The Role of the Scrum Master (SM) is very challenging. SM responsibilities include Coaching, Training and facilitating both Agile practices and Spirits. In this Presentation, I will review some of the challenges faced by the Scrum Master during his day-to-day activities.

1. DAVID TZEMACH
WWW.SUPREMEAGILE.COM
MAR 12 2018
TOP 10 CHALLENGES FACED
BY THE SCRUM MASTER

2. THE ROLE OF THE SCRUM MASTER (SM) IS VERY CHALLENGING. SM RESPONSIBILITIES INCLUDE
COACHING, TRAINING AND FACILITATING BOTH AGILE PRACTICES AND SPIRITS. IN THIS ARTICLE, I WILL
REVIEW SOME OF THE CHALLENGES FACED BY THE SCRUM MASTER DURING HIS DAY-TO-DAY ACTIVITIES.

3. CHALLENGE 1 – HAS NO AUTHORITY
THE FIRST THING THAT WE NEED TO
REMEMBER IS THAT THE SM IS THE
FACILITATOR OF THE TEAM. HOWEVER,
WITH THAT BEING SAID, THE SM DOES
NOT HAVE ANY AUTHORITY AS WE WOULD
EXPECT TO SEE FOR SUCH IMPORTANT
ROLE.
IN FACT, THE SCRUM MASTER CAN BE ANY
MEMBER OF THE TEAM. HE IS A PERSON
WHO HAS A GOOD UNDERSTANDING OF
THE SCRUM FRAMEWORK AND IS A GOOD
FACILITATOR.

4. CHALLENGE 2 – KEEPER OF THE AGILE TIME-BOXING
I THINK THAT ANY SM WILL AGREE,
KEEPING THE SCRUM ACTIVITIES UNDER
A DEFINED TIME LIMIT IS JUST ONE OF
THOSE ANNOYING TASKS THAT NO ONE
LIKES TO DO.
AS THE TEAM SM, IT IS OUR JOB TO
ENSURE THAT THE SPECIFIC SCRUM
ACTIVATES TIMING IS KEPT. WE NEED
TO LIMIT THE TIME SLIPPAGE TO A
MINIMUM.

5. CHALLENGE 3 – ROLE DEFINITION
THERE IS A HUGH CHALLENGE EXPLAINING
THE ROLE OF THE SCRUM MASTER (INCL.
SCOPE EXPECTATIONS, ACTIVITIES, AND
RESPONSIBILITIES). I OFTEN SEE LOTS OF
MISUNDERSTANDS THAT ARISE.
THIS IS BECAUSE SOME STAKEHOLDERS IN
THE PROCESS DO NOT REALLY
UNDERSTAND WHAT THEY CAN EXPECT
FROM THIS ROLE, ITS IMPORTANCE WITHIN
THE ORGANIZATION AND PARTICULARLY TO
THE TEAM.

6. CHALLENGE 4 – MANAGEMENT EXPECTATIONS
THERE IS ALWAYS A GAP BETWEEN
MANAGEMENT EXPECTATIONS (RELIES ON
OLD MANAGEMENT HABITS) AND NEW
PRACTICES THAT COME FROM AN AGILE
TRANSITION.
THIS MAKES THE LIFE OF THE SCRUM
MASTER REALLY CHALLENGING AS HE NEEDS
TO PROTECT THE TEAM (ESPECIALLY IN THE
EARLIER PHASES OF THE IMPLEMENTATION),
WHILE AT THE SAME TIME ALLOWING SENIOR
MANAGEMENT TO TAKE PART IN THE
PROCESS.

7. CHALLENGE 5 – MANAGING CONFLICTS
THE SCRUM MASTER HAS THE
RESPONSIBILITY OF MANAGING
INTERNAL CONFLICTS WITHIN THE
SCRUM TEAM AND SOMETIMES
EXTERNAL CONFLICTS THAT ARISE
FROM EXTERNAL STAKEHOLDERS.
IT IS EXPECTED THAT THE SM ALSO
HAVE THE SKILL TO DEAL AND
RESOLVE PERSONAL ISSUES THAT MAY
OCCUR.

8. CHALLENGE 6 – BUILDING THE TEAM
ONE OF THE MAIN OBJECTIVES OF THE SCRUM
MASTER IS TO ASSIST HIS TEAM TO BECOME
“SELF-ORGANIZED/SUFFICIENT”.
THIS CAN BE THE DIFFERENCE BETWEEN A
SUCCESSFUL TEAM AND A COMPLETE FAILURE. SO
HOW CHALLENGING IS THIS TASK? WELL,
EXTREMELY, JUST THINK ABOUT A GROUP OF
PEOPLE THAT SOMETIMES HAVE PERSONAL ISSUES
WITH ONE ANOTHER.
IT IS THE SCRUM MASTER’S RESPONSIBILITY TO
ASSIST THEM TO BECOME A COHERENT,
DEDICATED, GOAL-ORIENTED TEAM.

9. CHALLENGE 7 – TO INCREASE COLLABORATION
AS PART OF THE DAY-TO-DAY ACTIVITIES, THE
SCRUM MASTER NEEDS TO ENSURE THAT THERE IS
A PRODUCTIVE COLLABORATION AMONG THE
RELEVANT STAKEHOLDERS.
THIS IS ESPECIALLY IMPORTANT BETWEEN THE
TEAM AND THE PRODUCT OWNER.
THIS CAN BECOME INCREASINGLY CHALLENGING
WHEN THE PRODUCT OWNER (PO) IS NOT
RESPONSIVE TO THE TEAM QUESTIONS OR WHEN
DECISIONS ARE MADE BY THE PO WITHOUT
CONSULTING THE TEAM.

10. CHALLENGE 8 – LEADER OF CHANGE
WHEN IT COMES TO AGILE TRANSITIONS, THE
SCRUM MASTER IS THE CHANGE AGENT IN THE
ORGANIZATION AND SHOULD TAKE THE LEAD
ROLE IN MAKING THE CHANGE A REALITY.
THIS IS A MASSIVE CHALLENGE, ESPECIALLY WHEN
THE ORGANIZATION IS STILL NOT READY TO
EMBRACE THE CHANGE AND TO ADOPT THE NEW
PRACTICES.
REMEMBER: MAKING A SMALL CHANGE IS HARD
ENOUGH, BUT CHANGING THE WAY OF WORK,
STATE OF MIND AND CULTURE OF AN
ORGANIZATION IS A COMPLETELY DIFFERENT
STORY.

11. CHALLENGE 9 – CONTINUOUS
GROWTH
I THINK THAT IT IS A POSITIVE CHALLENGE THAT I
LOVE TO USE AS AN EXAMPLE IN MY LECTURES
REGARDING WHY THE SM ROLE IS SO
CHALLENGING.
THIS ROLE POSSESSES THE RESPONSIBILITY TO
ALWAYS LEARN NEW WAYS TO IMPROVE THE
PERSONAL SKILLS THAT WILL BE REFLECTED IN
MORE EFFICIENT AND PRODUCTIVE WAY FOR THE
ORGANIZATION
FOR ME, MORE STUDIES THAT INVOLVE BOTH
THEORETICAL AND PRACTICAL PRACTICES IS THE
KEY TO GROW WITHIN THIS ROLE.

12. CHALLENGE 10 – GAINING RESPECT OF ITS TEAM
TO BE ABLE TO BE A REAL SERVANT
LEADER OF THE TEAM AND TO BE ABLE
TO LEAD WITHOUT AUTHORITY THE
SCRUM MASTER HAS ONE MAJOR
CHALLENGE AND THAT’S TO GAIN THE
RESPECT OF THE TEAMMATES.
THIS IS THE MAIN REASON THAT THE
BEST SCRUM MASTERS ARE THE ONES
CHOSEN BY THE TEAM AND NOT BY
THE ORGANIZATION.

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