The role of a Scrum Master is often misunderstood.
So, today, we’re going to debunk three common scrum masters’ myths and misconceptions and explore how you can support and enable your Scrum Masters to truly add value to your Agile journey.
Let’s start with the basics, as defined by the Scrum guide…
What is Scrum?
Scrum is a lightweight Agile framework that allows teams and organisations to generate value through adaptive solutions.
There are three roles at the heart of Scrum: Product Owner, Development/Delivery Team and Scrum Master.
What is a Scrum Master?
The scrum master is accountable for efficient team work, effective communication, and high-quality product delivery.
What does a professional Scrum Master do?
An effective Scrum Master should embody the idea of a servant-leader, empowering the team rather than making unilateral decisions on hiring, firing, or compensation.
They coach the team to be self-managed and cross-functional in line with the values and principles of Scrum. A scrum master supports the organisation in their agile journey. They support the Product Owner by helping them find effective ways to manage and prioritise the product backlog
Debunking misconceptions and myths about Scrum Masters
Scrum framework has been in use for over 25 years now, but many misconceptions still hinder the true potential of a Scrum Master. Without a deep understanding of the role across your organisation, it’s challenging for them to fulfil their duties.
That’s why we’re shedding light on the top three Scrum Master myths we often encounter. Most importantly, we’ll suggest how to disprove these once and for all.
1. Scrum Master is just a fancy title for a project manager
One of the most common pitfalls is when teams and businesses equate the Scrum Master to a traditional project manager.
While both positions involve facilitating and ensuring the smooth progress of a project, the approach and responsibilities vastly differ.
Unlike a project manager, who often directs and controls the team in a traditional project management setting, the Scrum Master acts as a servant-leader, empowering the team to self-organise and make decisions collectively. Their focus is on facilitating collaboration, removing impediments, and fostering a culture of continuous improvement to enable the team to perform to the best of their ability.
Unfortunately, it’s not just project managers that people mistake them for…
The Tool Administrator
While being proficient in software like Jira or monday.com is valuable, a Scrum Master’s role should not be limited to being an expert in these tools.
Yes, they should guide the team in using tooling effectively, but they should not be solely responsible for tool management. This responsibility needs to lie with the whole team.
The Scrum Board Owner
The Scrum Master is not the owner of the Scrum board and is not responsible for knowing the status of each task on that board. Doing this removes accountability and cohesion across the team.
Instead, each stakeholder should be encouraged to actively engage in updating and maintaining the Scrum board, fostering a sense of shared ownership.
How to handle the misconception: Advocate for servant leadership
To counter this misconception, organisations need to embrace and promote the principles of servant leadership.
To do this, Scrum Masters should be encouraged to prioritise the team’s needs above their own, act as mentors rather than managers, and cultivate an environment where trust and transparency flourish.
By embodying the values of servant leadership and ensuring that the organisation understands and recognises these values, Scrum Masters can truly empower their teams to reach their full potential.
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2. A Scrum Master is solely responsible for the team's success
Another prevalent misconception is placing the entire burden of the team’s success on the shoulders of the Scrum Master.
While they do play a crucial role in guiding the team and facilitating Agile practices, ultimate success lies in the collective efforts of the entire team.
It’s essential to remember that Agile is founded on the principle of shared responsibility and collaboration. Each team member contributes their expertise and works towards a common goal.
How to handle the misconception: Foster a culture of collaboration
Organisations should foster a culture of collaboration and shared accountability.
Scrum Masters facilitate this by encouraging open communication, mutual respect, and a sense of ownership among team members.
But it’s not just down to Scrum Masters. To dismantle this myth, and embed an Agile environment, you need to buy into this culture from the top down.
By emphasising the importance of collective responsibility, teams can harness the full potential of Agile methodologies and achieve greater success.
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3. A Scrum Master's role is limited to running meetings
Many view the role of a Scrum Master as simply administrative – conducting Scrum events such as daily stand-ups, sprint planning, and retrospective meetings.
While it is indeed part of the Scrum Master’s responsibilities to ensure these meetings are taking place, their role extends far beyond mere meeting facilitation.
Instead, Scrum Masters are catalysts for change, champions of Agile values, and enablers of continuous improvement within the team and the organisation as a whole.
Alongside this, we often see a second misconception:
A Scrum Master should be the Chairman of the Daily Scrum
Often people think the Scrum Master has to run and attend the Daily Scrum, but this is not the case.
In fact, they don’t even have to attend the Daily Scrum. They need to ensure that the event occurs in a productive and collaborative manner. They can achieve this by clearly conveying the meeting’s aim and coaching the team in self-management.
Remember, the Daily Scrum is a collaborative event primarily intended for the team’s developers. The purpose is to assess progress towards the sprint goal and produce an actionable plan for the day ahead.
The Daily Scrum is vital for transparency and self-organisation, and any disruptions can prevent the Developers from creating a plan. So, it is vital for the Scrum Master to facilitate this event, but they don’t necessarily need to be there for this to happen.
How to handle the misconception: Be a change agent
To dispel this misconception, organisations should recognise the broader scope of the Scrum Master role and empower them to drive organisational change.
Scrum Masters should be encouraged to identify areas for improvement, challenge existing norms, and advocate for Agile best practices at all levels of the organisation. By embracing their role as change agents, Scrum Masters can lead their teams towards greater efficiency, adaptability, and success.
In closing…
The role of a Scrum Master is not just about managing projects or running meetings.
It involves fostering a culture of collaboration, advocating for servant leadership, and driving organisational change to empower teams and achieve greater success.
By dispelling common misconceptions and embracing the true essence of the role, Scrum Masters can elevate their teams to reach their full potential. Let’s work together to redefine and elevate the Scrum Master role for a more Agile future.
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Authored by Marios Marneros of Automation Consultants, an Atlassian Platinum Solution Partner providing Consultancy and Managed Services to enterprise customers across a range of sectors.
