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The Transition from Project Manager to the Scrum Master

Scrum Masters and Project Managers are not the same rolesI am going to talk about moving from a Project Manager role to a Scrum Master. Why do we need to talk about it? Because many people think they are the same thing with different artifacts or different language being used. They aren’t.You may be considering a change of roles from Project Manager to Scrum Master. You may be forced into such change as your organization is subjected to an Agile transformation. You may find yourself juggling both the roles and struggling with the competing agendas embedded in the two roles.  What I want you to get from this essay is an appreciation of the differences between the Project Manager and Scrum Master and some ideas about how the role of the Project Manager fits into Agile.The benefits of being a great Scrum MasterThe first and obvious answer is the huge drive to have an Agile delivery capability in almost every organization in the world. It’s a hot new job and having these skills and experiences improve your employment prospects as you look for work.While there are still more Project Manager jobs than Scrum Master jobs on the jobs boards, the number of Scrum Master and similar jobs continues to grow, while the number of Project Manager jobs appears to be steady, and perhaps even shrinking in some markets.Additionally, more and more Project Manager roles require an understanding of and experience in Agile development and management methods, as project performance seems strongly correlated with the use of Agile methods.So, getting good in-depth experience in Agile working is an important step in your professional development, especially if you are a Project Manager involved in technology projects. Doing a job as a Scrum Master is an excellent way to immerse yourself in Agile world and learn the skills, knowledge, and behavior that will help you be a great manager and leader later in your career.But wait! There’s more.Many, many, many people who adopt the role of Scrum Master find their way into a new and fulfilling career. Scrum Masters and related coach type roles are inherently fulfilling for many people. Scrum Masters report a huge sense of satisfaction in being valuable team members and helping those around them grow in capability and deliver successful outcomes.  Becoming a Scrum Master may be the beginning of a whole new career track for you.Should a Project Manager be a Scrum Master?If you are a Project Manager entering the Agile world, you probably have the reasons to switch from the Project Manager role to the Scrum Master. You already have a definition of a Project Manager’s role in your head.  It is probably based on the PMI definitions around planning, monitoring, controlling and closing a project. Maybe there is something about the accountability for the outcomes, and using the project management industry’s established methods and practices. That’s all good and a great set of knowledge to have.But what about a Scrum Master?  The best resources to learn what is Scrum Master, what a Scrum Master does are from reading the Scrum guide and from talking to people who have experience in the role, most of whom are very generous with their time and enthusiastic about sharing knowledge and experiences.  The actual description of the Scrum Master role is very simple, clear and succinct.  The stories you get from the experienced people will help you see the complexity of those clear guidelines applied in complex situations.The most important contributions of the Scrum Master role are enabling the team by helping them unlock value from executing the Scrum framework well, being collectively disciplined and organized as a team, and in spending time and energy clearing impediments to the team’s progress.The change in accountabilityA Project Manager playing a Scrum Master role for the first time, would not be the first person to make the mistake of thinking the role is all about the process control. But it isn’t. It is an enabler role.As a Project Manager, you might hold accountability for creating a plan and for publishing progress reports against that plan to the Stakeholders.  As a Scrum Master, you are accountable for enabling the team to produce a plan and publish progress reports.  See the difference?You may end up being the person who grabs progress data and publishes it, but you are doing it in service to the team rather than to service your own delivery accountabilities. You may very little to do with publishing progress reports. Anybody on the team or the team collectively can perform that task.Your job is to help the team understand the need for progress reports, to help them find useful methods to get the job done, and to find the discipline to consistently do the job well.The Scrum Master is advised to use the Scrum framework as a tool to inspect and adapt to both the product demands and the capabilities of the team. As your team learns new things, they will prioritize the opportunities and make changes according to the way they operate.  You can help them identify the opportunities and implement them. There are several easy ways to access methods and tools to solve a variety of problems out there, both inside and beyond the Agile toolkits, but the team should not settle for any obvious best practice. Good practices should be used, not to be settled. Always seek better.  Tips for transitioning from Project Manager to the good Scrum MasterWe have already looked at how your accountabilities change, but a Scrum Master won’t succeed unless they approach the work with the right attitude.  Each team is different, so you should always assess the expectations of the team and the role you play. Also, you will be able to bridge any gaps by using some fair core values based behaviors that people expect from a Scrum Master.Servant leadership: The watchword!The Scrum Master role is a Servant Leader role. The Servant leaders seemingly face a conundrum that ‘how do I serve and lead at the same time’.  The answer is that you lead some things with authority based on the expertise and knowledge. You also step aside and let others manage their things based on authority, experience, and roles.For example the Product Owner in Scrum has positional authority on the backlog (that is supposed to be based on knowledge, but is also deeply positional.)You are expected to bring an authority, based on knowledge and experience around the  Scrum, team and system dynamics, and it should be valued by the team. To do this effectively you need to follow some tips for transitioning to the Agile Project Manager.Additionally, you need to know-How and why Scrum worksWhy does each of the attributes of Scrum bring value?What problems do they solve and why does that part of Scrum work the way it does?You also need to know why Scrum parts work more effectively when it is executed integratively. Knowing only what to do leads to cargo cult practices and doesn’t engender a learning origination that continually evolves.  New Scrum teams: Start with Big Bang?If you are working with a team which is new to Scrum or Agile practices, as an effective Scrum Master you should also have some expertise in the way you roll in or implement the new Agile ways of working. Should you do a big bang implementation of Scrum, or roll in one practice at a time? Which one should you start with? Which next?The answer will depend on the circumstances of the team and the Scrum Master should have enough experience and wisdom to have an opinion that the team value because ideally, the teams should be deciding how to roll in the practices.Asking outcome-focused questionsAn important operating method for Scrum Masters is to highlight issues and ask questions.  When and if people express interest in the topic being raised, the Scrum Master may then offer advice and suggestion options. Collectively, the team should engage in the issue and decide what to do.  If the Scrum Master feel that the teams are going to make a mistake, you think about whether the mistake will be small enough to be safe and whether the team will take lessons from the failure. If you see risks, raise them and try to influence the down team with the different paths.As you interact with the team, your experience and advice should become more valued by the team over time.  You should build a consistent track record of helping them become a more successful team. You should not have to try to force change, although sometimes you will feel like you do, and some even rarer times you may feel you have to invoke authority from the management to force something.The importance of feedbackScrum and the most Agile methodologies rely very heavily on fast and transparent feedback. As a Scrum Master, you have an initial feedback system laid out from you in the form of the Scrum ceremonies. These are just the beginning though. You and the team should continuously look to tune and improve your feedback systems so that the team can continually find better ways of delivering better business outcomes.Part of the Scrum Master’s role might be to look at the feedback system, to help the team assess whether they are the right ones and to find better ones.  Sometimes, a Scrum Master finds new ideas about feedback that a team might miss.  The team members are all heads down building products and solutions and often prioritize ‘the work’ over ‘the system’.But a Scrum Master can bring an outsider’s perspective, or might be more able to observe the wider system the team operates in. Don’t be afraid of expressing your observations and ideas to the team where you have an insight that they don’t have. That perspective can be very valuable.  You will often be the first to see when a change needs to be made and can let the team know it’s time to start thinking differently.Getting feedback on your own performanceHave a plan for how you are going to grow and become great at the role.  Pursue continuous incremental improvement by setting up regular short cycle feedback systems on yourself.  Pause and reflect on how you are going and what you should do to improve. Do it regularly, and no less frequently than the sprint cycle.  Keep checking with the team whether they need help and what they would like you to help them with, and when you are done, check what they thought of your efforts.Get experience, get training, get a coach or mentor and find a community of practitioners that you can connect with and learn from. Leverage the experience from others, as the people who do this work love to help others and make themselves generously available.Good luck with the transition!
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The Transition from Project Manager to the Scrum Master

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The Transition from Project Manager to the Scrum Master

Scrum Masters and Project Managers are not the same roles

I am going to talk about moving from a Project Manager role to a Scrum Master. Why do we need to talk about it? Because many people think they are the same thing with different artifacts or different language being used. They aren’t.

You may be considering a change of roles from Project Manager to Scrum Master. You may be forced into such change as your organization is subjected to an Agile transformation. You may find yourself juggling both the roles and struggling with the competing agendas embedded in the two roles.  

What I want you to get from this essay is an appreciation of the differences between the Project Manager and Scrum Master and some ideas about how the role of the Project Manager fits into Agile.

The benefits of being a great Scrum Master

The first and obvious answer is the huge drive to have an Agile delivery capability in almost every organization in the world. It’s a hot new job and having these skills and experiences improve your employment prospects as you look for work.

While there are still more Project Manager jobs than Scrum Master jobs on the jobs boards, the number of Scrum Master and similar jobs continues to grow, while the number of Project Manager jobs appears to be steady, and perhaps even shrinking in some markets.

Additionally, more and more Project Manager roles require an understanding of and experience in Agile development and management methods, as project performance seems strongly correlated with the use of Agile methods.

So, getting good in-depth experience in Agile working is an important step in your professional development, especially if you are a Project Manager involved in technology projects. Doing a job as a Scrum Master is an excellent way to immerse yourself in Agile world and learn the skills, knowledge, and behavior that will help you be a great manager and leader later in your career.

But wait! There’s more.

Many, many, many people who adopt the role of Scrum Master find their way into a new and fulfilling career. Scrum Masters and related coach type roles are inherently fulfilling for many people. Scrum Masters report a huge sense of satisfaction in being valuable team members and helping those around them grow in capability and deliver successful outcomes.  Becoming a Scrum Master may be the beginning of a whole new career track for you.

Should a Project Manager be a Scrum Master?
Project Manager be a Scrum Master?If you are a Project Manager entering the Agile world, you probably have the reasons to switch from the Project Manager role to the Scrum Master. You already have a definition of a Project Manager’s role in your head.  It is probably based on the PMI definitions around planning, monitoring, controlling and closing a project. Maybe there is something about the accountability for the outcomes, and using the project management industry’s established methods and practices. That’s all good and a great set of knowledge to have.

But what about a Scrum Master?  

The best resources to learn what is Scrum Master, what a Scrum Master does are from reading the Scrum guide and from talking to people who have experience in the role, most of whom are very generous with their time and enthusiastic about sharing knowledge and experiences.  

The actual description of the Scrum Master role is very simple, clear and succinct.  The stories you get from the experienced people will help you see the complexity of those clear guidelines applied in complex situations.

The most important contributions of the Scrum Master role are enabling the team by helping them unlock value from executing the Scrum framework well, being collectively disciplined and organized as a team, and in spending time and energy clearing impediments to the team’s progress.

The change in accountability

A Project Manager playing a Scrum Master role for the first time, would not be the first person to make the mistake of thinking the role is all about the process control. But it isn’t. It is an enabler role.

As a Project Manager, you might hold accountability for creating a plan and for publishing progress reports against that plan to the Stakeholders.  As a Scrum Master, you are accountable for enabling the team to produce a plan and publish progress reports.  

See the difference?

You may end up being the person who grabs progress data and publishes it, but you are doing it in service to the team rather than to service your own delivery accountabilities. You may very little to do with publishing progress reports. Anybody on the team or the team collectively can perform that task.

Your job is to help the team understand the need for progress reports, to help them find useful methods to get the job done, and to find the discipline to consistently do the job well.

The Scrum Master is advised to use the Scrum framework as a tool to inspect and adapt to both the product demands and the capabilities of the team. As your team learns new things, they will prioritize the opportunities and make changes according to the way they operate.  

You can help them identify the opportunities and implement them. There are several easy ways to access methods and tools to solve a variety of problems out there, both inside and beyond the Agile toolkits, but the team should not settle for any obvious best practice. Good practices should be used, not to be settled. Always seek better.  

Tips for transitioning from Project Manager to the good Scrum Master

We have already looked at how your accountabilities change, but a Scrum Master won’t succeed unless they approach the work with the right attitude.  Each team is different, so you should always assess the expectations of the team and the role you play. Also, you will be able to bridge any gaps by using some fair core values based behaviors that people expect from a Scrum Master.

Servant leadership: The watchword!

The Scrum Master role is a Servant Leader role. The Servant leaders seemingly face a conundrum that ‘how do I serve and lead at the same time’.  The answer is that you lead some things with authority based on the expertise and knowledge. You also step aside and let others manage their things based on authority, experience, and roles.

For example the Product Owner in Scrum has positional authority on the backlog (that is supposed to be based on knowledge, but is also deeply positional.)
You are expected to bring an authority, based on knowledge and experience around the  Scrum, team and system dynamics, and it should be valued by the team. To do this effectively you need to follow some tips for transitioning to the Agile Project Manager.

Additionally, you need to know-

  • How and why Scrum works
  • Why does each of the attributes of Scrum bring value?
  • What problems do they solve and why does that part of Scrum work the way it does?

You also need to know why Scrum parts work more effectively when it is executed integratively. Knowing only what to do leads to cargo cult practices and doesn’t engender a learning origination that continually evolves.  

New Scrum teams: Start with Big Bang?

If you are working with a team which is new to Scrum or Agile practices, as an effective Scrum Master you should also have some expertise in the way you roll in or implement the new Agile ways of working. Should you do a big bang implementation of Scrum, or roll in one practice at a time? Which one should you start with? Which next?

The answer will depend on the circumstances of the team and the Scrum Master should have enough experience and wisdom to have an opinion that the team value because ideally, the teams should be deciding how to roll in the practices.

Asking outcome-focused questions

An important operating method for Scrum Masters is to highlight issues and ask questions.  When and if people express interest in the topic being raised, the Scrum Master may then offer advice and suggestion options. Collectively, the team should engage in the issue and decide what to do.  

If the Scrum Master feel that the teams are going to make a mistake, you think about whether the mistake will be small enough to be safe and whether the team will take lessons from the failure. If you see risks, raise them and try to influence the down team with the different paths.

As you interact with the team, your experience and advice should become more valued by the team over time.  You should build a consistent track record of helping them become a more successful team. You should not have to try to force change, although sometimes you will feel like you do, and some even rarer times you may feel you have to invoke authority from the management to force something.

The importance of feedback

Scrum and the most Agile methodologies rely very heavily on fast and transparent feedback. As a Scrum Master, you have an initial feedback system laid out from you in the form of the Scrum ceremonies. These are just the beginning though. You and the team should continuously look to tune and improve your feedback systems so that the team can continually find better ways of delivering better business outcomes.

Part of the Scrum Master’s role might be to look at the feedback system, to help the team assess whether they are the right ones and to find better ones.  Sometimes, a Scrum Master finds new ideas about feedback that a team might miss.  The team members are all heads down building products and solutions and often prioritize ‘the work’ over ‘the system’.

But a Scrum Master can bring an outsider’s perspective, or might be more able to observe the wider system the team operates in. Don’t be afraid of expressing your observations and ideas to the team where you have an insight that they don’t have. That perspective can be very valuable.  You will often be the first to see when a change needs to be made and can let the team know it’s time to start thinking differently.

Getting feedback on your own performance

  • Have a plan for how you are going to grow and become great at the role.  Pursue continuous incremental improvement by setting up regular short cycle feedback systems on yourself.  Pause and reflect on how you are going and what you should do to improve. Do it regularly, and no less frequently than the sprint cycle.  
  • Keep checking with the team whether they need help and what they would like you to help them with, and when you are done, check what they thought of your efforts.
  • Get experience, get training, get a coach or mentor and find a community of practitioners that you can connect with and learn from. Leverage the experience from others, as the people who do this work love to help others and make themselves generously available.

Good luck with the transition!

Craig

Craig Brown

Blog Author

Craig’s roles over the past 20 years have involved leading project management teams, projects and programmes, consulting, training and coaching in a variety of aspects of project delivery. Most recently Craig was a program manager on Telstra’s Customer Advocacy journey, working with culture change, Net Promoter Scores, and lean-style customer centred process improvements.

Apart from the disciplines of project and portfolio management Craig is also an Agile and Lean enthusiast with a focus on the collaboration and cultivation aspects of agile practices and methods. Craig runs the Melbourne Scrum User group and also runs meetup groups for Agile business analysis and agile project managers where he helps people navigate their way from traditional roles and thinking to modern ones.

Craig also co-created the LAST conference which is a low cost community driven conference focusing on lean, agile and systems thinking.

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Reasons You Should Be A Certified Scrum Master

What is a CSM? Stage of Scrum today!CSM stands for Certified Scrum Master. The CSM is a certification given by the Scrum Alliance, a non-profit organization founded in 2001. The CSM certificate is given to a person after attending a 2-day course in a classroom about Scrum and more especially the role of a Scrum Master.The requirement of earning the certificate is to attend the class and to pass an online test (multiple choice quiz) afterward. The certification is not backed by proven Scrum Master’s experience, rather it’s a certificate earned by classroom attendance. For most professionals, the certificate is the start of the journey as a Scrum Master.How widespread is Scrum?According to the 12th Annual State of Agile report, 56% are practicing Scrum (2018) Source: https://explore.versionone.com/state-of-agileWhat are the important roles and responsibilities of a Certified Scrum Master?The Scrum Master is defined as being a “servant-leader” for the Scrum Team. When you first hear the term that sounds a bit cryptic. The role is much about leadership, in a serving way, meaning the Scrum Master is responsible for the growth of others.Scrum Master vs Project ManagerTypically, there’s a misunderstanding and comparison between a “traditional” project manager and a Scrum Master. Where the project manager is occupied with the triangle Time & Scope & Resources (budget), and managing these to deliver on target.The main responsibility of the Scrum Master is to maximize the value by using Scrum as a development framework. Moreover, the Scrum Master’s role is inherently very people-oriented, while a project manager could manage a project very administratively or as well, take great care of the people involved. In Scrum, there are 3 actors: Product Owner, Scrum Master, and the development team. The responsibilities of developing, delivering, and sustaining products in Scrum are spread over those 3 roles.Roles and Responsibilities of the Scrum MasterThe Scrum Master is leading, and providing a service to 3 parties:The product owner (and involved stakeholders)The development teamThe organisation (in which the development team exists)The Scrum Master is responsible for promoting and supporting Scrum as defined in the Scrum Guide. Scrum Masters do this by helping everyone understand Scrum theory, practices, rules, and values.The Scrum Master is coaching, facilitating, explaining, helping where necessary to ensure an improved practicing of Scrum - not only based upon the official Scrum Guide but mostly by living and being an example of what it means to be agile and live by Scrum’s values and principles.Who should obtain a Scrum Master Certification?I’d recommend a Scrum Master Certification to anyone who’s interested to better understand Scrum, and to anyone who has ambitions to take the role of the Scrum Master.Scrum Masters can originate from many backgrounds - it’s more about the person calling to become a Scrum Master and to grow from being a “good” Scrum Master to a “great” Scrum Master. Sometimes it is necessary to unlearn a number of practices and behaviors from the past. If you truly embrace the Agile mindset, you’ll naturally grow in the Scrum Master’s role.Why become a Certified Scrum Master?The Scrum Master Certification course will give you a better understanding of Scrum and what it means to be a Scrum Master.Scrum Master is the most popular certification, selected by 84 percent of respondents. The IT industry and recruiters are looking for people who are certified. You should form your own opinion if a certification is important to you or not - but it can be a kickstart to take up this role.The most important is to understand that a certification gives a proof of attending a 2-day course and that you have the minimum knowledge to start working as a Scrum Master. Remember, Scrum is one particular approach (although very popular) to adopt an Agile methodology. You should also learn, live and apply the values and principles of the Agile manifesto.How to get your Scrum Master Certification?Given below are the Steps for earning a Scrum Master certification.Find yourself a CSM course (in this case organized by the Scrum Alliance) - courses are organized worldwide. It is also interesting to look at who is the trainer. The course is a two-day CSM course taught by a Certified Scrum Trainer® (CST®) of Scrum Alliance.After the course, you’ll need to pass the CSM exam. After you pass the CSM exam and accept the License Agreement of CSM, complete your Scrum Alliance membership profile and enjoy the benefits of certification.Note: The CSM license is valid for 2 years, after which you’ll need to renew the license.Certification Path to Scrum Master certificationFrom the perspective of the Scrum Alliance, there’s a certification path. 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The 3 most significant challenges to agile adoption and scaling are reported as(1) Organizational culture at odds with agile values (53%),(2) General organizational resistance to change (46%), and(3) Inadequate management support and sponsorship (42%).A Scrum Master must be perseverant, diplomatic, empathic in his wording and doing.The State of Scrum 2017-2018 report indicates similar challenges:Organizational design and culture made it difficult to adopt and scaleDifficult to transition from traditional WaterfallNo clearly defined metrics to identify and measure successLack of executive management is not (anymore) a top challenge! This used to be one of the main reasons why Scrum and adoption were failing before.Career Path of a Certified Scrum MasterScrum as a framework comprehends 3 roles: Scrum Master, Product Owner, and (product) development team, together they are the Scrum Team. 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Reasons You Should Be A Certified Scrum Master

What is a CSM? Stage of Scrum today!CSM stands for... Read More

Product Backlog Refinement in Scrum

Product Backlog Refinement, also referred to as Product Backlog Grooming, is a method for keeping the backlog updated, clean and orderly. It is a basic process in Scrum. PBR is a collaborative discussion process which starts at the end of one sprint to confirm whether the backlog is ready for the next sprint. Backlog can be defined as a set of user stories which are not present in the current sprint that defines project’s scope context. The stories which are left unattended, may interfere with the functioning of the development team.When this happens, the status of user stories will not be clear, and even the team can lose focus and fail to deliver within the project completion date. The backlog grooming meeting is attended by the scrum master, who facilitates everything for team members, the team and the product owner. They decide among the top items from the product backlog. The team comprises mainly of Developers, testers and Scrum Masters. The team can raise queries during the sprint planning session if they find any unresolved issue. The expected doubts can arise in the following forms : How to handle the situation if the user enters invalid data? Which part of the system are the users authorized to operate on? For the product owner, it will be easy to get the conclusion over the queries, by asking these questions in the early stages. If there is a question which is unanswered by too many people, it is time to make some changes in your backlog items by curating higher priority items to the top of the list and assigning highest priority to the unanswered questions. The Objective of PBR meeting: A lot of time is saved at sprint planning meetings, if the backlogs are well maintained. If the backlog item is clearly specified in the acceptance criteria and cross-checked properly by the team members, the planning process can be accomplished prior to the meeting. PBR offers the team members the opportunity to interact with each other regarding stories. Why is PBR important?  PBR and its sessions are important mainly due to the following features- It increases the efficiency of the team by reducing uncertainty Properly refined stories are easy to estimate, test and implement. PBR session increases the efficiency of the team due to the knowledge shared among the team members. If PBR meeting is maintained properly, it helps reduce the time for a Sprint planning meeting. The Product Backlog grooming can be made effective if the following aspects are considered- Do not schedule backlog refinement meeting during the first and last 20% of the Sprint Planning session. Backlog refinement meeting should be considered as the first part of Sprint Planning. The backlog items’ list should be well understood by the PO, or development team member to work well in the meeting. Make sure that the set of predefined acceptance tests are present. Keep an eye on the meeting goals. Make sure to assign action items for any unknown thing. Do remember that the backlog items are a collaboration between the PO and the team. Feel free to break the product backlog items during the meeting. After the product backlog refinement meeting, the team can update the Product Backlog items in line, based on the discussions held. Finally, you can get a potentially shippable product, ready to be deployed in the market.
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Product Backlog Refinement in Scrum

Product Backlog Refinement, also referred to as Pr... Read More

The Impact Of The Scrum Master’s Personality On Team Success

The personality of a person is a combination of characteristics of a person including behaviors, habits, thoughts, emotions, feelings perceptions, etc. which helps identify him or her distinctively. These characteristics spring up, develop and evolve from factors within the person as well as factors from the environment or context in which the individual operates. Personality comes from within a person and it will determine how the person thinks, feels and behaves. Personality normally remains similar throughout the lifetime of the individual but can be trained to make certain changes in personality.The Scrum Master plays an important role directly impacting the success of an Agile Scrum project. The Agile Alliance defines a Scrum Master as ‘the team role responsible for ensuring that the Scrum team lives Agile values and principles and follows the processes and practices that the team agreed to use in the project’. The scrum master is the owner of the scrum process where he or she is responsible for defining the process to be adopted by the team. He is expected to protect the team from internal and external influences and dependencies and be able to facilitate negotiation sessions in situations of conflict. The scrum master is not a manager but a ‘servant leader’ of the team working with the team to achieve the goals and objectives of the project. The scrum master is also responsible for facilitating the scrum ceremonies driving the project forward by overcoming impediments encountered on a day-to-day basis.Personality of the Scrum MasterThe scrum master’s personality plays a pivotal role when achieving the responsibilities listed above. The following is an attempt to discuss the impact of scrum master’s personality on team success based on the ‘Big 5 personality traits’. These personality traits are as listed below.Watch the video from the link below to learn more about the 5 personality traits.Having a scrum master who is outgoing and energetic or in other words, an extrovert will be beneficial for the project as opposed to having a reserved, socially aloof scrum master. The scrum master is expected to build positive relationships with both internal and external stakeholders and be able to create a positive vibe when the going gets tough. A scrum master who is an extrovert would walk the extra mile with the team for the betterment of the team by collaborating and communicating with stakeholders.The scrum master must be friendly and compassionate as opposed to being detached from his or her team members. In other words, it is good for a scrum master to have the personality trait of agreeableness. The scrum master must be able to listen to stakeholders with empathy, understand the real context, and be trustworthy and helpful without getting into arguments or preconceptions. This personality trait of a scrum master would also ensure that team members are well protected from external threats and will ensure the interests of team members and other project stakeholders are met.Agile teams are expected to be innovative and think out of the box. It is beneficial for a team to have a scrum master who is curious and open to an experience. Scrum teams learn from mistakes and are often open to try out new things. A good scrum master would be able to facilitate this process by encouraging the team members to try out new things both in the project as well as in the solution being developed.Scrum teams are expected to be self-organised and efficient. A scrum master with these characteristics will be organised in executing the scrum process applicable to the project in an efficient manner. A conscientious scrum master will ensure that scrum meetings are well organised, properly facilitated, outcome-oriented and purposeful. Meeting invites, agendas will be clearly defined with each stakeholder kept true to the agenda. An organised scrum master will also make sure that enough documentation is done in an organised manner may it be with regards to requirements, project management, design, quality assurance etc.Scrum masters must be emotionally stable and capable of controlling sudden anger or stress. A good scrum master must be able to conceptualize and think logically while considering the bigger picture rather than being overwhelmed by emotions. In a team environment, the scrum master will need to deal with people with different personalities that can have a positive or negative impact on the project. A secure and confident scrum master will be confident about his/her own capabilities as well as the capabilities of the team members and be able to motivate the team members to overcome any situation.Finally…Personality plays an important role in a team environment. The personality of the scrum master or the leader of the team is essential to make sure of the resources and to mold the team into a victorious team. What type of a scrum master are you? Do you have the aforementioned personalities within you?
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The Impact Of The Scrum Master’s Personality On ...

The personality of a person is a combination of ch... Read More