Much has already been written about the job of the ScrumMaster in removing impediments to the team's progress (Schwaber and Beedle 2001, Schwaber 2004). Most ScrumMasters quickly grasp that part of their job. Where many falter— especially during the critical first 6 to 12 months of using Scrum—is in their relationships to their teams, which is why we will focus on that topic here.

Many who are new to the ScrumMaster role struggle with the apparent contradiction of the ScrumMaster as both a servant-leader to the team and also someone with no authority. The seeming contradiction disappears when we realize that although the ScrumMaster has no authority over Scrum team members, the ScrumMaster does have authority over the process. Although a ScrumMaster may not be able to say, "You're fired," a ScrumMaster can say, "I've decided we're going to try two-week sprints for the next month." Ideally, the ScrumMaster tries to get team members to decide this on their own. But, if they do not, the ScrumMasters authority over the process allows for this decision.

The ScrumMaster is there to help the team in its use of Scrum. Think of the help from a ScrumMaster as similar to a personal trainer who helps you stick with an exercise regimen and perform all exercises with the correct form. A good trainer will provide motivation while at the same time making sure you don't cheat by skipping a hard exercise. The trainer's authority, however, is limited. The trainer cannot make you do an exercise you don't want to do. Instead, the trainer reminds you of your goals and how you've chosen to meet them. To the extent that the trainer does have authority, it has been granted by the client. Scrum-Masters are much the same: They have authority, but that authority is granted to them by the team.

A ScrumMaster can say to a team, "Look, we're supposed to deliver potentially shippable software at the end of each sprint. We didn't do that this time. What can we do to make sure we do better the next sprint?" This is the Scrum-Master exerting authority over the process; something has gone wrong with the process if the team has failed to deliver something potentially shippable. But because the ScrumMaster's authority does not extend beyond the process, the same ScrumMaster should not say, "Because we failed to deliver something potentially shippable the last sprint, I want Tod to review all code before it gets checked in." Having Tod review the code might be a good idea, but the decision is not the ScrumMaster's to make. Doing so goes beyond authority over the process and enters into how the team works.

With authority limited to ensuring the team follows the process, the Scrum-Master's role can be more difficult than that of a typical project manager. Project managers often have the fallback position of "do it because I say so." The times when a ScrumMaster can say that are limited and restricted to ensuring that Scrum is being followed.

Source of Information : Pearson - Succeeding with Agile Software Development Using Scrum 2010


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