This story starts with Susannah working with two teams, in her role as a Scrum Master. This lead to her feeling torn between the two teams that she wanted to help. Multitasking and having to attend multiple ceremonies made her feel stressed and unsure about the best way to help the teams. How can a Scrum Master overcome the challenges of this situation and help the teams? Listen in to learn the important lessons Susannah took from this situation.
About Susannah Chambers
Susannah seeks joy and empowers teams to articulate how they add value. She is a Certified ScrumMaster and Agile Team Coach for 3 software development teams for a major retailer. Susannah is also a Personal Agility Recognized Ambassador for the Personal Agility Institute and she helps people identify what really matters.
When Scrum Masters find blockers or problems in teams, and even in organizations, they need to think what’s the right approach to share those insights. The approach we select must be fit to the organization and the prevailing culture. In this story, we hear how Serge found a “tabu” that, when brought up, caused the organization to block it, and effectively invalidate the work Serge had done.
About Serge Huybrechts
Serge is a Scrum Master, Agile coach, and trainer with a long background in IT Service Management. He considers himself a guide for continuous improvement where Agile, Scrum, and Kanban are the vehicles. Serge loves Agile because of its focus on people and learning resonates with him.
He also calls himself a bulimic reader and very passionate about music.
When working with new teams, or as a new Scrum Master to an existing team, we can easily fall into the trap of “wanting to show results”. In this story, we explore what can happen when Scrum Masters put a lot of pressure on themselves to “make” the teams perform. A common anti-pattern when we start our Scrum Master journey.
About Ines Garcia
Ines is an Agile Coach, a Certified Scrum Professional® (CSP-SM), and a Salesforce MVP. She focuses on helping organizations every day to become more Agile whilst delivering Salesforce technology. She consults, speaks, and trains in these arenas always with the end in mind of enabling an evolution (not revolution).
Omar was working with a team that was constantly interrupted by their manager. As Scrum Masters, we need to be able to help the team overcome, and even eliminate constant interruptions. In this story, we hear what can happen when the Scrum Master isn’t ready to step in at the right time and protect the team.
Omar is a Principal Agile Practitioner at Red Hat. Prior to Red Hat, Omar worked in the Federal Government space as an Agile Practitioner Consultant, Project Manager, and Scrum Master. He has a passion for helping teams create a collaborative and safe environment, participating in Agile Communities, and coaching.
When helping a team adopt Scrum, we need to be aware of their journey with Agile and Scrum. This particular team, as Sarah learned quickly, was not ready, and Sarah has just thrown the team to the deep end of Scrum adoption. This is a great story for Scrum Masters wanting to learn how to help teams that are just at the start of their journey, and even skeptic of Agile.
About Sarah Finn
Sarah Finn is an Agile Coach, within an Agile Practice Team in Red Hat. Sarah currently works with an open-source community facing team called “The Community Platform Engineering Team”. Sarah also helps co-manage the Agile DevOps Community of Practice. Sarah believes by simply creating a safe environment for discussion & collaboration can open up so many opportunities to work together towards continuous improvement.
When working with a new team, he understood that something was off. The team was new to Agile, and the project was already late. The transition was too much for that team. Listen in to learn what Ravi did to help that team in a high-pressure situation.
About Ravi Jay
Ravi started his career as a Mainframes developer in 2004 and was introduced to agility in 2007. He went from hating Scrum Masters to loving Kanban very quickly but became a believer in agile methods after learning by losing money implementing SAFe in his London-based startup in 2011. Over 16 years, Ravi has specialized in driving value out of complex software, hardware, firmware and organizational change programs using various large-scale agile and traditional methods across industries. He enjoys spending time coaching and building teams that create products, people love to use.
Helen was a Project Manager before changing to the Scrum Master role. That transition was not an easy one, and she shares her struggles and lessons learned.
The story we explore in this episode is about how sometimes we fail to take into account that our team members may be at a different step of the journey than we are. We talk about what that means in practice, how it affects our performance, and discuss some tips to make sure that we always meet our team members where they are, in their own learning journey.
About Helen Garcia
Helen’s been in projects for over 10 years, everything from construction to pharma to more recently gaming. Not only does she want to bring an Agile mindset to organizations that are ready for change but she also strongly believes that Agile can be just as effective at home. Bringing value sooner, safer and happier thanks to Jon Smart it’s a quote Helen take most places!
When organizations start their journey towards agility, it is normal, and predictable that not all participants in the journey will have the same level of understanding. In this story, Chris shares the common misunderstanding around the estimation conversation, and how it may generate conflict between teams and stakeholders. What’s a Scrum Master to do in those situations? First, we need to start by recognizing what step of the journey we are in, and what is still ahead of us! But there’s a lot more that Chris shares about the start of the Agile adoption journey.
About Chris Foley
Chris is a Principal Systems Design Engineer at Red Hat working in the area of Engineering Improvement. He has over 20 years of experience in software and has filled PO and ScrumMaster roles. The team, to Chris, is the essence of the whole process and the Scrum Masters role is to help optimize that. He uses his experience from the sporting world to draw parallels around how successful teams function.
As a developer, starting your first Scrum Master assignment is not easy. In this story, we hear about how easy it is to stay in the developer mindset in our first Scrum Master job, and what that means for the team and yourself. We discuss how Scrum Masters can learn to step back, even if they “know” what to say.
About Joe Auslander
Joe is into game/experience design and enjoys working with teams to solve unique problems. In the past this has been in areas of ship repair, crew coordination, television production and software delivery. Joe enjoys learning and sharing what he has learned and he particularly loves seeing people succeed.
As Jakub took on the challenging role of being a Scrum Master for 7 teams, he started facing the problems that come with over-committing (as a Scrum Master). The typical running around just to be present at the teams’ meetings started to take its toll. Jakub did not know how to handle that many teams, and that led to a reflection and learning that stayed with him forever: he had turned Scrum into the outcome that he was pushing teams towards, instead of the tool that helps them succeed.
About Jakub Jurkiewicz
Jakub is a kaizen practice lead who participated in his first standup in 2005 and facilitated his first retrospective in 2007. Previously a software developer, team leader, Scrum Master and Agile consultant, Jakub is also, a podcaster and trainer at Agile Coaching Lab. Loves wine, bicycles and his wife (in the reverse order).