The agile community at NewVoiceMedia recently wrote a book for Scrum Masters and for everyone who is looking to improve their knowledge about what scrum masters do. Their output during a hackathon, within 48 hours, the “So You Want To Be A Scrum Master?” ebook available at LeanPub, contains great ideas, stuff that I’ve learned through experience since I had the opportunity to become a scrum master myself, alongside being a software tester.
Some takeaways from the book:
- Maximise the time a team member spends doing what they love, and less thinking about how they should be doing it.
- Being a Scrum Master can sometimes come with the misconception that you are there to tell people what to do. That is definitely not the case. We’re not in the business of telling people what to do and when to do it and we’re not in charge of anyone.
- Make problems more visible before trying to point them out, and before offering a solution.
- Your job is to help team members stick to their commitment – we all find building new habits a difficult thing to do. You are protecting the team from themselves, from the tendency of human nature to pull each of us off the path we actually want to be on.
- To turn around a team, work with individuals in the team and listen to them.
- Always help. But only when your help is requested or when your offer of help is accepted.
- Not everyone who truly believes they are agile knows what it really means. They need battle scars of having tried lots of different things and lived through the consequences.
- Just because your label is Scrum Master you do not have to only follow the Scrum methodology to the letter. In fact, your job demands that you do not.
- Let the team fail.
- The end goal of a Scrum Master is to effectively make themselves redundant for their team.