Paul Goddard: Scrum Master - Role or Job?
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This document discusses the role of the ScrumMaster and whether it should be considered a full-time position or if ScrumMasters can support multiple teams. Some key points made include: 75% of ScrumMasters support more than one team; supporting multiple teams can lead to managing compliance instead of facilitating self-organization; and compromising the ScrumMaster role could undermine the use of Scrum over time.
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Paul Goddard: Scrum Master - Role or Job?
- 1. ScrumMaster – role or job? #agileturas
- 2. Is there growing trend in the belief that the ScrumMaster is NOT a full time position? #worrying
- 3. 75% of ScrumMasters dedicate less than half of their time to being a ScrumMaster for their current team* * 100 ScrumMasters, September 2011
- 4. Scrum doesn’t succeed or fail. People do. When the framework AND the spirit of Scrum are wholly embraced, great things happen.
- 5. 45% of ScrumMasters support 2 or more different Scrum teams* * 100 ScrumMasters, September 2011
- 6. It’s easy to manage multiple Scrum teams to compliance, but harder to lead one team to self-organisation
- 7. Self-organisation in a Scrum team is a chemical reaction, not a physical one.
- 8. role – a prescribed or expected behaviour associated with a particular position or status in a group or organisation* * www.businessdictionary.com
- 9. role – the function assumed or part played by a person or thing in a particular situation* * www.google.co.uk
- 10. ScrumMaster Awards for Great Achievements (SAGA)
- 11. job - performed by an employee in an exchange for pay consisting of duties, responsibilities, and tasks.* * www.businessdictionary.com
- 12. “The ScrumMaster, the person who manages the Scrum process in an organisation ”
- 13. OH: “We are only a small team – we can’t afford a full time ScrumMaster”
- 14. Define a ScrumMaster in a single logical sentence using no more than 100 chars * 100 ScrumMasters, September 2011
- 15. “I help the team to become as good as they can be - individually as well as as a team. Same for the organisation.” #like * 100 ScrumMasters, September 2011
- 16. “Being a sheepherder, keeping the team on point and shielding them from the wolves…” #like * 100 ScrumMasters, September 2011
- 17. “Whitewater riverguide; The invisible gorilla watcher; Uber Facilitator; Chaos Controller; Team whisperer; Team system Mirror;” #like * 100 ScrumMasters, September 2011
- 18. “Making sure that all the scrum meetings happen, making sure that issue tracking software data is up to date ” #dislike * 100 ScrumMasters, September 2011
- 19. “Help team on planning maintain work breakdown structure & artifacts ” #dislike * 100 ScrumMasters, September 2011
- 20. “Monitoring daily situation on weekly meetings. Checking hours, buffers and people's availabilities” #dislike * 100 ScrumMasters, September 2011
- 21. “Standard scrum master role, see any scrum guide” #funny #missedthepoint * 100 ScrumMasters, September 2011
- 22. “Helping defend team members from management bullshit.” #funny #true * 100 ScrumMasters, September 2011
- 23. A ScrumMaster is not an agile project manager
- 24. 88% of ScrumMasters take on additional responsibilities beyond that of a ScrumMaster * 100 ScrumMasters, September 2011
- 25. The average ScrumMaster thinks they are an above average ScrumMaster
- 26. shu ha ri – where is your team? where are you?
- 28. Teams will take longer to truly become self-organising without a catalyst. Some teams may never achieve it.
- 29. If you compromise the ScrumMaster's position from the outset, you are more likely to compromise Scrum in the future.
- 30. ScrumMaster – role or job? #sglon
- 32. How do I take my ScrumMaster skills to the next level? http://bit.ly/oJe4h1
Notes de l'éditeur
- Introduce myself.
- I wanted to test a hypothesis (which basically allows me to be wrong without being incriminated).Back up my argument - new ScrumMasters I train regular believe the job doesn't require constant attention. To me, in my experience, it’s wrong.I’m not arrogant enough to claim this to be true without some evidence. Asked 100 scrummaster’s using a variety of social networking tools. I’ve collated them as follows.
- Meaning that in a typical sprint, ScrumMaster were expected or were doing “other stuff”.Only 12% percent of SMs surveyed dedicated 80%-100% of their sprint time to SM-ing the team.
- So why does this worry me? Why do I think this is wrong?It’s not just about a process. That’s the easy bit. It’s about people. I see the ScrumMaster as the instigator of great things in a Scrum team and an organisation.ScrumMaster as a catalyst.
- Some else I suspected would be true and the survey stats backed it up. This may be by choice, but I suspect it’s more requested by the organisation.14% of ScrumMasters were supporting 3 or more teams.This is probably possible and in some respects a “logical, economical” business decision. But is it the best thing for each individual teams in the longer term?
- What I believe we are effectively seeing know is process compliance. People are concentrating on conformity, box-ticking rather than freedom of thought, being creative and innovating new products.
- Example of where a catalyst makes a sustainable and permanent change in the environment, rather than an explosive uncontrolled reaction which returns to original state. Chemical Reaction vs. Physical Reaction.Once the sprit of Scrum has been fully understood and embraced, the need for a catalyst should disappear.
- My first thought was - Is it the language or terminology? ScrumMaster is one of three ‘roles’ in Scrum. But as I have trained this over time, I tend to like the word role less and less.This definition implies the ‘role’ can be shared or shown by multiple people.
- They are wider contexts around the word “role”. Acting, parenting,
- Who in the room is the longest serving ScrumMaster in the room? Who was been in the “role” the longest? Stand-up, sit down if…Ask the winner, how long?
- Ask the winner, do that sounds more like your role?This fits better with my understanding of what is required of a ScrumMaster in a team. Jobs are usually more permanent, more clear more precise, more focussed and committed.Read this part a continuation:When performed by an employee in an exchange for pay, a job consists of duties, responsibilities, and tasks (performance elements) … that are (1) defined and specific, and (2) can be accomplished, quantified, measured, and rated. From a wider perspective, a job is synonymous with a role and includes the physical and social aspects of a work environment. Often, individuals identify themselves with their job or role (foreman, supervisor, engineer, etc.) and derive motivation from its uniqueness or usefulness.
- So why? Is it the language?I thought I better check the language Ken originally said.What I like about this it that Ken actually refers to the ScrumMaster being a person in his book. He talks around He or She, not they.“He/She tries to gauge the velocity of the team”“He/She is focussed and determined to do whatever is necessary for their Scrum teams”.That sounds like a person to me.
- Is is the size of the team or the organisation?Really? Small teams have the problem where they think they don’t need one – this can lead to half-arsed Scrum or Scrum-but. A full time SM could have a bigger impact quicker.Small companies are generally more agile by nature.If the culture is more agile more chance of that culture carrying on. But small companies inevitably scale and new people (too fast)?, create new teams, self-organisation can be lost and needs to be grown again. More need for facilitation in large teams, more people need to be heard – yet usually people fall into hierarchy when scaling.
- It is a lack of understanding of the role?I wanted to hear what people though the role was…Some of the best, and some of the worst.
- It is a lack of understanding of the role?I wanted to hear what people though the role was…Some of the best, and some of the worst.
- It is a lack of understanding of the role?I wanted to hear what people though the role was…Some of the best, and some of the worst.
- It is a lack of understanding of the role?I wanted to hear what people though the role was…Some of the best, and some of the worst.
- It is a lack of understanding of the role?I wanted to hear what people though the role was…Some of the best, and some of the worst.
- It is a lack of understanding of the role?I wanted to hear what people though the role was…Some of the best, and some of the worst.
- It is a lack of understanding of the role?I wanted to hear what people though the role was…Some of the best, and some of the worst.
- It is a lack of understanding of the role?I wanted to hear what people though the role was…Some of the best, and some of the worst.
- It is a lack of understanding of the role?I wanted to hear what people though the role was…Some of the best, and some of the worst.
- As well as some individuals not understanding “scrummaster” well, I don’t think it’s understood well organisational either.HR don’t understand it (only 2 out of 850 CSMs I have trained have been from HR). It’s not in their interests to hire ScrumMasters into roles. There are too many project managers around. It’s a vicious circle. Will the term ScrumMaster thrive while the Agile Project Manager exists?Searching jobserve for “scrum master” in the UK returns 754 matching jobs. Searching for “agile project manager” returns 8,370 jobs. I beliieve HR have created this role to fill the void Scrum leaves.Agile Project Manager (Scrum Master)As Agile Project Manager (Scrum Master) you will be responsible for managing small-to-medium sized software development projects and development teams for this leading media company. They are at the forefront of the digital media space and you would be integral to managing the development of their cutting edge applications. Agile experience is compulsory and you must also be a Scrum Master. You will be conversant with all technologies but you will not be expected to code. Java, Hadoop and Jackrabbit are among some of the technologies that your teams would be using so knowledge of these is key. Fundamentally you must be a very Agile Project Manager who has worked on Real Time, dynamically changing websites. You must be an astute communicator who can manage personalities with ease.
- Project Management, Software Development, Testing, Line Management, Technical Leadership, Product OwnershipOnly 12% of the 100 scrummasters asked said they don’t have time to do anything else other than ScrumMaster their team.Could be that they are not given the time or expected to be “the hero”.Or is It complacency.
- People are getting cocky. This scrum stuff has been around for a while now, it must be easy then. It doesn’t take much time to set up meetings and facilitate a daily scrum for 15 mins. So no point - we don’t need a ScrumMaster full time.
- Humility – a good scrummaster is never complacent and always looks for improvement. People think they are further on, and they’re team are further on.
- If you ever think you are done – check this out. You would be surprised.
- What are the consequences?More people seeing ScrumMasters as the process controller (which is easy and short-term) rather than team facilitator (which is harder, and long-term)
- Quality, product, creativity, innovation.You may miss out on the spirit of Scrum.
- I will be presenting these findings in London, and I also on my blog in an attempt to socialise the results. And I will continue to teach/coach the ScrumMaster as a full time job and occupation.
- Something for new scrummasters to read as refer to. I will be updating it at the gathering based on real practitiioners experience and guidance.
- Giving people more depth on the job and filling some of the gaps left by CSM.