There is a really cool academic saying that says “it depends.” A Scrum Master works in several areas, such as working with people, change management, or process development, so he wears different hats in his daily work . When he starts working with a team, he is an observer. He spends a lot of time with them, trying to understand as many things as possible. Then he starts asking questions.
He tries to find out why the team works this way and not differently. Then he puts on the teacher's hat, i.e. shows solutions, explains how to approach the problem according to the Scrum Guide (the document on which Scrum is based) and why exactly this way. The work of a Scrum Master is very diverse and that's why I like it.
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Until what point does a team need a Scrum Master?
In an ideal world, when a team understands and applies all the elements of Scrum – that is list of georgia cell phone numbers it searches for effective solutions, experiments and draws conclusions, and trust and respect are the basis of every action and interaction – it no longer needs a Scrum Master. However, the reality is different. A Scrum Master is a change agent, helps teams and organizations go through the change process , so he is needed wherever they appear, and there are always changes. New people join the team, a new Product Owner comes in, a new product appears, or the entire company changes direction.
How to become a Scrum Master?
There are three paths. The first is development from the IT area . This is the natural, simplest career path – from developer, designer or tester to Scrum Master. Knowledge of technical aspects is very helpful in this job. It is easier to cooperate with the IT team when you know the realities, terminology, problems.
The second path is a complete change of profession, moving from a completely different field . This path requires a lot of determination and a desire to learn.
The third one is a change along with the organization , in a sense forced by the organization. That was my path. The company I had been working for 11 years decided to transform and created a scrum team. I found myself in that team and started developing on the agile path. I read books, listened to podcasts, went to agile community meetings in my city and that showed me that the job of a Scrum Master was something for me. A year after the change, I became an Agile Coach.
What should a good Scrum Master be like? Is technical education or experience necessary?
I am an example of the fact that it is not. Before I became a Scrum Master, I was a credit analyst. However, curiosity, technological awareness, and the desire to explore these topics are important. When a developer comes to me and says that he has a problem with regression, or a pull request does not want to go through, I have to know what he is talking about. I have to turn on my curiosity, explore the topic, and look for answers. These are the qualities – curiosity and inquisitiveness – that are very important in the role of a Scrum Master. In this profession, you have to like learning new things, because there is always something new.
A Scrum Master should also have a lot of humility. They must be able to admit that they don't know something, assume that they may not know and not be afraid to ask. I always say this, if you don't know what to do, ask the team.
The Scrum Guide states that the Scrum Master is a so-called servant leader. This does not mean that he should replace the team, be a secretary or an assistant. The point is that when the Scrum Master wants to introduce changes in the team or organization, he starts with himself. He represents the Scrum values, listens and observes, and draws conclusions from the mistakes he makes - this also requires humility.
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Does Scrum only work in the IT industry, or can this framework be applied to other teams as well?
Yes, you can. I usually worked in technology teams, but at community meetings I increasingly often meet Scrum Masters working in other fields, such as marketing, pharmaceuticals, insurance, or finance. This is also visible in recruitment advertisements. That's how I know, for example, that the State Securities Printing Works and LOT use Scrum. Of course, this does not mean that they produce banknotes or airplanes "agile" or "Scrum-like", but that they operate in a very variable environment and use complex system tools, processes, and applications in which Scrum works.
Wherever there are systems and processes, Scrum can be implemented, but it is not always worth it. You have to be careful not to introduce it hastily because it has become fashionable. I often come across such an approach from companies: everyone has Scrum and saves money, works more efficiently, so we want to have it too. This is not the way. You always have to look for an adequate solution that fits the realities of the team or company. Scrum is not always the answer.
The most important reference in the work of a Scrum Master is a 14-page document called the Scrum Guide. It is a short and easy read, but very difficult to implement. If you look at it from the outside, in Scrum we have three roles, five events, three artifacts, five values and that's it. It doesn't sound complicated. The whole philosophy is to apply them adequately to a specific situation, and that is definitely not easy.
During the course, I will teach tools that have proven useful in my daily work . I will show how to use them appropriately, what worked and what did not, because it is good to learn from your own mistakes, but even better from the mistakes of others. Participants in the course will learn Scrum through practice. They will be able to experience what it is like to work in a Scrum team, when we will simulate product development. We will also have a stationary meeting, which is an opportunity to exchange experiences and build a community. During the classes, I will also smuggle in elements of systemic thinking, because this is one of the competences that, in my opinion, is very helpful in the work of a Scrum Master.
I certainly won't convince anyone that Scrum is a cure-all and a solution to every problem. According to the Scrum Guide , a Scrum Master is a person who implements Scrum in a company. In reality, however, a good Scrum Master should also have other tools in his tool bag, because a Scrum Master is primarily supposed to improve the process. He is supposed to observe, talk to teams and suggest appropriate methods and tools that can help them. Sometimes it will be Scrum, sometimes Kanban, or a combination of both.
