Scrum Master要做些啥
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SM是新的角色,很多时候定位不是那么清楚。The Scrum Master is primarily responsible for "How" - using Scrum the right way.
先驱们关于SM的定义不外乎:
- Ken Schwaber's discovery: “A dead Scrum Master is a useless Scrum Master.”
- "A SM should know what to do, but more important is what should not do"
- "We are uncovering better ways of developing software by doing it and helping others do it."
而这里还应该加上一句:
"Survival the new Role", "Fill the gap"
SM即是内部转型的教练,同时也承担着来自"Delivery Success"的压力与动力
个人对SM的一些体会。如果SM同时兼任团队的team lead等职责,恐怕还有更多要做的事情,比如team building/people grow等:
- expectation gap from diffrerent people: coach for agile, info radar, technical, communication
- spread agile
- manage regulation risk / personal risk for "innovation ideas": install SW, new devices
- as per PO:
- is PO in same org as team and SM?
- remind to inlucde all tasks into PB
- remind to inlucde all NFR into PB / DoD
- keep sprint rhythm even if sprint is fali
- as per Manager
- when asked to do thing instead of team
- private decisions about e.g. resource (esp. dual reporting lines)
- find expectation other than PO
- managing style gap: C&C vs. empowerment
- as per Teams:
- self-org: remind, coach, say no, group email
- cross-team/site gap: SoS, CI notification
- technology / tools gap: jenkins/Robot/nodejs
- practices: CI, unit test, ATDD, CSD
- Other organization:
- adapt waterfall process (of other org) and solve env issue (delegate PjM)
- coodination on depedencies (technical) and even mock them
- work with infra / PSS / SCM
- Acheivement
- by seeing team's working agreements
- team's conversation and take responsibilites /actions in retrospective
- others' feedback
- self-org scrum team may happen after 6~12 month, be patient
- external vs. internal coach
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