Posts Tagged Self-organized
Ever since I was a child I have had this instinctive urge for expansion and growth.
To me, the function and duty of a quality human being
is the sincere and honest development of one’s potential.
Working as active Scrum Practitioner for almost 9+ years I have come up with my understanding of what is Scrum Master’s role, service to the team and key responsibilities. Earlier I have written about what Scrum Master should master, here I would like to concentrate on 8 Key Aspects of Scrum Master work. Focus areas so to say. Here those are….
- Facilitates Sprint Planning Meeting
- Facilitates Sprint Review Meeting
- Facilitates Backlog Refinement (aka Grooming) Meeting
- Facilitates Sprint Retrospective Meeting
- Facilitates Daily Scrum
- Facilitates Release / Roadmap Planning Sessions
- Facilitates whatever/whenever else Team and/or stakeholders communication is required to be facilitated (not about any collaboration)
Purpose: to improve shared task clarity, planning, bring in more transparency over status quo for team to see where do they stand (and plan to go, and what have they achieved and how they want to improve) and their work results, help team to be able to enhance communication and perform their daily work
- Cultivates “us” vs. “me” culture and mindset
- Enables and fosters team to self-organize
- Helps team to make decisions
- Supports team through stages of its development
- Coaches individual team members on communication, collaboration and teamwork when necessary
- Increases “bandwidth” of communication among team members
- Observes team and talks to every single team member
- When required does one-on-ones to help through raising conflicts
- Navigates conflicts (involves management when necessary)
Purpose: to build up better team => better understanding each other => improved collaboration among team members => improved team performance
- Guards team agreements, decisions and process (e.g. retrospective decisions, agreed “howtos”, DoD, DoR, review process, etc)
- Make team stick to its agreements, drives teamwork and respect towards owning decisions, leading to performance improvements
- Keeps balance between fulfilling business (Product Owner) needs and maintaining team sustainable pace, so that business needs are addressed by PO requests while team development and pace is not forgotten.
- Makes sure environment is as Team empowering as possible. Empowerment raises team feeling of ownership that rises up dedication and servers to better results
- Helps the team and Product Owner to maintain their artifacts (product backlog, sprint backlog, task and action boards, sprint/release burndown charts, tickets comments, story maps, etc.)
Purpose: create and maintain environment where high demand is possible. Here is why that is important
Impediment “Fisher” & Resolver
- Creates environment for effective impediment “fishing” and removal. Cultivates transparency and information radiation as pre-requisite for impediment clarity and removal
- Enables team to respond to impediments
- Raises awareness of team’s impediments
- Coaches team in resolving impediments (the one’s that could be solved by team)
- Helps team to discover new impediments (wastes). Constantly questions the status-quo
- Helps to resolve impediments / take ownership of those cannot be solved within / by team
- Improves efficiency of the team by helping with eliminating impediments
- Escalates and follows up on impediments to where they belong
“High Focus” Promoter
- Shields team from external interferences (extra tasks, todos not agreed with Product Owner, etc)
- Enables team to concentrate on most important todos, achieving “state of flow” and high concentration.
- Helps to avoid wastes caused by context-switching and to avoid team member burn-outs
- Gardens team’s sustainable pace, so that combined with “empowered” environment of high demand is possible
- Increases feeling of “urgency” and highlights how much is left to achieve (e.g. tickets, story tasks, story points, etc.), e.g. with the help of burndown charts, tickets left, etc.
- Helps team to focus on regularly achieving small thing to create feeling of fulfillment and good progress
Motivator and Coach
- Promotes positive thinking, open, honest and respectful feedback culture
- Motivates team to improve team productivity regularly
- Helps to raise team morale, to increase dedication and to improve team deliverables
- Helps to create feeling of achievement
- Creates environment of excellence and continuous improvement (and mindset of seeking for improvements)
- Creates mindset of “quality first”, intolerance to poor quality and continuous improvement
- Regularly takes care of team’s “happiness” (and involves management when necessary)
- Coaches and teaches required mindset, frameworks and engineering practices (Lean thinking, Scrum, Kanban, XP, pair programming, continuous integration, test automation, etc.)
- Teaches and integrates new team members into working process and agreements (and into the team)
- Serves as agent for change and positive challenger of the team
- Reflects integrity and leads by example (e.g. being on time, continuously self-improving, sticking to agreements, etc.…)
- Reflects Lean thinking and Agile principles to the team
- Reflects on reality and promotes transparency on status-quo to question
- Makes things measurable where applicable and possible to illustrate team progress: brings transparency about what is done, how much is achieved, so that weaknesses are easier to identify and potential improvements are easier to see
- Helps team to radiate information (e.g. burndowa, burnup charts, impediment boards, hapiness matrix, knowledge matrix, peerwork matris, etc.)
- Introduces required measurements for team to see regularly its work results (e.g. tickets achieved, stories done, story points achieved, bugs popped up/fixed, retrospective decisions implemented, ..)
- Uses collected data to think and question team and act if required
Agileist: outside of Scrum Team
- Shares Agile/Lean mindset within organization
- Shares best practices and tools, so that other Scrum Masters can benefit / see different perspective of managing things and company can benefit from enriched toolbox of methods and practices
- Collaborates and helps other Stakeholders to learn how their requests could be fulfilled with the team doing Scrum (or Kanban), so that other Stakeholders could get their requests address while team’ pace is also protected
- Helps to improve organization by creating learning organization
- Helps to address organization’s impediments
Last and not least there are many other things that do not belong to this structure. Those are dependent on situation and circumstances. And those are still handled by great Scrum Masters 🙂
There are thousands of articles and blogposts about what makes a strong team. Here’s my view on what makes bunch of people being a TEAM and what qualities strong team should have. It is based on observation of all successful (and therefore strong) teams I’ve ever met, experience working with and/or built.
Assumption: it would be necessary to assume that group of people shall have common Goal as key motive and prerequisite to become a TEAM.
1. Self-commitment: this is key important characteristic of a strong team. Commitment to the team, putting the team interests first—and commitment to each individual on the team in helping him or her become everything he or she can.
2. Brand: this is aligned vision, strategy, purpose and values of the team. Team identity, both internally spoken/unspoken and transported inside and outside. These are the things every team member believes in and those that are “reflected” in team norms and via way team perceived from outside, that determines unique team behavior, team distinctiveness. This is team motivator first place and only second place team “label”.
3. Trust and care: mutual trust and value of each other, expressed in giving positiveness to each other regularly and helping out just if someone feels bad for whatever reason. Not being afraid to be/look vulnerable to each other. Standing for each other in hard times! All for one and one for all!
4. Peer-pressure: to be able to move, team should have a mechanism that keeps “wheels rotating” daily. Either a team lead (or a peer-pressure in self-organized teams). That is managerial ability of a team to put constructive pressure and spread sense of urgency and accountability around peers that makes team doing whatever is needed to achieve the Goal.
5. “Short Distance” for continuous improvement: having time together creates a good context where “distance” becomes “shorter”, leading to being more comfortable and open with non-comfortable questions, – key for state known as “storming” (see Tuckman’s stages of group development) that is indefensible for team to change (self-improve). Strong teams embrace change when they need to.
6. Transparently communicating: to understand each other, a team has to be willing to invest the time necessary to share their states, feelings and opinions openly. Without talking and listening to each other on a daily basis, team may fall apart. And it’s very important to happen also informally, not just during status meetings or stand-ups.
7. One Boat in to win-win: there is no my/your work to be done or my/your goals to be met or “I’m done, now it’s your turn while I’ll slack around…”. Responsibility and accountability for everything team does and is shared among team members. Successes and failures, happiness and disappointment, praise and blame is a shared pie to eat.
There are many other specific traits that different teams have, however those mentioned, are common pattern for almost all strong ones, regardless of what they are up to, what business they are working for, etc.