Many people think a Scrum Master’s role is to remove impediments from the team. You might be surprised to learn that this isn’t the case.
Recently, I ran an Advanced Scrum Master Training course for those looking to develop their agile coaching skills. We discussed the role of a Scrum Master beyond serving team and how an advanced Scrum Master also looks at how to support and develop their Product Owner as well as the wider organisation.
The role of a Scrum Master has many stances. In the PSM II class we did an exercise where we looked at different real life scenarios for Agile teams and Organisations. The participants were asked:
Participants then reflected on whether the stance would vary based on team maturity and organisational context.
Some behaviours for Scrum Masters don’t support teams to self-organise. An integral part of the discussion in this class involved some stances participants had used in the past, and whether these were in fact anti-patterns.
As a new Scrum Master you may tend to fall back on being a Scribe, Admin, Scrum Mum, or Scrum Police, however as you develop in maturity the key for a good Scrum Master is to look beyond the team and to the wider organisation. When the Scrum Master focuses their attention on the wider system of work, stances such as facilitation, coaching, mentoring, counselling, consulting, acting as a change agent and lean leader, help them to be more successful at promoting and supporting self organisation.
The are 8 preferred stances and these reflect the 8 elements of agile coaching that an advanced Scrum Master would use, but these are only applicable in certain situations based on experience and the context.
A great Scrum Master is aware of all the stances and the preferred 8 elements of agile coaching and knows when and how to apply them, depending on situation, context as well as the, team’s level of maturity and their own experience and capability.
We’re collecting new stances all the time, based on our experiences working with new teams and experienced ones, software teams, executive and management agile teams, and large programs of over a thousand people. Overall, we’ve identified 22 stances and these have become an integral part of our PSM II course.
Register your details and download ZXM’s 22 Stances for use in your own context. They’re great to reflect on emerging situations and to support consideration regarding how you could act to support others in your role as a Scrum Master and agile coach.
By downloading this file you agree to our terms and conditions.
How do you write great User Stories?
Backlog Refinement is a critical part of good practice in Scrum. Refining the Product Backlog ensures that the Team and Product Owner have sufficientl
What metrics do you need to understand whether you’re going to achieve enterprise outcomes for agile transformations
Should you have business as Product Owners? Is the Release Train Engineer a Delivery Manager? Where do Project Managers go? Aren’t Epic Owners the executive? Everyone gets these things wrong. Find out how to avoid SAFe’s implementation traps.
Are you still asking the ‘three questions’. It’s time you learned some better patterns to inspect your progress toward the team’s Sprint Goal.
Agile project management metrics often rely on team surveys to find out how agile the organisation is. Team surveys fail for many reasons. Here’s our top tips on what to look out for and how to measure agile in a repeatable and scalable way.
Copyright © Zen Ex Machina® and ™ (2021). All rights reserved. ABN 93 153 194 220