Scrum Master Duties: supposedly, a great scrum master serves only one scrum team — that's at least a popular narrative in the scrum community. Nevertheless, there is also a loud voice that doubts that approach: what would you do the whole day - with a single team? Aren't they supposed to become self-organizing over time? And if so, does the scrum then need a scrum master 24/7?
As I worked for years as a product owner on scrum teams without a dedicated scrum master-which was working well-I was curious to learn more about that question, too. Hence I ran a survey in late June and early July 2018, the results of which are presented here.
In total, 261 scrum masters participated in this non-representative survey in the two weeks before July 5th, 2018. 19 participants chose not to provide their consent to Google processing and to store their answers. Hence their contributions were deleted, resulting in a sample size of 242 responses.
Master autonomy purpose — in this article, I present a slightly different way of viewing agile maturity, through Dan Pink's lens of Mastery, Autonomy, and Purpose; as a simple and useful way of fostering conversations and ensuring all relevant perspectives are considered.
Hands-on Agile 2019 Conference — I Needed Your Support
Almost three years into building this community, I believe we might now have achieved the critical mass to organize a great conference — the Hands-on Agile 2019 Conference. Currently, I would target the second quarter of 2019 for the first Hands-on Agile conference. To reduce complexity, I would plan for Berlin as its location although London might be an alternative.
The sixth Hands-on Agile webinar product owner anti-patterns addresses 12 ways to improve a product owner’s skill set. Learn also when you — as the scrum master or scrum team — should reach out to your product owner and offer support.
Scrum Master Hiring: Demand Creates Supply and the Job Market for Agile Practitioners is No Exception
Maybe, “Agile” in general is a management fad and not trend at the moment. But what we can say for sure is that Scrum has become very popular for software development purposes. A seasoned Scrum master is nowadays in high demand. And that demand causes the market-entry of new professionals from other project management branches, probably believing that reading one or two Scrum books will be sufficient.
If you are looking to fill a position for a Scrum master (or agile coach) in your organization, you may find the following 38+9 interview questions useful to identify the right candidate. They are derived from my ten years of practical experience with XP as well as Scrum, serving both as Product owner and Scrum master as well as interviewing dozens of Scrum master candidates on behalf of my clients.
Learn how individual incentives and outdated organizational structures — fostering personal agendas and local optimization efforts — manifest themselves in scrum stakeholder anti-patterns which easily can impede any agile transition.
TL;DR: Agile Failure Patterns — Why Agile is Simple and Complex at the Same Time
Agile failure seems to be increasingly more prominent nowadays despite all the efforts undertaken by numerous organization embarking on their journeys to become agile.
The funny thing is: Who would disagree that the four core principles of the Agile Manifesto —
Individuals and interactions over processes and tools
Working software over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a plan
— are derived from applying common sense to a challenging problem? Moreover, that the application of those principles might be suited to fix numerous organizational dysfunctions and reduce an error-prone and complex social setting to maybe just a complicated one?
Are you—as a scrum master or agile coach—experiencing more communication kerfuffles with “your” team? Is its speed of improvement stalling? Are you under the impression that the team is slipping back into old habits and patterns? Maybe, it is time to run a reverse retrospective where your share your observations with the team.
Learn how to run a reverse retrospective to realign with your scrum team.
Scrum Master Anti-Patterns: The reasons why scrum masters violate the spirit of the Scrum Guide are multi-faceted. They run from ill-suited personal traits and the pursuit of individual agendas to frustration with the team itself.
Read on and learn in this final post on scrum anti-patterns how you can identify if your scrum master needs support from the team to up his or her agile game.
TL;DR: 28 Product Backlog and Refinement Anti-Patterns
Scrum is a practical framework to build products, provided you identify in advance what to build. But even after a successful product discovery phase, you may struggle to make the right thing in the right way if your product backlog is not up to the job. Garbage in, garbage out – as the saying goes. The following article points at 28 of the most common product backlog anti-patterns – including the product backlog refinement process – that limit your Scrum team’s success.
TL;DR: 42 Scrum Product Owner Interview Questions That Will Benefit Your Organization
This second publication in the Hands-on Agile Fieldnotes series provides 42 questions and answers for the Scrum Product Owner interview.
Co-authored with Andreea Tomoiaga, 42 Scrum Product Owner Interview Questions to Avoid Hiring Agile Imposters represents the most important learnings of our more than 20 years combined hands-on experience with Kanban, Scrum, XP, and several product discovery frameworks. We have worked as Scrum Product Owners, Scrum Masters, agile coaches, and developers in agile teams and organizations of all sizes and levels of maturity.
We have each participated in interviewing dozens of Scrum Product Owner candidates on behalf of our clients or employers. The questions and answers herein are what we have learned.
Suitable agile metrics reflect either a team’s progress in becoming agile or your organization’s progress in becoming a learning organization.
At the team level, qualitative agile metrics typically work better than quantitative metrics. At the organizational level, this is reversed: quantitative agile metrics provide better insights than qualitative ones.
Food for Agile Thought’s issue #151—shared with 18,292 peers—focuses on beyond budgeting and the emerging business agility trend. We also learn about a study that provides scientific proof for a familiar gut feeling among knowledge workers: open floor plans suck.
We then take a deep dive into product vision principles and why you should look beyond MMRs to differentiators if you want your product to succeed.
Finally, the results of the scrum master survey are in, delivering a benchmark for the all-important question: scrum master, whatchadoing all day?
Food for Agile Thought’s issue #150—shared with 18,194 peers—focuses on the role of the agile manager — from the perspective of the incumbent middle management. We also address changing the culture: what six steps are required and why putting up new value posters is futile.
We then take a deep dive into product prioritization and how to figure out what is worth building. Moreover, Andrew Chen provides a great collection of essays for those working on marketplaces.
Finally, the question of whether Scrum is iterative or incremental is answered.
Food for Agile Thought’s issue #149—shared with 18,075 peers—addresses the multitasking fallacy many managers suffer from, how to design an organization that supports agile teams tasked with solving customers’ problems, and what to do when your Scrum team gets too large.
We also enjoy Marty Cagan’s follow-up post—I hope you have read ‘The Revenge of the PMO’—as well as Teressa Torres’ pitch to continuously challenge your beliefs. (Running user interviews seems to be a good starting point.)
However, what if ‘Agile’ is merely a cult, something we made up collectively that is of no importance when it comes to creating outstanding products?