As Scrum Masters, we often want to help the PO, or other stakeholders that ask us questions. This wish to please can sometimes lead to the Scrum Master becoming a “status chaser” for the remote or otherwise absent stakeholder. In this episode, we talk about the dangers of becoming a “status chaser” as a Scrum Master, and how to help the team take ownership of the communication with the PO.
About Oskar Collin
Oskar is a former software developer who became a passionate agile coach and Scrum master. He did so mainly because he was better at helping teams working together than building software. He loves experiments and questioning the status quo. He is passionate about helping teams build digital products and deliver value continuously.
Growing teams over time mean that we help them find their path to ownership and self-organization. In this episode, we talk about creating a roadmap to self-organization, and helping teams take steps towards owning their work, and putting self-organization in practice.
About Stefania Marinelli
Stefania is an Agile Manager @Hotels.com (Expedia group) former Scrum Master, former team leader/project manager, former developer. Stefania is fascinated by people dynamics and works every day to create a collaborative and safe environment. NVC practitioner.
When we enter a new organization as consultants or employees, how do we get a new team started? In this episode, we explore the difficult task of the Scrum Master as a team builder and catalyst.
About Anubhuti Agarwal
Anu is a software tester turned Scrum master. She worked as Software QA in India for 6 years and then moved to Berlin to complete her Masters in Business Administration. She has been working as a Scrum Master for 3 years in an agency and has learned, first hand, the challenges of working with Agile in an agency.
Thomas, a game 3d artist turned Scrum Master, got started in his journey thanks to a mentor who was a Scrum Master in his team. As he started his own journey he fell into the trap of focusing only on questions, which was important, but led teams to dwell on the problem for too long. Invariably the retrospectives turned into a complain fest, and there was little time to focus on solutions. It was then that he learned about “problem-focused” cultures and what to do about it. Listen in to learn how Thomas got his teams from problem-centric to solution-centric.
When Denniz joined this team, he observed, that even if the Product Owner was close to the customer, the team had little to no contact with the users of the product. He worked on preparing a workshop that had a hidden agenda: get the developers to understand the users. However, that didn’t turn out so well, and it taught Denniz an important lesson. Listen in to learn how to not organize a workshop with users, and what Denniz learned from that failure that helped him be a better Scrum Master.
About Denniz Dönmez
Denniz has both huge academic and practical experience. He studied agile teams for his PhD at Swiss Federal Institute of Technology in Zurich (ETH Zurich) before becoming a Scrum Master and freelance consultant in 2016. Denniz believes the key to becoming more agile is to establish what he calls “enabling structures.”
Brian’s story is enlightening regarding the value of the Definition of Done. A team that had set the DoD bar too high, and chose to not change the DoD. That led to an anti-pattern that had to be untangled by the Scrum Master.
Samantha shares the story of a Scrum Master that had the tendency to lead all the conversations and how she was able to recover from that pattern with a technique she calls “the pregnant pause”.
About Samantha Menzynski and Brian Ziebart
Samantha Menzynski has spent her entire career in software. Starting in support and account management, moving to customer support management, and with Penta’s transformation to Scrum becoming Scrum Master for the Core product team.
Brian Ziebart started his career in software as a developer, but found himself wanting to move towards coaching and developing people rather than product development. When Penta’s Scrum transformation started in August 2019, he jumped at the opportunity to work more with people while still staying involved with development.
Agile at the team level is not easy, and it has serious challenges that need to be overcome for a team to reach their potential. However, agility in the large is even harder. We have to help teams collaborate across departments, functions, and sometimes even across different companies. In this episode, we dive into collaboration at scale, the challenge for Scrum Masters working with multiple teams in a scaled agile context.
About Jeffrey Koors
Jeff started his studies and career as a fine artist and has gone on to use his creative thinking and vision to help many organizations find ways to design systems, solve problems and embrace Agile. Jeff is also the co-founder and host of Coaching Agile Journeys.
As Charles joined this team, all seemed to be working perfectly. The team really got Agile, and they were following the ceremonies and producing high-quality software. But something was off. With time it became clear that there was a gap between the team and the stakeholders. Finally, the team realized that their project was about to be canceled. What happened? How could this team’s amazing work be canceled? The lessons Charles learned from that story are a critical warning for all of us. Listen in to learn what happened, and why you should start looking at your own team (even if successful) to look for possible early signals of the same pattern.
About Charles Rodriguez
Charles has been working in software development for 16+ years with roles ranging from a database developer to manager to agile coach all in an effort to ‘try to make things better’ for future generations joining the IT industry.
Christian was working on an Agile transition, helping teams move from traditional project management to Scrum. As it usually happens, someone was trying to micro-manage and control the development team, after all, that’s the default situation in a project management culture. The team tried to push back, but that didn’t work. Christian took it up with the manager himself, confronting him with what was going on. At that time, Christian learned an important lesson: we have to stand for what we think is right.
Christian is an enthusiastic Release Train Engineer, Certified Professional Co-Active Coach, and Facilitator who started his agile journey as a Product Owner. Later he turned his back on technology and focused on people and relationships. He is passionate about creating space for people and teams to be the best they can be.
Raphael quickly realized that Agile could bring his organization a competitive advantage and help solve the problems he was facing in some of the projects he worked at. As he started to understand what being agile meant, however, he found that his initial focus (on the process) was detracting from his ability to learn quickly. In this episode, we cover Raphaeo’s personal transformation, from process to a completely new approach that has helped him continuously learn and improve the agility of his organization over the years.
Raphael Branger is a Certified Disciplined Agile Practitioner and a pioneer in adapting agile methods in the context of data and analytics projects. He works as a Principal Consultant Data & Analytics at IT-Logix in Switzerland with more than seventeen years of experience in business intelligence and data warehousing.