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Over the past several months, we have learned the importance of having the right person in place as the ScrumMaster. Can a ScrumMaster make or break a sprint or a release? Definitely! That’s why it’s important to choose a ScrumMaster who not only has the right skill set, but the right mind set as well. Here are the attributes and skills we are looking for at BioWare when we hire and evaluate our ScrumMasters: [...]
I present six attributes that your next ScrumMaster should demonstrate: Responsible, Humble, Collaborative, Committed, Influential, Knowledgeable.
Here are some more vital Scrum Master attributes.
If you’ve been a Project Manager before – especially in the traditional sense (eg you push people to do their job, you watch over them while they’re working, you hold them responsible for not doing their job correctly) – you may find the transition to being a good Scrum Master pretty darn hard. This video can help you to detach yourself from the work your team does and instead focus on the people issues and outside impediments.
Here are some examples of the Powerful Questions Lyssa is refering to.
This blog post by Jeff Sutherland discusses the often fuzzy line between Scrum Masters and Project Managers. He tries to find the dividing line in this post and makes some interesting observations that in turn make the role and boundaries of the Scrum Master clearer. This can be used as a guideline. In some teams the Scrum Master actually is the Project Manager, while other organizations call for these roles to be seperated.
The Dysfunctional Daily Scrum (an enacted worst-case scenario Daily Scrum Meeting, 9 min)
Read more about what you can do to make your Daily Scrum Meetings a success:
If your Daily Scrum is not fulfilling… (Chris Sterling)
And here are some more bad smells and possible solutions:
Missing Pigs – A Scrum Smell
This articles goes in depth with patterns – both good and bad – of the daily standup meetings: It’s Not Just Standing Up: Patterns of Daily Stand-up Meetings
Agile Retrospectives: Making Good Teams Great! (Esther Derby and Diana Larsen, 50 min)
Project retrospectives help teams examine what went right and what went wrong on a project. But traditionally, retrospectives (also known as “post-mortems”) are only performed at the end of the project — too late to help. In organizations where teams develop using iterative, incremental methods, Agile retrospectives at the end of each iteration or increment stimulate continuous improvement throughout the project. Exceptional software process and project improvement grows out of solid data and good planning.
Learn how to talk to people. Learn how to converse with people. Learn how to relate and involve people. Learn how to be natural in conversations.