Being a Scrum Master ain't an "extended" responsibility. It's a role in itself.
The Scrum Master is responsible for promoting and supporting Scrum as defined in the Scrum Guide.
As defined in the Scrum Guide, the role of a Scrum Master is responsible for promoting and supporting Scrum, by helping everyone understand Scrum theory, practices, rules, and values.
But in practice, we often see this important role as an "extended" role, an "additional" responsibility, usually played by project managers or any of the senior member of the team who is expected to "make things work". This role is often pushed into a dilemma between the "expectations" (to solve every other problem that the team faces) and "reality" (to take a step back and let the team get empowered to solve their own problems).
While the role includes facilitating a conducive work environment for the Scrum Team, guiding and teaching Scrum practices to everyone involved in the project and clearing impediments for the team, it also includes facing resistence from the teams, management, stakeholders and sometimes, probably of all them put together. The challenges could vary from "Time-boxing the Daily Scrum Meeting to 15 minutes" to "the extent of owing the team's deliverables on a whole".
This session aims to take a realistic look at the usual challenges (and probably any unusual ones too) that the Scrum Masters face and try to understand some best practices centered around this role as an outcome of the discussion.
Outline/Structure of the Talk
During the first 15 minutes of the session, the speaker will try to reiterate the roles and responsibilities of a Scrum Master and in the process, get the audience interact and get their inputs on the challenges that the role of a Scrum Master faces.
The last 5 minutes of the session is a parking lot to discuss about specific questions from the audience.
> Understand about the anti-patterns centered around the role of a Scrum Master.
> Understand the challenges usually faced by this role.
> Understand how to delve deep into this role and play it effectively.
Scrum Masters, Development Team, Product Owners, Stakeholders
Prerequisites for Attendees
Attendees should have:
> A basic working knowledge of Agile/Scrum.
> A basic understanding of Scrum.
> Knowledge on scrum roles.
schedule Submitted 4 years ago
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There are many retrospective techniques available and its a widely discussed topic too. But every sprint and release is different with respect to outcomes and learnings. The Scrum Master need to have the expertise to chose what technique or Agile game for Retrospective event so that it opens up healthy discussion and best learnings from the time boxed event. Example, Speed Boat is a great Retrospective technique, but may not be the best during the first or second sprint. Similarly, in case of release retrospective, where relatively large number of audience are present, there are multiple things to consider while chosing the format of Retrospective, like do you have a distributed audience, the number of audience, to what extent was their work co-ordination needed during the release, etc.
Hence, chosing the right Retrospective Technique is an art, and in this session we will discuss practical situations and what retrospective technique works best in those situations. I will discuss the tried and proven techniques based on my experience. I will share what retrospective technique worked when the team was newly formed, when the Scrum Master was new to an old team, when the team was continuously unable to meet sprint commitment, and a few practical ways of effectively facilitating the event for large audience.