When organizations bring people together in a team and then add a “planning” factor on top of them to “steer” them in the right direction, they might be losing the most powerful contribution of a team.
In this episode, we discuss what Susanne learned from a situation where she overplanned things, and did not give the team enough freedom and space to bring in their skills and knowledge. A brilliant reminder that we, as Scrum Masters, must focus on the team, not the work! Let the team focus on the work, while you focus on the team.
About Susanne Taylor
Susanne is a transition coach, which translates to roles as: change management facilitator, organizational development consultant, scrum master, agile coach and community manager. (Often simultaneously.) Susanne has learned to be adaptable and resilient after having lived in Alaska, Japan, Taiwan and now Germany. She is passionate about accompanying people on journeys of transformation. (And she considers herself an introvert.)
Some Agile transformations are doomed to failure. In this episode, we talk about the signs that indicate when Agile is not likely to be adopted in an organization.
We also talk about the importance for Scrum Masters to work at different levels of the organization, not only at the team level.
About Izis Filipaldi
Izis’ mission is to help people to improve their knowledge and professional value inside organizations, applying the agile way of working. She has been working as an Agile Coach for more than 7 years, helping people to deliver products, developing an environment free of judgments where they can fail fast and learn faster. Continuous improvement of: people knowledge, product delivery, and work environment, are her 3 main focus on work. And she loves what she does!
Nick was working with a team that had just lost their Product Owner. The new Product Owner had a conflict of interest and was changing priorities mid-sprint. This is a common anti-pattern that many teams face.
In this episode, we talk through Nick’s efforts to help the Product Owner understand the consequences of his behavior. It’s never an easy situation to be in, but we must be ready.
Are you having trouble helping the team working well with their Product Owner? We’ve put together a course to help you work on the collaboration team-product owner. You can find it at:bit.ly/coachyourpo. 18 modules, 8+ hours of modules with tools and techniques that you can use to help teams and PO’s collaborate.
About Nick Stewart
Nick has worked in the “Projects Space” for the last 5 years, initially working with business change, then in IT using Prince 2, Waterfall and ultimately found Agile organically through the pain of delivering projects using the other methodologies. More recently he has taken on a Delivery Lead role which allows him to continue to learn whilst helping teams deliver continuous value.
When Sebastian took up the Scrum Master role, he did not expect to face the trial by fire he was about the experience. A few months into that new role, he was facing a situation where the application was blowing up everywhere. As the team pushed to release quickly, they didn’t account for all the technical problems or even some of the non-functional requirements they had to adhere to. As a developer-turned-Scrum Master, Sebastian had to learn the hard way how to help teams “divide and conquer” their work. We discuss how we can avoid similar problems in other teams, and some of the techniques Sebastian learned to help teams in that same situation.
Successful products start with small teams, but soon, and because of their success, the team grows. Growing teams present specific challenges to Scrum Masters. Incorporating the new team members is not easy, or quick. But there are a few things we can learn from and increase our chances of success. In this episode, we talk about Jaime’s story, as Scrum Master to a growing team, what happened, and what are the signs to look out for.
About Jaime Bartol
Jaime has been a ScrumMaster/Agile Coach for 6 years with experience in large organizations as well as startup teams! She has worked with frontend and data engineering teams and even brought Agile to awesome marketing teams! Jaime’s passion is about teams and using Agile/Scrum fundamentals to elevate efficiency, productivity, and joy!
As a new Scrum Master in that team, Rachel learned that other Scrum Masters had tried to help the team and failed. It was not an easy start for Rachel. At this point, many Scrum Masters would help the team “see the light”, why they needed the Scrum Master. But that’s not what Rachel did and it probably helped her have a much bigger impact than she would have otherwise.
In this episode, we explore what to do when you join a team that is feeling apathy and try to understand why that apathy might have developed in the first place.
About Rachel Martz
Rachel has been in digital product development for over 20 years, having performed every role imaginable. She entered the agile space 13 years ago, doing hands-on product strategy and development modernization.
Rachel is in the data and analytics industry at the moment and loves being a Scrum Master because it’s the most impactful role she can have for helping improve people’s lives.
As Scrum Masters, our role is to help the team grow and continuously deliver valuable software. Sometimes we work with stakeholders to do that, but other times we must be able to set limits to how the stakeholders interfere with the team. In this story, Angeliki talks about a story where the CTO started interfering with the team, and how she learned that as a Scrum Master she needed to help the team set limits to that interference.
Scrum Masters are seen as the “process owners”. Some people will even explicitly assign that responsibility to Scrum Masters. But what happens when we focus on the process and forget the business side?
What would happen if redefined the Scrum Master responsibilities to explicitly include a business perspective?
In this episode, we talk about the business side of the Scrum Master work, and discuss the important question: “Are we doing the right things?”
About Joost Mulders
Joost has been an agile practitioner since 2008 and is continuously uncovering new ways to help teams and organizations on their agile journey. He’s taken several roles in that journey, such as Scrum Master, agile coach or management coach. He strives to create work-life fusion with agile, ultrarunning and filmmaking as the main ingredients.
Scrum Masters often need to deal and help resolve conflicts in the teams and with the stakeholders. In this episode, we look at a case of conflicting priorities. We discuss the different approaches, and how the 1-on-1 conversations may cause problems that can be solved unless Scrum Masters get all the parties into the same room.
Many Scrum Masters are incredibly passionate about their work, and helping teams. That’s a great energy and inspiration resource unless… In this episode, we talk about what happens when we expect or ask too much from the teams and people we work with.
Micah worked in technology for about 7 years. He has a background in lean principles and how to bring that to technology. Has done everything from Project Management to Software Engineering, Leadership, and Scrum Master.