What are you looking for?
What do Scrum or the role of a Scrum Master mean to you?
Those are just two very simple questions, but the answer can vary a lot. Some projects are not just looking for a Scrum Master. Some are particularly looking for an 80% Project Manager and a 20% Scrum Person.
Yes, I said “Scrum Person”, and that’s not a mistake. Other projects are very open to Scrum and agile methodologies in general, actively seeking a 100% Scrum Master. Some were looking for a Senior Scrum Master and couldn’t even describe how a Senior differs from a ‘normal’ Scrum Master.
And some others were looking for an agile change agent who could magically transform the entire organisation into embracing agile thinking. Because that’s what Scrum Masters do, right?
Given the broad range of roles a Scrum Master can play, how do you determine the specific expectations for your position as a Scrum Master?
Getting Expectations
To get everyone on the same page, I try to ask three simple questions:
- What does Scrum mean to you?
- From your point of view, what are a Scrum Master and a Product Owner?
- What do you think should have happened after about 90 days with me as your new Scrum Master?
While answering these questions, you can gain a detailed view of how the company operates and how it has adopted Scrum. As Maarten Dalmijn likes to say, let the company lay all their Scrum cards on the table. This allows you to get a closer look at how things are going. The definition of roles, in particular, is helpful. Often, people mix up roles, leading to the Scrum Master being treated too much like a Product Owner or a Technician.
The best way to avoid misrepresenting yourself is to set clear expectations aligned with your expertise and your understanding of the Scrum framework.
Provide a humble plan
When it comes to the third question, try to lay out a draft of a plan on how you are going to start as a Scrum Master.
For example, as a new Scrum Master, my initial plan involves assessing team dynamics, understanding each member’s strengths and challenges, and establishing a clear communication channel.
Maybe, to get yourself organised, take a big canvas and try to draw yourself through the ramp up phase, and point out your thoughts or fears during that journey.
From my point of view, the biggest cornerstone of any plan is to always encourage team members to share their ideas and perspectives, ensuring that everyone feels heard and valued in our daily business.
I always invite others to join my ‘mind carousel’, ensuring they are part of this exciting journey. Always be ready to adapt and evolve these strategies in response to the team’s needs and project demands.
As you can see, there is a lot to keep in mind when setting expectations. You as a Scrum Master have to listen carefully and take notes on everything that seems to be important.
Conclusion
To get back to our initial question the answer is not in a fixed quota of tasks or responsibilities, but in the ability to remain responsive and resilient during the ever-changing tides of project needs and team dynamics. The ‘enough’ is reached when expectations are not just met but evolved with, where each sprint brings learning and each challenge, an opportunity for growth.
As Scrum Masters, we navigate these sometimes rough waters with a blend of expertise and empathy, ensuring that our role adapts to the needs of the team and the project, continually redefining what ‘enough’ means in the agile world.
This has culminated in three guidelines that have proven effective for me:
- Always inspect, adapt, and share your findings.
- Create a map to guide you on your journey.
- If something doesn’t go as planned, don’t lose your temper. Instead, take what you’ve learned, roll up your sleeves, and give it another try.
Keep in mind, what seems crucial one week may become irrelevant the next, and that’s perfectly normal in the dynamic of Scrum or any other agile methodology.
