Scrum is, by definition, one of the agile frameworks. It aims to help teams and organizations generate value by adapting solutions to business needs.
What’s important, Scrum is not a methodology or a plan – nothing that tells us how to work. It is a framework that we adapt to our team. Even though we mostly associate Scrum with IT projects, we can introduce it to any development team, for example, to produce a motorcycle.
What is so appealing about Scrum? I think it is its simplicity, although, at the same time, it can be deceptive. Because one thing is to master the Scrum Guide, and another thing is to put that knowledge into practice effectively.
The Scrum Guide distinguishes three roles – Development Team, Product Owner, and Scrum Master. And I would like to tell you about the latter.
Scrum Master, our coach
Scrum is based on the work of effective teams. Imagine a situation where we gather a group of about ten people and tell them, “From now on, you are a team.” It won’t work. Football is a good example – when the entire team plays to fit an individual player, even the best one, such as Salah, Messi, or Ronaldo, they will not win. What matters is teamwork, and it’s the same in Scrum.
Everyone knows that football teams have their coaches who are responsible for building a team capable of winning matches. A Scrum Master acts as a coach. However, instead of teaching how to kick the ball, they teach how to introduce Scrum. Just as a coach doesn’t score goals, the Scrum Master is not responsible for developing a product (although the Scrum Guide does not exclude the possibility of performing two roles at the same time, for example, the Scrum Master and a Developer).
Depending on the needs of the team, the Scrum Master teaches different things. They can provide support in building a team from scratch when Scrum has just been introduced in the organization. They can help create and improve the Definition of Done (DoD) or show how to deliver a project together using agile practices. There are days when they focus more on the product users and understanding their needs. Then, they pass on this knowledge to the team so they can address these needs appropriately.
A Scrum Master’s duties as a coach depend on the team’s maturity and experience. For example, if the team is just setting off on its journey to the land of Scrum, a Scrum Master helps them create a task board. On the other hand, a Scrum Master does everything to pass responsibility for the progress of work to the team. In what way? I will use a daily meeting as an example. The Scrum Master leads the first daily, then reminds the team about the next few meetings, and when time has passed, the Scrum Master leaves the daily in the hands of the team. Just to let them feel the consequences of not having a daily stand-up if they forget about it.
What else should we keep in mind? A Scrum Master has no formal power, they build their authority on knowledge and experience. “Master” is not a manager, a boss, or a supervisor, but someone who has mastered Scrum.
A Scrum Master is in no way a supervisor who is responsible for managing people or selecting tools or processes. Their task is to help you do it by asking questions, listening, and supporting you in discovering the answers. Scrum Masters teach Scrum, that is, practices that ensure the agility of the team. Their job is to explain the rules and answer questions about why we do things in a certain way (the answer “just because” does not count).
Ken Schwaber, the co-founder of Scrum, created a new name for the team mentor, not to be confused with a typical manager relying on command and control. Scrum Masters are Servant Leaders who use their knowledge to support the team, Product Owner, and the entire organization. They diagnose problems, detect the biggest challenges, and indicate various possible solutions. However, they do not impose their opinions on how to cope with an issue – they allow the team to work on it.
Although the role of a Scrum Master can combine many different roles, its main task is to improve the work of the team. They help the members organize themselves in such a way that, eventually, they don’t need this person anymore. A Scrum Master helps and supports the team, facilitates meetings, and, if necessary, plays the role of a rubber duck (in a code-debugging method called rubber ducking).
It seems simple, but…
What qualities does a good Scrum Master have?
In my opinion, each case is different. A Scrum Master takes on a different role depending on the team or organization – each team needs a slightly different set of qualities for this role. Of course, regardless of the team’s needs, an unorganized person with no knowledge will not succeed in this role. So let’s start with the basics.
1. A good Scrum Master has the necessary knowledge.
Even if they are just entering the world of IT and want to develop, they should start with a good understanding of the Scrum Guide. I also recommend different courses and training sessions because they provide answers to all (or almost all) questions. Nevertheless, after completing a course, a good Scrum Master should continue to learn. Once they get the dream job in IT, they still read the Scrum Guide over and over (it is really helpful because when you have experience with projects and read it again, you can look at the word of Scrum from a completely different perspective).
2. Once they get the knowledge and consolidate it, they become experts in their field.
I believe this is a must-have. As I mentioned, a Scrum Master is a person who passes on knowledge – they teach teamwork and what it means “to be agile.” It is hard to imagine a situation where the person responsible for supporting the team and sharing knowledge wouldn’t have the necessary competencies. It’s as if Juergen Klopp didn’t know much about football. It wouldn’t make sense.
3. Scrum Master is creative.
Leading a Scrum team is not only about arranging meetings or facilitating them. It is also about resolving conflicts in a team or strengthening bonds between people. The Retrospective meeting is not only a good moment to admit what went right or wrong or what we can improve. It’s also the right time to get to know each other better. A Scrum Master can use games or other activities for this purpose. It’s possible to find various tips on the internet, or you can come up with something yourself. Be creative!
4. The Scrum Master is trustworthy.
As I mentioned, resolving conflicts is one of a Scrum Master’s tasks. If there is a misunderstanding in the team, it’s a good idea to handle it as soon as possible. Firstly, Scrum Masters must be able to identify the problem. Secondly, they should gain enough trust in the team to be the first person to turn to in case of difficulty. Of course, sometimes it’s impossible to avoid conflicts – they are necessary to diagnose the problem and its source. In this case, the Scrum Master is both a team mediator and a therapist.
5. A good Scrum Master is an effective communicator.
This job is all about working with people. Therefore, it is only logical that the person in this position should be communicative, open, and empathetic. Of course, an introvert can also take on this role, but for this kind of person, it will be more difficult to join the team, communicate with all members, or lead meetings. At the same time, it’s important to remember that a Scrum Master is not the only person who speaks at meetings. They can also listen and hear people out – they help in this way, too.
Yes, the team needs it. Scrum Masters set rules and offer help and solutions that perhaps wouldn’t be available if it weren’t for someone who watches the team from outside. Although Scrum Masters are a part of the team, they are also a kind of observers.
The way a Scrum Master supports the team ultimately depends on the person who decides to take on this role. The most important thing is to fit into an existing team or to plan what you want to teach your newly-forming team.
Author
- Junior Scrum Master
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Junior Scrum Master dealing with Scrum for two years, in the IT industry since May 2022. She is not afraid of challenges, she tries her best to create harmonious and well-functioning teams. Privately, the owner of a labrador, a person who enjoys long walks, physical activity, and board games.
