a scrum master can say that our limited and restricted to ensuring that Scrum is being followed. 3. Which the Scrum Master Is Not: The Scrum Master might end up as the secretary of the team. Quite a boring position, right? Such as Scrum Master takes care of the cards on the Scrum board, removes every obstacle himself right away, and as close to making coffee for the team so they can focus solely on work. Sound familiar. Another common misinterpretation of the role occurs in an environment where someone assumes the Scrum master role just because the company must implement Scrum. Usually in a big corporation, people often say, we have to have a scrum master to do scrum, right? But we can't use a good developer or QE because they have to do programming slash testing. So the Scrum Master in such an environment is often a wimpy, quiet person whose qualifications for being promoted Scrum Master, or that he is not a good developer. Isn't Scrum Master, just a fancy name for a project manager. The role of a project manager is totally different from that of a scrum master. A project manager is the project lead for a product and is responsible for managing the project and making decisions. But it's important to note that in Scrum there is no official project manager role. This is because the project manager can take the position of the developers product owner. We're even a scrum manager depending on her skill set or desires. In contrast, the Scrum Master is a facilitator and a coach serving as a mediator between the developers and the product owner, not the project manager adds cost analysis, risk assessment and procurement of coaching and facilitating. These skills allow the project manager to switch to any scrum role. Kant, the Scrum Master and the Product Owner be the same person. The Scrum Master and Product Owner have two different roles. The product owner creates and maintains the product. Backlog, the list of everything that product needs, and ensures that matches the company's priorities and values. In contrast, the Scrum Masters role is to ensure the developers work according to the product backlog. For example, the ScrumMaster might work with the product owner to make sure the product backlog is up to date. Now that we have seen what a scrum master is not, Let's devote the rest of this course to defining what he really does. 4. The Scrum Master According to the Scrum Guide: The scrum master is accountable for establishing Scrum as defined in the Scrum guide. All of the responsibilities of the Scrum Master within an organization fall under one of two categories described in this sentence, which need to be continually done in parallel to each other. They are supposed to promote Scrum. This means they are responsible for strengthening the understanding of the ideas behind the framework, as well as spreading the ideas of Scrum beyond the scope of their own scrum team. This summarizes works such as educating and coaching team members, the organization and stakeholders and working with management to spread Scrum. They are supposed to support Scrum. This means they are responsible for maintaining scrum within their teams and organizations by fulfilling such tasks as facilitating events and removing impediments. Scrubbing this context is again to be understood as what is defined in the Scrum guide. The responsibility of the scrum master is therefore to conduct their activities in accordance with the Scrum Guide, as well as promote and support the ideas in the Scrum Guide is the true Scrum in this sentence. And the Scrum Guide is not explicitly limit the scope of these responsibilities to the organization. This can be understood as an obligation of scrum masters to spread the ideas of Scrum even beyond the scope of their respective organizations. Scrum masters do this by helping everyone understand Scrum theory, practices, rules, and values. Practices such as the events and artifacts of Scrum. Rules, which bind the framework together and define the relationship between events, artifacts and accountabilities. Values, which together with empiricism, set the foundation for Scrum by providing guiding principles for those things for which the Scrum framework does not prescribe specific methods or tools. The creators of Scrum believe that the scrum guide outlines a logical, consistent response to the issue of addressing complex problems in product development. Therefore, a Scrum Master does not need to be equipped with hierarchical authority to force Scrum teams and organizations. Instead, spreading and supporting Scrum can be done by helping others understand Scrum theory, namely the empirical process control of Transparency, Inspection and Adaptation. 5. Your First Job Is to Do Nothing... and Go Get a Donut: I started thinking recently about what ScrumMaster should really be doing for their teams. Should they take all the notes? Should they get coffee for everyone? Do they write all the user stories? Do they write all the user documentation or do they just do all the testing? Clearly, they schedule all the outlook appointments for all the Scrum events, right? The answer is a big fat no. Many Scrum Masters feel the need to write all the user stories in JIRA while the development team remain silently checked out, that usually happens because they don't understand how important their role is as an impediment remover, as a teacher, as a coach, as an advisor with the Scrum Master taking control of that keyboard, the development, he is likely going to disengage as a scrum master, you build nothing. So why would you take control of document writing? Development team members should really take an active interest in documenting the requirements they're responsible for building. When I was a developer, I was often very frustrated when I would get handed a stack of requirements and just expected to build them, I often had a million questions. If the development team is not engaged in the requirements gathering process. Congratulations, scrum masters, you have your first impediment, the Scrum Masters jobs to do one thing and one thing alone. Are you ready for it? Their job is to do nothing and go get a donut. Do nothing and go get a doughnut. How are they going to justify the expense of a full-time salary if they're doing nothing and going and getting a doughnut. But hear me out. Their job as a servant leader is to teach, advise, to coach, to mentor, to do whatever it takes to bring a team do the highest level of performance possible. It's not to be your secretary, it's not to be your maid, and it's most certainly not to be your mother. If a scrum master is doing any one thing on a regular basis, they're probably doing it wrong. A successful scrum master does all that they can do to make sure that all the systems are in place. A development team can live up to their highest level of performance. If they're not living up to their highest level of performance, there's probably a teaching opportunity there somewhere for a scrum master to empower teams and enable self-organization. They can't keep doing everything for that team. Doing everything for that team takes away the very power that that scrum master is trying to unlock. So if you can find time to remove impediments, teach, coach, advise, mentor, and do all the things necessary to make sure that a development team is at peak performance. Congratulations, go do nothing and grab yourself a doughnut. If you liked this video, go hit that subscribe button and make sure to turn on notifications to get the latest updates. 6. Attributes of a Good Scrum Master: Today's surgeons are highly trained and skilled individuals who have had years of formal education followed by extensive internships. This was not always the case. Pete Moore has written that the first surgeons had little anatomical knowledge but ply their trade because they had sharp instruments and strong arms. They often did surgery in their spare time while working as the local barber or blacksmith. Many organizations choose their first Scrum Masters in much the same way. But instead of seeking sharp instruments and strong arms that look for management or leadership experience. As they become more experienced with Scrum, organizations eventually realized there are many more factors to consider in selecting scrum masters. To help save you from picking a scrum master whose sole qualifications are strong arms and sharp instruments. I have listed the six attributes I have found to be common among the best scrum masters I've worked with. A good scrum master is able and willing to assume responsibility. That is not to say that scrum masters are responsible for the success of the project that is shared by the team as a whole. However, the scrum master is responsible for maximizing the throughput of the team and for assisting team members and adopting and using Scrum. As noted earlier, the Scrum Master takes on this responsibility without assuming any of the authority that might be useful in achieving it. Think of a Scrum master as similar to an orchestra conductor. Both must provide real-time guidance and leadership to a talented collection of individuals who come together to create something that no one of them could create alone. Boston Pops conductor Keith Lockhart has said of his role. People assume that when you become a conductor you're into some sort of a Napoleonic thing that you want to stand on that big box and build your power. And not a power junkie. I'm a responsibility junkie in an identical manner. A good scrum master thrives on responsibility. That special type of responsibility that comes without power. A good scrum master is not an ad for her ego. She made take pride, often immense pride in her achievements. But the feeling will be, Look what I helped to accomplish rather than the more self-centered. Look what I accomplished. A humble scrum master is one who realizes the job does not come with a company car or parking spot near the building entrance, rather than putting her own needs first, a humble scrum master is willing to do whatever is necessary to help the team achieve its goal. Humble Scrum Masters recognize the value in all team members. By example, lead others to the same opinion. A good scrum master works to ensure a collaborative culture exists within the team. The Scrum Master needs to make sure team members feel able to raise issues for open discussion and that they feel supported in doing so. Right? Scrum Master helps create a collaborative atmosphere for the team through words and actions. When disputes arise, collaborative Scrum Masters encourage teams to think in terms of solutions that benefit all involved, rather than in terms of winners and losers. A good scrum master models this type of behavior by working with other Scrum Masters in the organization. However, beyond modelling a collaborative attitude, a good scrum master establishes collaboration that the team norm and will call out inappropriate behavior if the other team members don't do it themselves. Although being a scrum master is not always a full-time job, it does require someone who is fully committed to doing it. The Scrum Master must feel the same high level of commitment to the project and the goals of the current sprint as the team members do. As part of that commitment, a good Scrum Master does not end very many days with impediments left unaddressed. There will of course, be times when this is inevitable. As not all impediments can be removed in a day. For example, convincing a manager to dedicate a full-time resource to the team may take a series of discussions over several days. On the whole. However, if a team finds that impediments are often not cleared quickly, team members should remind their scrum master about the importance of being committed to the team. One way at Scrum master can demonstrate commitment is by remaining in that role for the full duration of the project. It is disruptive for a team to change Scrum Masters mid project. A successful scrum master influences others, both on the team and outside it. Initially, team members might need to be persuaded to give Scrum a fair trial or to behave more collaboratively. Later, a scrum master may need to convince a team to try and new technical practice, such as test-driven development or pair programming. A ScrumMaster should know how to exert influence without resorting to a dictatorial because I say so style. Most scrum masters will also be called upon to influence those outside the team. For example, a ScrumMaster might need to convince a traditional team to provide a partial implementation to the scrum team. Or a ScrumMaster might need to prevail upon a QA Director to dedicate full-time testers to the project. Although all Scrum Masters should know how to use their personal influence, the ideal one will come with a degree of corporate political skill. The term corporate politics is often used pejoratively. However, a scrum master who knows who makes decisions in the organization, how those decisions are made, which coalitions exist, and so on, can be an asset to a team. Beyond having a solid understanding of an experience with Scrum, the best Scrum Masters also have the technical market or other specialized knowledge to help the team pursue its goal. While Fausto and Larson have studied successful teams and their leaders, and have concluded that an intimate and detailed knowledge of how something works increases the chance of a leader helping the team surface the more subtle technical issues that must be addressed. Although Scrum masters do not necessarily need to be marketing gurus or programming experts. They should know enough about both to be effective in leading the team. 7. Scrum Master’s Responsibilities: Scrum master performs various principal responsibilities. The Scrum Master acts as the coach for both the developers and the product owner. He can remove barriers between the roles and enable the product owner to directly drive development. The Scrum Master focuses on the team and finds a way to help the team to take its performance to the next level. A scrum master makes sure that the team is well equipped enough to address challenges on their own. Like any good coach, the Scrum Master does not solve the problems faced by the team. Rather, he facilitates them in solving the problem themselves. Only in extreme cases when the team is unable to find a resolution, the Scrum Master takes full accountability and ownership of the problem and gets it resolved. The scrum master is often referred to as a true leader. True leadership is about leading people without authority from the front, from the side, and from behind in a balanced way. A true leader is the one who asks, What can I do today to help you and the team be more effective? Rather than asking, What are you going to do for me today? His or her objective is to enhance and increase teamwork and personal involvement rather than being a master of the team, the scrum master is a master at encouraging, enabling, and energizing people and helping them to realize their potential. A true leader should have the following qualities. Listening skills, empathy, cultivating a culture of trust, acting with humility, encouraging others. As a true leader, the Scrum Masters duties include leading the team through healthy conflict and debate on ideas, teaching, mentoring and coaching the organization and team and adopting and using Scrum, helping the team remove and prevent impediments, empowering and guiding the developers on self-management. The Scrum Master has the authority to ensure whether the team and acts and adheres to the Scrum values, principles, and practices. The ScrumMaster helps the scrum team to improve the process and helps in maximizing the delivered business value. The authority of a scrum master is not exactly the same as that of a functional manager or a project manager, as he or she does not have the right to hire and fire and cannot ask the team about the completion of the task. Again, the Scrum Master also does not hold the responsibility of making sure the work gets done. Instead, he or she helps the team to find and adhere to its own process for making sure the work get done. The Scrum Master is responsible for removing impediments or blocks that hamper progress. This is important, especially when the team members cannot easily remove those impediments on their own. This results in increased productivity. The Scrum Master acts as a protector and helps the team by protecting it from outside interference that comes in the way of delivering the business value during each sprint. Interference can come from many sources. For instance, it can be for managers who want to redirect team members in the middle of a sprint. No matter what the source of the interference, Scrum Master acts as an interceptor and solves the issue amicably. Meanwhile, in a Utopian world, Scrum team should be able to manage their own process. But most teams that are migrating from other development methodologies to the Scrum framework depend on the scrum master to guide them through this process. It takes time for the responsibility to diffuse through the team. We have shared the guidelines laid down by the Scrum guide on how the Scrum Master should serve as the team and organization. Next are a few other responsibilities, though not laid out in the Scrum guide, that are followed by millions of Scrum Masters across the globe. What our Scrum Masters responsibilities during scrum events, sprint planning meetings. The Scrum Master in this meeting shell prevent the developers from being over ambitious by selecting more product backlog items than they can deliver. If the scrum team is not very mature, he or she may also help in estimation sprint retrospectives. The Scrum Master shall conduct this retrospective meeting and shall note the areas of improvement that were suggested by the team. At times, the scrum master would ask someone else to conduct the retrospective meetings so as to get a different point of view on the process improvement sprint review. The Scrum Master is a part of the review meeting and captures the feedback raised by the stakeholders. He or she uses this feedback to take inputs from the team and the retrospective meeting. Daily scrums. He or she doesn't need to be a part of the daily Scrum. But makes sure that the developers conducted on time in case the Scrum Team is distributed, the logistics to coordinate the Daily Scrum are made available to the developers. What are other Scrum Masters responsibilities? Scrum board management. The Scrum Master makes arrangements for the scrum board to be made available to the developers. It may be a physical board or a digital one on any of the project management tools available in the organization. Guidance and support to the team from masters will regularly guide the scrum team by helping them progress in their careers. Internal disagreements. There could be internal disagreements in the team about their individual working styles, or there could be disagreements about the scrum process. The scrum master works to his or her best capability to iron out such issues. He or she may have a one-on-one meeting with developers to understand the same. 8. Scrum Master’s Roles: A Scrum Master collaborates with all the members of the team and for each specific role, has to provide various services to the following people in the team, Product Owner, developers, and the organization. In the following, we're going to review these services defined by the Scrum Guide for each one of those people. And we will explain what does it mean and will share examples to make it clearer. 9. > Scrum Master’s Service to the Product Owner: The scrum master both guides and serves the product owner in more ways than one, including helping find techniques for effective product goal definition and product backlog management. Core responsibility of the product owner role is the management of the product backlog. The Scrum Guide does not prescribe specific methods or techniques to be used for product backlog management. There are, however, qualitative differences between different approaches measured by their effectiveness at creating transparency about the current plan for the future of the product. The scrum master is tasked with supporting the product owner and their role by finding techniques for effective product backlog management and explaining the benefits of them. This allows the product owner to manage their product backlog better and therefore more effectively maximize the value of the work of the developers. Example, maintaining a list of product backlog items in a shared text document may suffice to give the stake holders and developers are rough idea of the current priorities. While in the early phases of product development, this may be enough. As the product matures and the product backlog becomes larger, the text document may not be able to create enough transparency, for example, about the relationship between individual items. It is the Scrum Masters responsibility to explain this emerging need to the product owner and work with them to introduce a new technique for product backlog management. For example, a system in which items are categorized by how far they had been broken down and refinement in which dependencies between items are easily visible and in which a proper search and filter functionality exists. Helping the scrum team understand the need for clear and concise product backlog items. Scrum is predicated on the idea of a self-managing team. In order for the scrum team to make the best possible decisions, all members need to understand the ideas behind what is being built, including the goals, scope, and general product domain. This is primarily a service to the product owner as it improves their work of maximizing the value of the developer's work. A team with a proper understanding of the product and its development is better able to contribute to the decision-making. Example. Developers that understand the business of all of the upcoming sprint will be able to offer more suiting solution proposals and more accurate estimates, allowing the product owner to maximize the value of the developers available capacity. Helping establish empirical product planning for a complex environment. The supposed benefit of conventional product planning is predictability. A plan is crafted with a clear timeline when things will be ready. Stake holders still use to this way of thinking will expect clear timelines from the product owner for themselves may be inclined to desire a high degree of predictability. The responsibility of the Scrum Master in this regard is to support the product owners understanding of how product planning works within Scrum. The basis for Scrum as empirical process control, which applies to individual components within the product development, as well as the overall product development itself. As new things are learned about the product and its development, plans may need to change. Therefore, extensive predictions about steps far in the future cannot be made with any certainty. Instead, the development is oriented towards maximizing value based on what is currently understood. The scrum master supports this understanding and the product owner, and if necessary, in the key stakeholders. When both the product owner and the key stakeholders understand the approach to planning an empirical environments transparency is created since both parties have the same understanding. Example of a product. Owner of a product has a high understanding of how planning and empirical environments works. However, the key stakeholders of the product do not. When the product owner forecasts future releases during a sprint review, the product owner understands this as a forecast which may change as things evolve. The stakeholders, however, understand this as a certainty when things eventually do change and the product owner subsequently changes the release plans and stakeholders are upset about this. Here the Scrum Master needs to work with the stakeholders, help them understand why exact plans are not possible and are not beneficial in that forecasts contain no certainty. The product owner and the stakeholders now have the same understanding of what a plan is. This transparency of the terminology allows for improving the working relationship and therefore improves the capabilities of the product owner to maximize the value of the work of the developers. Facilitating stakeholder collaboration as requested or needed. This is more than meeting setup. It includes helping to identify who the right stakeholders are, making sure that they are present, making sure that they are knowledgeable and prepared to work with the product owner with a broader scrum team. And that they understand the purpose and intent of all of the Scrum events. Sometimes this can also include working to eliminate meetings that are better suited to happen as part of the existing scrum events. 10. > Scrum Master’s Service to the Scrum Team: The Scrum Master has an important role to play with respect to the developers. Coaching the team members in self-management and cross functionality. Scrum teams as a whole needs to be self-managing and cross-functional on the level of the scrum team. This means that the team must have a product owner capable of product management, a scrum master capable of fulfilling their obligations to the team and organization and developers that are capable of doing the work of developing the product. In order to do this efficiently, that developers need to be self-managing and cross-functional. The Scrum Masters responsibility is to coach the developers in these aspects. The concrete methods are not prescribed. However, the use of the term coaching indicates that the scrum master is supposed to take a guiding approach and provide feedback. The idea is to enable the team and help them help themselves. Example, developers working on a product repeatedly fails to reach their sprint goal due to external dependencies. Upon inspection, it is realized that the external dependency is not unavoidable, but due to a lack of a particular skill within the team, the scrum master now needs to work with the developers to help them understand the need for cross functionality to reliably deliver high-value product increments. The Scrum Master must then support the team and finding an appropriate solution, which could be that the team decides on one of its members to spend one day per week acquiring the skill that the team is lacking. This allows the team to gradually transition back into a state of cross functionality. Helping the scrum team focus on creating high-value increments that meet the definition of done. The developers are responsible for delivering increments of the product. The value of the increment is determined by which additional features and capabilities that possesses, as well as the quality of these. The choice of features is determined by the product owner. While the quality is largely up to the developers, scrum masters responsibility towards the developers is to support them in delivering high-value products, which may be done in a variety of ways, among others, ensuring the developers understand the item selected for a sprint, including the motivation for choosing them. Understanding of the business side of the requirements guides the developers in their decisions during implementation. Ensuring the developers understand the concept of a definition of done and the need to tighten it over time. This increases the quality of the product delivered and therefore its value. Supporting the developers in automating redundant tasks free more time for product development. Example, scrum team has repeatedly been delivering increments that initially satisfy the stake holders. However, after a while, each time technical errors are revealed, the stakeholders become dissatisfied with the overall state of the product and their eyes. The value of the product has dropped due to quality concerns. The scrum master is then responsible for working with the developers to help them understand quality as a key metric for value and work with them to tighten their definition of done. One key aspect of this as testing which has been conducted insufficiently, has no member of the developers has been willing to do repeated manual testing. Scrum master works with the team to develop a concept for automated testing. Which increases the quality of the delivered increment while limiting the amount of time spent on testing by the developers, allowing them to deliver more features and capabilities instead. And therefore more valuable increments. Causing the removal of impediments to the scrum team's progress. Impediments or anything that stands in the way of the developers delivering value. This includes, but is not limited to improper working conditions, such as a non-working air conditioning system. External requests potentially taking away capacity from the developers. Technical problems such as broken hardware, communication problems between the developers or with a product owner. The scrum master is service to the developers, is working towards the removal of these impediments. This does, however, not require the scrum master to remove all impediments themselves. A valid approach in line with bullet, one of the list of services to the developers is to support the developers by helping them remove their own impediments wherever possible. Should impediments arise that are beyond the reach of the developers. However, the scrum master is responsible for taking action. Example. During the daily scrum, an impediment is identified for proper software testing. The members of the developers require one more monitor each. The scrum master will help the developers determine how to solve this impediment. One member is determined to request additional hardware from the tech support. The tech support replies that the request is not possible to be fulfilled due to budgetary constraints. In this case, the Scrum Master takes ownership of the issue and reaches out to the person in charge of the budget, explains the developers needs and works towards finding a solution on behalf of the team. Ensuring that all Scrum events take place and our positive, productive and kept within the timebox. This is a service the scrum master may provide for both the product owner and the developers. The developers are actively involved in all of the four Scrum events within a sprint. During the sprint planning, the developers provide their forecast, collaborate to craft a sprint goal and define an initial plan to reach the sprint goal. During the daily scrum, the developers inspect the progress towards the sprint goal and make adjustments if necessary. During the sprint review, the developers present what they worked on, demonstrate the new increment, collaborate with a product owner and stake holders on what the likely next steps will be. During the Sprint Retrospective, the developers participate as a member of the Scrum Team aiming to improve the overall process. The scrum master may support these events through facilitation if they are requested to do so by a member of the scrum team. Furthermore, the use of, of needed implies that the scrum master may choose to proactively take the facilitator role if they deem it necessary. The facilitation is a service to the developers because it allows the developers to more effectively live out their role of the Scrum events function more properly due to the Scrum Masters facilitation. Without it example, the developers provide a forecast during sprint planning. They feel pressured by the product owner to increase that forecasts in order for the scrum team to meet predefined deadlines. This pressure persists throughout the meeting. The product owner pressures the developers to take on more work than they feel achievable. In this case, the ScrumMaster should intervene and facilitate the meeting. In a second step, the ScrumMaster should work with the product owner on their understanding of the roles and their respective responsibilities. The intervention of the Scrum Master, taking over the facilitation of the event allows the event of progress and ensures that the developers is allowed to choose as many items as they believe are achievable. 11. > Scrum Master’s Service to the Organization: The Scrum Master has several responsibilities to the organization as well. Leading, training and coaching the organization on Scrum. In this sentence, as Scrum guide argues that the scrum master should work towards an improvement of the organization's adoption of Scrum. It uses the verbs leading and coaching to describe the activities related to this. By using leading, the Scrum Guide ascribes to the scrum master the responsibility to actively push forth the adoption of Scrum. This is particularly relevant in the early stages when Scrum is being introduced or is still very newly adopted. By using coaching guide refers to the long-term service to the organization, helping it consistently improve its adoption of the Scrum framework and its context. The methodology to be chosen is left up to the scrum master. Does, however, usually involve working with existing management structures as well as potentially with key stakeholders from internal and external stakeholders. Example, a company has decided to introduce Scrum. The scrum master must lead the adoption of Scrum by proactively working with the management to help them understand the ideas behind the Scrum framework and the subsequent necessities for changes on the organizational level. Once the first strum implementations have been conducted and Scrum teams take up their work. The Scrum Master remains in regular contact with key players relevant to the adoption of Scrum and helps them better understand Scrum, it's theory, its uses, and its requirements. Planning and advising Scrum implementations within the organization. The scrum master supports the organization by taking on the responsibility of planning scrum implementations. By Scrum implementations, the guide refers to the use of Scrum for the development of a specific product and the subsequent creation of one or more Scrum teams. For that purpose, Scrum teams are self-organizing once they have been established and use empirical process control to improve their process as well as potentially their own composition. A scrum master, however, takes the lead in planning this initial setup. As the guide does not specify further what is involved in this planning. This could be understood as anything between defining the staffing, initial sprint length, and other key parameters of the Scrum teams. Merely initiating the process and creating the surroundings, such as a time, a location on the proper atmosphere for people to self-organize into scrum teams. Example, Ken Schwaber, one of the co-creators of Scrum, makes a point in support of the latter understanding in one of his blog posts. In it, he poses the question of how best to divide 100 developers into scrum teams. His answer is to create proper conditions such as ensuring a common understanding of the product and its technical requirements. And then allow them to self-organize into Teams. Helping employees and stakeholders understand and enacted empirical approach for complex work. In the second sentence of the scrum master section, the guide defines a Scrum master as someone responsible for helping everyone understand Scrum theory and practice in the services to the organization. This manifests in the Scrum Masters responsibility to increase the understanding of employees and stakeholders about Scrum and the subsequent implications of using an empirical approach to product development. The scrum master is further responsible for helping these parties. And x Scrum, which mirrors or prior description of the Scrum master as helping those outside the scrum team understand which of their interactions with a Scrum team are helpful and which aren't. This is highly contextual and depends on the relation between the individual in question and the Scrum adoption or implementation. Example, a scrum master enters an environment where Scrum has only recently been introduced. The product development is working well. However, the stakeholders are hesitant to provide feedback and engage in the sprint reviews. The Scrum Masters responsibility is to help the stakeholders understand Scrum and their role in it. And work with them to find a way how they can better serve their function. The stake holders and Scrum Master collaborate to come up with a working agreement regarding their feedback on product releases and together develop a proposal on how to change the format of the sprint review to allow for more feedback from the stakeholders. Removing barriers between stakeholders and Scrum teams. A scrum master can teach and coach the team to do this for themselves. However, he must also be willing to take direct action to remove the barriers that are beyond the team's control. This may involve pushing uncomfortably hard against the status quo. This may involve taking risks himself, ask for forgiveness rather than permission. This may require building a case for change and a coalition of support, which could take a lot of time and effort. He must remain vigilant in removing barriers to the success of those he's serving. 12. What Is a Scrum Master’s Day Really Like?: Here's a real life example coming from Bill on Rossini, a certified scrum master with to development teams on site, and another project team with a contract development company that has spread across the US. Here's an outline of what's typical. Some days are easier than others, but usually busy. Let's start with a typical day when there is no sprint review, sprint retrospective sprint planning. 745 to 830. Get to work, plan the day based on my calendar, check email, handle action items, and figure out what else needs attention from my inbox, 830 to nine o'clock, stand-up slash coordination call with a Scrum Team and multiple time zones, help get questions answered for stories upcoming and in-flight. Nine o'clock to 930, handle items that came up from my last stand up slash coordination, call and handle email. Look at the team's sprint board for the upcoming stand up, looking for things that don't seem to be moving. 930 to 945. Dev team a stand-up 945 to ten o'clock, handle dev team a impediments, coordinate installs, help the team discuss development issues and questions in greater detail. Schedule additional time is needed. Ten o'clock to 10 15. Dev team B stand up, 1015 to 1030. Handled dev team be impediments, coordinate installs, help the team discussed development issues and questions in greater detail. Schedule additional time is needed. 1032, 1130. Usually a meeting of some kind might be a backlog, grooming meeting, might be a meeting with the CEO and other stakeholders to discuss upcoming stories. Might be a detailed meeting about in technical detail like architecture or how to structure an API rest call. This time is often booked with these types of activities. 11 colon, 30, noon, hit the restaurant, get a drink of water and figure out lunch. Noon, 12 colon 45, grab some lunch in the cafe downstairs or walk to somewhere nearby. Or if I was organized today, eat lunch I brought and save money. One o'clock to three o'clock. Usually a meeting of some kind might be a backlog, grooming meeting, might be a meeting with a product owner and other stakeholders to discuss upcoming stories. Might be a detailed meeting about in technical detail like architecture or how to structure an API rest call. This time is often booked with these types of activities. Three o'clock to five o'clock, handle everything that came up from the day. Respond to e-mails, clear impediments for the team. Communicate to stakeholders on how we're progressing with some item they want to know about schedule meetings if needed. Look at the upcoming sprint backlog and see if we're ready. If not, tell the product owner. After five or so, head home, eat some dinner, get some exercise, help kids with homework, play with the dog, watched something meaningless on TV, sleep. Now, let's see how does the day once every two weeks look like we're a team has sprint review, sprint retrospective, and Sprint Planning. 745 to nine o'clock, arrive at work. Are the sprint items done? Why not? Last minute perhaps for a sprint review at nine o'clock. Nine o'clock to 10 o'clock. Sprint review with a team. What did we finish? What's not finished? What were our impediments? Demo sprint items. Share our velocity and other stats. Peek at what potentially in the next sprint, ten o'clock to 10, 45 Sprint Retrospective, what did we do? Well, what can we do better? Press the team for specifics. Focus on improvement. Know Weiner's 11 o'clock to 12 o'clock. Go back to my desk and catch up noon 12 colon 45, grab some lunch in the cafe downstairs or walked to somewhere nearby. Or if I was organized today, if the lunch I brought and save money One O'clock to 130. Final prep for sprint planning with a product owner. 130 to three o'clock. Sprint planning, three o'clock to five o'clock, handle everything that came up from the day. Respond to e-mails, clear impediments for the team. Communicate to stakeholders on how we're progressing with some item they want to know about schedule meetings if needed. Look at the upcoming sprint backlog and see if we're ready. If not, tell the product owner. After five or so, head home, eat some dinner, hits some exercise, help kids with homework, play with the dog, watched something meaningless on TV, sleep. 13. Conclusion: The Scrum Master acts as the protector of the team, making sure that everyone is on the right track and the project is up and running. Scrum Masters play a pivotal role in balancing the interests of the other two scrum accountabilities, the product owner and the developers, to act as a bridge between these two different forces. The Scrum Master should be cooperative and supportive. Typically, the Scrum Master helps in developing and streamlining clear channels of communication, ensuring timely delivery of high-quality projects. As the adoption of agile increased around the world. So has the need for Scrum masters who can ably guide the team through the values of Agile and Scrum and ensure business continuity. A Scrum master role is one of the key roles that determined the success of a project. When a Scrum Master helps his, her team manage their process, the entire organization can realize serious gains. I hope you enjoyed this course. You are now all set for being a good Scrum Master. Get ready to succeed in your Scrum journey.