When we start our journey as Scrum Masters, we are not only learning something that is new to us, but we are also learning something that is new to everyone else. Scrum is new, even in it’s 20 or so years of life, there’s not been time to develop enough knowledge to claim a “definitive body of knowledge about Scrum”. Therefore, learning something that is yet undefined is a critical part of our journey as Scrum Masters.
Despite that realization, it is common to feel “we” are the failure, when in fact, we are just learning a new art. In this episode we discuss the impact of failure in ourselves, not just our learning, and we touch on how to bring the insights that Scrum helps uncover to the rest of the organization.
About David Spinks
David has over 15 years experience in the IT industry. He began his career as a software developer before becoming a Scrum Master in 2012. He calls himself an ‘agile adventurer’ and believes in continuous learning in himself and others. His passion is getting the best out of teams and seeing people reach their full potential. He has worked in a variety of industries, including eCommerce, social housing and education.
As an unlikely Scrum Master Jem went through a journey of adapting to a new industry, and a new role. In his eagerness to bring value to the organization and teams he worked with he focused on taking on more responsibility. But is that a good idea? What happens when the Scrum Master also takes the Product Owner role? Listen in as we discuss the anti-pattern of the Scrum Master that is also the Product Owner.
About Jem D’jelal
Jem trained to be a social worker, but ended up dropping out & joining the dark side instead : investment banking 🙂 In a funny way, Jem was led back to his passion – helping people. This happened when he was introduced to Scrum in 2006, and has been a career Scrum Master since. He calls himself “nomadic”, having had almost 30 roles in 10 + years. He does say that he will be searching for a home at some point. Some of Jem’s other passions involve running, a part time mentoring charity for repeating youth offenders in North London & callisthenics.
The line manager role is a critical role in any organization. When line management is confused, and scared Agile cannot be easily adopted. The reasons for the fear may well be imaginary, but the fear is real and drives their behavior.
In this episode we talk about the very critical role of the line manager in organizations adopting Agile.
About Andreas Plattner
Andreas is an Agile Coach @ Daimler. He is has been a passionate Agilist and Scrum Master for over 10 years. He works on and cares for organizational health.
When we start our journey as a Scrum Master we are taking a leap into a new world. It’s not just that Scrum Master is a new profession. It is also that the lessons that served us so well in the past, are no longer the best approaches. In this episode we talk about how different the role of Scrum Master is, and what we should focus on.
About Mark Cruth
Mark has been playing in the Agile space since 2009, helping multiple organizations move towards a more Agile perspective on work across several industries, including manufacturing, eCommerce, and FinTech. Today Mark works as an Agile Coach for Quicken Loans, as well as operates his own Consulting company called Teal Mavericks.
When we work our way through the Scrum Master learning curve, we go through many phases. One of those phases (one that is common for many Scrum Masters) is the Scrum Police phase. Where we focus on form over function, and act as an enforcer, instead of an enabler.
In this episode we discuss how we can grow out of that phase, and what that means for us, in our journey as Scrum Masters.
About Shubhang Vishwamitra
Shubhang is a passionate agile practitioner originally from Bangalore, India. Who’s worked in Japan and Finland and is currently based in London and working as scrum master.
Shubhang has an extensive background in software development and agile delivery model in smartphone, travel and finance industries. He believes that having a technical background helps to connect with teams and ease the flow of discussion in solving complex problems.
An issue that we often ignore (or want to ignore?) is the impact of prejudice on our work as Scrum Masters. Maybe it is about being different, or not fitting in the prevalent engineering culture. There can be many differences that make our job as Scrum Masters harder to master.
In this episode with Sarah we explore how sometimes being a woman Scrum Master makes the job even harder than it usually is.
About Sarah O’Brien
Sarah is passionate about helping teams work together to bring value to their work lives. She has worked in the Scrum Master role for the past 6 years after transitioning out of waterfall as a senior software engineer. Her (not so) secret goal is to help people bring agile practices home.
Agile is getting adopted by more and more companies. It is inevitable that some managers will think that Agile is about “faster and cheaper”, but essentially the same as before. But is it? And is the focus on faster and cheaper going to help the teams deliver? In this episode, Jella shares with us a story that was pushed and pressured to deliver faster and cheaper, and what happened. We discuss how to engage management to avoid the “agile is faster and cheaper” anti-pattern, and what we should talk about instead.
About Jella Eifler
Jella has a background in linguistics (totally non-tech) and calls herself “agile native” (having never worked any other way, at least in software development). She works as a Scrum Master since 2014 at Qudosoft in Berlin. She has worked with both colocated as well as distributed teams.
Scrum vs Kanban is a very common debate. Some teams will be adamant that only one of those applies to their context. Whichever you choose, you should be aware of the consequences. In this episode we explore one such process change, and the problems associated.
About Lynoure Braakman
Lynoure has worked in many roles in the IT, from operations, scrum mastering and requirements analysis to programming, even a little as a tester. She’s worked in agile teams since 2000 and loves being an adapter type, bringing in a wider perspective into her projects and to help different types of personalities to work together.
In retrospectives with the team we are looking for improvement opportunities. And often the team members will already have ideas about how to improve the ways of working. But sometimes we need to look for improvement opportunities, and the “The Story of a User Story” retrospective we talk about in this episode may help you find the things that need to change.
Listen in to learn what gaps the team uncovered, and how Kathy and the team recovered from a painful story delivery.
About Kathy Andersen
Kathy works as a Scrum Master with a team implementing a billing management system for a company called Hudl. Hudl is headquartered in Lincoln, Nebraska and provides video review and performance analysis tools for coaches and athletes to review game footage and improve team play. Kathy took an uncommon route to the software world, and since then she has had the luck of working on a diverse set of projects and teams. You’ll find her speaking at conferences and participating in the agile community.