- At my current client we encourage the SM to be part of the team. The general instruction is do team stuff whenever you don t need to do scrummaster stuff . WeMessage 1 of 6 , Mar 4 1:28 AMView SourceAt my current client we encourage the SM to be part of the team. The general instruction is "do team stuff whenever you don't need to do scrummaster stuff".
We want the scrum master to feel personally commiitted to the sprint goal (along with the other team members) and use the term "we" when referring to the team, not "they". This seems to increase team gel and lessen the risk that the SM is treated as a manager by the team. Being part of the team and participating in the development also increases the likelihood that the SM detects problems and impediments that would have gone unnoticed otherwise.
For normal-sized teams that are fairly experienced with Scrum the "scrum stuff" amounts to about 50% of the SM's time. But it quickly approaches 100% if the team is new to Scrum, is large, or is encountering problems. Inexperienced SMs need some coaching to manage this. The obvious risk is that the SM gets so deeply involved in the development that he forgets to keep a bird-eye perspective.
My general coaching strategy has been:
1) Join the team for a sprint or two as SM, get to know the team and help with coding or whatever else is needed.
2) Identify the best SM candidate (usually the informal leader).
3) After a sprint or two, send him/her to a CSM course. Good to get a fresh perspective and a 2-day break from the day-to-day work.
4) Leave the team and let the newly baked SM take over.
5) Stay around and coach the SM periodicallly over a couple of sprints. But don't get in the way, let him/her make mistakes and learn from them.
Any other coaching strategies people want to share? Any good articles or books on the topic? Whoops, did I just change the subject? :o)
+46 (0)70 492 5284On 3/2/07, Ayoob Nagore, Unoose <ayoob@...> wrote:I experiment with rotating the scrum master role.. and it works well.The idea is to have a team member play the role of the scrum master as well, for a month as part of their overall development. Helps get the team buy-in more readily; I have seen distinct changes and developments in team members - for e.g. after they have been a Scrum Master for a month, their participation in / appreciation of the process improves.There is ofcourse an overhead, for appropriate prioritisation - since the team member (now playing the role of Scrum Master as well) may not be always in a position to shuffle priorities; I spend time with them helping out.This works and helps the team / individual development; but beware, my experiments are always in steady-state, maintenance kind of environments - not with Time Critical, Sensitive projectsAny suggestions / sharing of experiences is welcome
From: firstname.lastname@example.org [mailto:scrumdevelopment@yahoogroup s.com] On Behalf Of DoctorArtem
Sent: Friday, March 02, 2007 5:24 AM
Subject: [scrumdevelopment] Coding ScrumMaster
At my department we might be able to start a real Scrum project soon
(some elements tried already and we liked them). The team is most
likely to consist of 3-4 junior to mid-level people slightly aware of
agile stuff + 1 senior guy (me) quite aware about the agile stuff
[though with relatively small practical experience] to be the first
time Scrum Master (after passing the Scrum Master training soon).
In this situation I expect that there will be quite big temptation for
a Scrum Master to take the role of a team member also. At least in
order to take advantage of the senior subject area and tools expertise.
Could anybody share his experience of similar situations? Are there
any usual challenges and solutions in such a situation? E.g. I am a
bit afraid that taking two roles would look a bit like command&control
situation, when a mediator (ScrumMaster) is one of the persons voting
for a solution (Team Member)