Scrum Master: Mastering the role.

12 minute read

Introduction.

Scrum Masters and Agile Coaches play a crucial role in guiding teams through the Agile development process. However, those who are junior or new to the role can face significant challenges in effectively managing their teams, projects and their own workflows. This article explores the common issues faced by Scrum Masters, analyses the underlying problems, and proposes some guidance through team optimisation, leadership development, and process improvement.

Defining the problem.

Inadequate training and experience

Junior Scrum Masters often struggle with time and team management due to a lack of experience. Many training programmes promise quick certification but do not fully prepare individuals for the complexities of real-world Agile environments. The rise of online courses and certifications, often marketed with promises of becoming a Scrum Master in just a few weeks, has led to a surge of professionals who may lack the depth of understanding required for the role, most notably in those who have made a career switch from non-tech fields. While I am not saying that these courses don’t provide a foundational understanding of the role, they often fail to address the nuanced, day-to-day challenges that Scrum Masters will undoubtedly face and courses cannot be a substitute years of experience managing people and processes.

Managing multiple team workflows

One Scrum Master shared her struggle with me, her main issue being having to manage two separate teams. One team was working on a more critical project than the other, and she was finding it challenging to prioritise tasks and manage her time (and her teams) effectively. This confusion was exacerbated by unclear guidance from her project manager, who should have provided prioritisation criteria. In this scenario, the Scrum Master was left to juggle conflicting demands without a clear framework for prioritisation. The lack of clear directives from those managing the projects, be it a project manager or product owner, is a cause of confusion and frustration, leading directly to inefficiency in decision-making because there is no framework guiding the Scrum Master. This, in turn, was delaying the projects and causing issues and knock on effects that lowered productivity, demoralised the team, and resulted in missed deadlines and delays to subsequent project milestones.

Non-technical backgrounds

There has been an increase in Scrum Masters entering the field from non-technical backgrounds, making it difficult for them to understand and manage the workflow of technical teams. This lack of technical knowledge leads to a disconnect between Scrum Masters and developers, hindering effective communication and project progress. For instance, a Scrum Master might struggle to estimate the time required for technical tasks or understand the complexities of the development process. This gap in understanding can result in unrealistic expectations and poor planning.

There also may be a perception from the technical team members that the Scrum Master is out of their depth and doesn’t understand the technicalities of the projects to which they are assigned. This can result in insubordinate or disruptive behaviours and a lack of trust between the team members and the SM, resulting in poor communication and a broken chain of accountability and responsibility within a project.

Conflict management

Another common issue is conflict management. Recently, a Scrum Master mentioned in conversation that they were faced with an ongoing conflict between two team members but lacked the training to resolve it. Without proper conflict resolution skills, it was a constant struggle to maintain team harmony and productivity when the team members had to work together. Effective conflict management requires understanding the root causes of disputes and facilitating constructive dialogue, skills that are not typically covered in standard Scrum Master training programmes (not that I would expect it to be covered). Normally, the person responsible for the people in the team is not the Scrum Master, it is the Product Owner or Project Manager - and HR if necessary!

In a more general sense, as people develop in their career and move into positions and roles where they need to manage people, they will have experienced good and bad managers, and likely seen how conflict was handled by others. Young managers, scrum masters and team leads may simply not have this innate skillset or had time to develop it through lived experience.

Misunderstanding the role

There is a prevalent misconception that being a Scrum Master is a job rather than a role within a project management framework. This misunderstanding leads some Scrum Masters to act more like administrative assistants rather than project managers, undermining their effectiveness. For example, a Scrum Master might focus solely on scheduling meetings and tracking progress rather than actively facilitating team collaboration and removing obstacles.

Issues arising from the problems.

Workflow inefficiencies

Unclear or non-existent workflows create confusion and inefficiencies. Team members will be far more likely to struggle with their roles and responsibilities without proper documentation and training, leading to delays and errors. We can champion a self starter attitude in proactive independent workers, in many ways these guys can be a boon to the business, but without a foundation of information and well structures processes they will eventually hit road blocks and time will be wasted re-inventing the wheel to get a job done. Effective workflows provide a clear roadmap for team activities, ensuring that everyone understands their tasks and deadlines. Lack of structure will always tend towards inefficiency, inconsistent productivity and general disorganisation.

Confusing hierarchies

Undefined responsibilities and hierarchies result in communication breakdowns and inefficiencies. When team members do not know who to report to or where to seek guidance, project progress suffers. Clear hierarchies and defined roles help ensure that team members know where to turn for support and decision-making, reducing delays and confusion.

If you have team members in conflict there should be an obvious path to seek a resolution.

If you need a decision made about spending or the direction of a project there should be a process for handling it and a designated person responsible for those decisions.

If you need to prioritise project workflows then there should be guidance from the manager or executive with oversight of the projects involved.

If a manager or someone with responsibilities (and accountabilities) is unavailable through annual leave or illness then there should be a nominated person to assume their role.

This information should ALWAYS be displayed in a single source of truth that can be accessed by the relevant team membership(s).

Difficulties in time management

Scrum Masters often face difficulties in prioritising tasks and managing their time effectively, and this is often compounded by a lack of training and experience in management. Effective time management is crucial for balancing multiple projects and tasks, ensuring that deadlines are met and that team members are supported.

Poor time management is consistently a key driver in Scrum Masters, managers and executives feeling overwhelmed and this leads directly to lower efficacy, increased stress, and a higher attrition rate. Increased turnover of staff will always exacerbate this problem and increase costs and reduce productivity for a business as they have to focus more resources on recruiting and onboarding a larger volume of new team members and managers than would otherwise be necessary.

Proposed solutions.

Team optimisation

Defined Workflows: Implement clearly defined workflows and processes to streamline operations and reduce confusion. Detailed workflows ensure that all team members understand their roles and responsibilities, reducing the likelihood of misunderstandings and inefficiencies. For instance, a workflow for a development sprint might include specific steps for planning, execution, review, and retrospective, with clear roles and responsibilities assigned to each step.

Documentation and Training: Ensure comprehensive documentation and ongoing training to help team members understand their roles and responsibilities. Regular training sessions and updated documentation can help keep everyone on the same page, especially as projects evolve and new team members are onboarded. Training should cover not only technical skills but also soft skills like communication and conflict resolution.

Leadership development

Coaching and Mentoring: Develop leadership programmes that include coaching and mentoring to help Scrum Masters build essential management skills. Experienced mentors can provide valuable guidance and support, helping junior Scrum Masters navigate complex challenges. For example, a seasoned Scrum Master could mentor a new Scrum Master through their first few sprints, providing feedback and advice on managing teams and time effectively.

Conflict Resolution Training: Provide training programmes focused on conflict resolution and team dynamics to equip Scrum Masters with the tools they need to manage conflicts effectively. Conflict resolution training can help Scrum Masters understand the sources of conflict and develop strategies for resolving disputes constructively. This training should include techniques for active listening, mediation, and negotiation.

Process improvement

Hierarchical Clarity: Establish clear hierarchical structures and defined lines of authority to improve communication and decision-making. Clear hierarchies ensure that everyone knows who is responsible for what, reducing confusion and improving efficiency. This might involve defining roles like product owner, project manager, and team lead more clearly and ensuring that these roles are understood by all team members.

Project Management Integration: Understanding the principles of project management and applying them to the Scrum framework will enhance efficiency and effectiveness. Traditional project management techniques can provide a more comprehensive and robust approach to managing projects and the teams delivering them. For instance, using Gantt charts for long-term planning alongside Scrum's sprint planning can help ensure that all aspects of the project are covered.

Role education

Scrum Master Role Clarification: Educate Scrum Masters on their role as part of a broader project management strategy, emphasising that it is a role within a methodology rather than a standalone job. Clarifying the role of the Scrum Master can help them understand their responsibilities and how they fit into the larger project management framework. This might involve training sessions, workshops, and ongoing support from more experienced project managers.

Development of a broader skillset: Encourage Scrum Masters to develop a broader skillset that includes technical understanding and project management principles. By expanding their skillset, Scrum Masters can become more effective in their roles. This might involve taking additional courses in project management, technical skills, and leadership development.

Addressing practical issues and examples.

Managing multiple concurrent projects

It is crucial to establish clear priorities and efficient communication channels when managing multiple projects and teams. In the case of the Scrum Master managing two teams with different project priorities, the project manager should provide clear directives on prioritisation. This can be achieved through regular meetings to discuss project status and priorities, ensuring that the Scrum Master has the necessary information to allocate their time effectively. Implementing tools like Kanban boards can help visualise the workflow and make prioritisation more manageable, as does a well maintained project or product roadmap that has clear information on dependencies and blockers between projects.

Bridging the technical gap

It is essential for Scrum Masters to bridge the gap in technical understanding, and to be open to learning. Providing technical training and encouraging collaboration between Scrum Masters and technical leads can help. This could include pairing Scrum Masters with senior developers for shadowing sessions can offer insights into the technical aspects of the projects, enabling better communication and more accurate planning. Additionally, involving Scrum Masters in technical discussions and decision-making processes can, over time, enhance their understanding and ability to manage technical teams effectively.

Open and honest communication is key in the relationship between the Scrum Master and the technical leads, as it is between non-technical Product Owners and technical leads. Don’t be afraid to ask the ‘stupid question’, it will usually provide much more insight into the topic at hand and dramatically increase understanding. Displaying self-awareness and a willingness to learn is key to building trust with technical colleagues (and teams in general!).

Conflict management strategies

Effective conflict management is critical for maintaining team harmony and productivity. The role of the Scrum Master is a management role, but it should be managing a process, not people or specific tasks. In many cases, this is not understood by the company employing the Scrum Master. The Product Owner or Project Manager should, in theory, be responsible for managing the people in their team(s), and the issue should be deferred to them.

If the Scrum Master is expected to manage the people in their team, those in the role should be trained in conflict resolution techniques, including active listening, mediation, and negotiation. If team members are in conflict the Scrum Master can facilitate one-on-one and group discussions with the goal of better understanding the root cause of the issue and to work towards a resolution. Implementing regular team-building activities can also foster better relationships and reduce the likelihood of conflicts. Moreover, creating a safe space for team members to provide a platform for them to voice concerns and providing a clear support framework through HR or mental health resources can go a long way towards addressing deeper issues contributing to conflicts and hopefully assist in avoiding conflicts altogether.

Generally speaking, team members in agile frameworks should be encouraged to raise concerns about their workflow or the project during retrospective meetings. Personal matters should be deferred to HR.

Understanding the Role of Scrum Master

Businesses should provide clear job descriptions and responsibilities for Scrum Masters, emphasising their role in promoting Agile principles, facilitating team collaboration, and removing obstacles. Clarifying the role as a facilitator rather than administrative assistant is essential to ascribe purpose and authority within a team environment. In a more classical sense, a Scrum Master is there to manage the process, not the specific tasks or the people doing them, but this is often not the case and there is an expectation for them to act as managers.

Encouraging Scrum Masters to participate in continuous professional development, such as attending Agile conferences and workshops, can also enhance their understanding of and effectiveness in their role. Training programmes don’t always need to focus on developing leadership skills and a deeper understanding Agile methodologies, it can be very useful for a Scrum Master to develop other project management skills from different methodologies.

Having worked with a number of businesses and startups over the years, I have never seen Agile philosophies applied the same way twice - and nor should that be the case. The clue is in the name. Agile. It’s a philosophy that should allow us to reflect and adapt to the needs of the business and incorporate and refine methods and processes that work for those needs.

Conclusion.

Scrum Masters play a pivotal role in Agile development, but many face challenges due to inadequate training, lack of technical background, and unclear workflows. By investing in team optimisation, leadership development, and process improvement, businesses can better support their Scrum Masters and ensure the success of their Agile projects. Clear workflows, defined hierarchies of responsibility and accountability, and continuous training are essential for creating a well-structured, efficient, and productive team. Investing in these areas will not only enhance the capabilities of Scrum Masters but also drive the overall success of Agile initiatives and projects.

At BRAW, we specialise in team optimisation, leadership development, and process improvement. We can help your organisation develop your teams, refine your processes, and achieve your project goals more effectively and on time. You can contact us and find out more here.

Remember, the success of Agile projects hinges not just on the applied methodologies but on the people who implement them.