One of the problems in an Agile Team is gathering all members into a single and direct goal. And the reason could be the lack of organization that is damaging the outcomes of the company.
Meanwhile, some tools are there to help teams in different areas and projects, such as Scrum. And those who master it, as a Scrum Master, may be an ally to connect your agile team into self-organization.
How can you deliver more organization for adaptation in your team? There are a few ways to make it work better and never again feel disorganized and turn it into a routine.
In this article, we will discuss the role of the Scrum Master to run Agile Teams for true self-organization.
Scrum Master Background
The Scrum Master must have a deep knowledge of Scrum as he is the person responsible for propagating the Scrum values, pillars, and rules within organizations.
He doesn’t need to have mastery of technical or business knowledge, but without a doubt, having good knowledge in these disciplines makes him a good questioner, being a differential for the Team’s coaching process.
A good questioner is usually patient and this is another characteristic that a great Scrum Master must-have. As the coaching process requires time from the Scrum Master for the team to reach the expected answer.
Even if Scrum Master believes it knows the answer, getting the team to find it is the best way, as the solution that emerges from collective knowledge may be preferable to what the Scrum Master believed.
It’s beyond that: when the Team finds its own solutions, it generates more engagement and commitment since it was the Team itself that reached that conclusion.
Being collaborative is an innate characteristic of the Scrum Master, as it is a role that works with several fronts (PO, Team, and Organization) it needs to be very collaborative. As a process coach, the Scrum Master contributes to the search for new opportunities for improvement.
The role of the Scrum in an Agile Team
Scrum is an agile framework for project management. That is, it is a set of techniques that, applied in a structured, sequential, and organized way. It provides agile management of complex product development projects.
The Scrum framework is based on a theory that is very simple to understand and master, but it is highly complex to be applied in practice and real-life in project teams.
Its conceptual simplicity generates contradictory applications of techniques or rules, as well as wrong or hasty practices when the team is not experienced in Scrum.
These mistakes often lead companies and their professionals to a new rush, that of concluding that Scrum doesn’t work.
Generally, the incorrect use of Scrum generates the understanding that agile is disorganized and uncontrolled. Everything changes all the time, and that nobody understands anyone or anything.
Because of the whole mess, and it is at this moment, or to avoid this moment, the ScrumMaster appears as a featured role.
The ScrumMaster is the main role when it comes to correct and well-directed application of the Scrum framework. Precisely by the word direction in the sense of showing the course, guiding or using a word that is also in fashion, of being the Coach.
Seeking to describe how the role of the ScrumMaster works within Scrum and how this character is important in the functioning of a Scrum Team.
Besides helping to avoid problems of misinterpretation of Scrum rules and avoid failures due to incorrect application of agile techniques of this framework.
Here is where Agile Teams find the support of a Scrum Master: his/her own responsibilities
A Scrum Master will put his/her effort to make an Agile Teamwork. He/she must be organized using his/her own responsibilities as examples of actions. Plus, this will lead you to certain goals for organizational work.
Questioner all the time
Some Scrum Masters almost never answer a question with a straight answer. He seeks to improve processes through questioning with the team. The Scrum Master looks for reflective answers to encourage your team to realize their potential and promote a dynamic of ideas. Your Agile Team should be aware of some Scrum Masters questions!
He/She is the Expert. Listen to him/her
The Scrum Master needs to be a reference in agile methods, presenting vast knowledge in Scrum techniques. In addition, he needs to know the techniques his Agile team will handle and which technologies will be used to execute the project.
Collaborative to all parts
A Scrum Master needs collaboration skills, which enable mediation between all parts of the Scrum project. And also be always on the lookout for opportunities that can help team members achieve good results in internal collaboration.
Shield the Agile team from criticism
He should be recognized as the guardian of the Agile team environment, with the role of achieving a healthy balance within the Scrum team. And protecting it within the larger context of making economically more robust business decisions.
Patient during the work process
The Scrum Master’s role is not to provide direct answers. He/she needs to be patient and allow time for the Agile team’s appropriate insights with the issues raised.
Be Transparent with everyone in the Agile Team
Being a person who inspires trust and transparency in all forms of communication is essential for a Scrum Master. Within a Scrum group, there is no space for hidden agendas or half-information. Also, transparent communication should be a feature worked out of Scrum.
Self-organized and be an example
Applicable and required feature. Creates a team that knows how to organize itself to achieve a specific objective. In addition to generating independence that results in the team’s empowerment to come up with ideas and solutions.
Know how to work with all parts
It is essential that the Scrum Master know how to perform his role well in relation to the team. He needs to look out for any signs of difficulty a member may be experiencing. And help them get through this step.
Always close to the team
One image the Scrum Master cannot have is an unattainable leader. To be able to carry out the work of a Scrum project, the leader needs to have the confidence of his team. And bring them to his routine and physical work environment, not allowing communication interference.
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