We are seeing a trend in our classes and coaching engagements. We walk in “off the street” and immediately pinpoint the people problems. Clients repeatedly ask “How do you know that?” “Who is giving you this information?” They are dumbfounded when we say “Nobody did. We picked up on it right away.” “What is the secret to being a great scrummaster?”
In prior posts in this series, we have examined a number of crucial questions regarding the Scrum Framework and the role that a ScrumMaster plays in addressing them. We conclude this series with an overview of how the role of ScrumMaster differs from that of a traditional Project Manager.
One of the most common questions we at Collaborative Leadership Team (a Certified Agile Consultancy) receive when coaching clients on Scrum is, “How can I best facilitate a Team during one of the Scrum Ceremonies?” While this question is being raised in a Scrum context, the ideas outlined in this blog are really applicable to any successfully facilitating any meeting.
In the first two parts of this four-part series, we addressed the broad question of “Why Get Certified?” and how a Certified Scrum Master (CSM) can help an organization transition from a project-based to a product-based organization. In this post, we examine a unique aspect of the Scrum Framework – a self-organizing team and the role that a ScrumMaster can play in helping the Team become self-organizing.