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.
In this episode, we learn about Rahul’s unusual route to being a Scrum Master, and how the initial focus on velocity led Rahul astray from what really affects a Scrum team’s performance.
We then explore how beginner Scrum Masters can learn to focus on the right aspects from the start and to be flexible enough so that the team does not reject the adoption of Scrum.
About Rahul Bhattacharya
Rahul Bhattacharya is currently working as an Agile Coach at trivago. He is responsible for optimizing the ways of working within the organization, coaching others on best practices while simultaneously guiding teams working on different products. Rahul is passionate about constant learning through experimentation and feedback
He is also the host of a podcast about Agile, called the Agile Atelier.
Scrum teams don’t exist in a vacuum, and in engineering-focused organizations, usually, the team leads are also engineers. This can cause problems when they need to collaborate with Product Owners. In this episode, we talk about such a team, and how Ines helped the team, the team lead and PO find better ways to collaborate.
About Ines Stuppacher
Ines Stuppacher is a passionate team coach and Scrum Master. Working with people challenges and inspires her every day. Her coaching mentality is an important pillar of her life and work. Ines does not impose things on people but rather sees herself as a waiter of options. She strives to show up as her full human self in all kinds of situations and with that fosters real connections with other people.
We also discuss how, working on the “solution” may help clarify the acceptance criteria for the stories that are not clearly defined.
About Ben Clark
Ben’s career has spanned from working assembly at Ford Motor Co, IT consulting, DSL Internet provider using wireless building-to-building antennas, systems administration and engineering, data center floor work, DevOps, cloud engineering, cloud architecture, scrum master, people-leader, and agile coach.
Scrum Masters need to sometimes face the Agile islands in the middle of large organizations. How can we react to that? How to address the team, and the stakeholders? How to do planning? There are many questions that Scrum Masters must answer differently when working with “island” Agile teams.
In this episode, we explore how Scrum Masters can work with isolated Agile teams without having the teams to go back to waterfall.
About Dragana Hadzic
Dragana is an agile enthusiast who believes communication is critical for success in everything, including software projects. A Scrum Master and an Agile Coach with broad experience in IT industry and different leadership roles. Passionate about everything that brings positive energy and enables people to achieve great results.
As Scrum Master, we are constantly paying attention to the team’s performance, and what can be done to help them progress. However, in some cases, the problems are beyond the Scrum Master’s reach. In this episode, we talk about the case when the Scrum Master must face the fact that the team just isn’t up to the task they have. What should a Scrum Master do in those cases? Listen in to learn about such a case, and the hard lesson Isaac learned about helping teams and their organizations when the team just aren’t up to the task.
Isaac is a passionate Agilist who builds teams with heart and walks their journey together. His driving goal in life is to invest in and impact world changers. He has a lot to learn but is enjoying the discovery in the journey.
As Scrum Masters start their journey they only have the description of Scrum. However, even when a team we work with “does” all of the Scrum ceremonies, they may be something more important. In this episode, we analyze the case of a team that was “doing” scrum, but when Gilson left, they went back to the previous way of working. As Scrum Masters, we need to learn from those failures. We explore possible causes for this anti-pattern, and tips on how to help teams understand what Scrum really is about.
About Gilson Souza
Gilson has worked with Scrum for over ten years, first as a software engineer, then taking in both roles of Scrum Master and Developer and currently 100% dedicated as Scrum Master. As a Scrum Master, he truly believes in empowered and self-organizing teams and works inside and outside of the team to achieve it.