Introduction
Ever wondered why the appeal of Scrum Masters seems to be waning in Agile circles? Maybe you’ve experienced frustration with your own Scrum Master or heard anecdotes from peers navigating the challenges of the role. Flashback to 2015 when I first stepped into the realm of Scrum Mastership. Like many newcomers, I eagerly embraced the principles of Scrum, aiming to enact positive change. Initially, it was invigorating. However, over nearly a decade, I’ve observed a shift. Stay tuned as we dissect the factors contributing to the declining popularity of Scrum Masters in today’s Agile landscape.
Scrum Masters are not Masters
When we hear the term “Scrum Master,” the word “master” often conjures up images of expertise and authority. However, in the context of Agile methodology, this title can be misleading. At the core of Agile philosophy lies the principle of servant-leadership, where the emphasis is on guiding and supporting the team rather than exerting control. While the term “master” implies mastery of the Scrum framework, the reality is that effective Scrum Masters operate more as facilitators, fostering collaboration and empowering their teams to self-organize. Thus, the title “Scrum Master” may inadvertently overshadow the servant-leadership aspect integral to the role, potentially leading to misconceptions about the true essence of Agile leadership.
Scrum Masters Stuck in “Shu”
Many practitioners in the Agile community are familiar with the Japanese martial arts concept of Shu Ha Ri, which delineates the stages of mastery. In Shu, individuals diligently learn and repeat established forms. However, true growth occurs in Ha, where practitioners innovate within these forms, exploring new possibilities and embracing experimentation. Ultimately, in Ri, mastery is achieved by transcending these forms, and acting creatively while adhering to core principles.
Unfortunately, some Scrum Masters like my former self, often stagnate at the Shu stage. This fixation on adherence to Scrum practices can inhibit teams from progressing to the Ha and Ri stages, where true innovation and creative problem-solving thrive. Successful companies understand this concept, recognizing that adherence to pure Scrum may not always be the best path forward. Instead, they embrace a more fluid approach, mastering new ways of working that best suit their unique needs and circumstances. As Scrum Masters, it’s crucial to encourage teams to move beyond the confines of traditional mastery and explore new horizons in Agile practice.
Scrum Masters use Scrum for Everything
Acknowledging Agile diversity goes beyond the confines of Scrum, recognizing the multitude of methodologies available within the Agile spectrum. While Scrum serves as a valuable framework for many teams, it’s crucial to acknowledge that it’s just one piece of the puzzle. Other methodologies like XP, Kanban in Lean, and even Waterfall have their merits and can be leveraged depending on the context and needs of the project.
As Agile practitioners, whether Agile coaches, product managers, or developers, it’s imperative to equip ourselves with a diverse toolkit. Attempting to apply Scrum indiscriminately to every situation may not yield the desired results. Understanding that complex problems require tailored approaches, as emphasized even in the Scrum guide itself, underscores the importance of embracing Agile diversity beyond the realm of Scrum alone. By acknowledging and embracing this diversity, teams can better adapt to the unique challenges they face and optimize their Agile practices accordingly.
Not Embracing Adaptability to Scrum Itself
In the realm of Agile methodologies, adaptability reigns supreme. Yet, it’s ironic how some Scrum Masters, entrusted with fostering agility, can ironically become the barriers to adaptability themselves. Agile isn’t about rigidly adhering to a set of rules; it’s about embracing change, seeking feedback, and iterating continuously. As a former Scrum Master, I confess to falling into this trap myself, fixating on following the Scrum Guide to the letter rather than embracing the essence of Agile: adaptability.
The beauty of Agile lies in its flexibility to evolve alongside the needs of the project. While Scrum may initially seem like the perfect fit for a product, as time progresses, its relevance may wane. Products mature, complexities diminish, and sticking steadfastly to a framework that no longer aligns with the project’s trajectory can hinder progress. Embracing adaptability means having the courage to reassess and, if necessary, pivot to a more suitable framework that better serves the evolving needs of the team and project.
Scrum Masters Who Act As Babysitters
There’s a prevalent misconception that Scrum Masters serve as mere babysitters for development teams. However, this undermines the true essence of the role. As someone who’s been in the trenches, I’ve seen firsthand how this misconception can hinder Agile progress.
A development team doesn’t need someone to hold their hand every step of the way. Instead, they require a dedicated coach who can instill Agile principles and practices, empowering them to become self-organizing and autonomous. Simply put, doing everything for the team doesn’t foster understanding; it creates dependency. If a team’s reliance on a Scrum Master extends to mundane tasks like setting up meetings or preparing reports, it’s time to reassess the role. A professional Scrum Master isn’t a glorified secretary but a catalyst for Agile transformation.
Scrum Masters Fail To Implement Top-Down Agile
When it comes to implementing Agile methodologies within an organization, it’s crucial to recognize the significance of a top-down approach. While some may associate Agile solely with team-level practices, true agility thrives when it’s deeply ingrained in the organizational culture from the executive level downward. Just as you wouldn’t expect a Beetle to perform like a supercar with a V12 engine, attempting to enhance team-level agility without aligning organizational structures and leadership buy-in can lead to limited success.
Scrum is a framework for development teams and companies mostly hire Scrum Masters to work at the individual team level and not at the organizational level. Ironically, agility works better top-down. You get much faster and better results if you have C-suite buy-in from the beginning and work your way down. Of course, during the transformation, you see the decentralization of decision-making, and the company becomes more flat, but this only happens if the top management does not resist the change and instead leads the transformation.
Lack Of Accountability For Delivering Value
One critical issue that often gets overlooked is the lack of accountability in the Scrum Master role. While Scrum Masters are tasked with facilitating and removing impediments, there’s often ambiguity around their responsibilities and metrics for success. Without clear accountability measures, it’s easy for Scrum Masters to become complacent or ineffective in their role. Organizations must establish clear expectations and metrics for Scrum Masters to ensure accountability and drive results.
For example, one expectation could be that the Scrum Master actively tracks and reports on the team’s velocity and sprint progress. Additionally, they could be responsible for facilitating regular retrospective meetings to identify areas for improvement and implement action plans to address them. By holding Scrum Masters accountable for tangible outcomes such as improved team productivity and delivery of value, organizations can ensure that the role is not just a title but a driving force behind Agile success.
Conclusion
In wrapping up, I’d like to stress that the above is a reflection of my journey of becoming a Scrum Master and I am sure others have different perspectives. With a decade of experience under my belt, I’ve felt compelled to voice these thoughts and concerns. While I acknowledge my current perspective, I’m also open to the idea that my views may evolve in the future, especially in a world where AI might play a more prominent role. I hope I inspired you to have a deeper conversation about the essence of Agile leadership. So, thank you for joining me on this journey, and I hope it sparks further reflection and discussion in your own Agile endeavors.