Welche fortgeschrittenen Scrum Master Fähigkeiten möchtest du erlernen?

The most important aspect of Agile Leadership is to grow understanding in the team and in the relevant stakeholders, and to foster a culture where this growth of understanding will continue in your absence. When the understanding is in place, all else will follow.

Trust, delegate, inspect and adapt, set clear sharded goals and help each other. Try "we prefer effectiveness over efficiency."

In my view, Agile leader should influence the whole organisation to model itself basis scrum principles. The pertinent factor of scrum is to enable team to work in self-dependent and transparent environment; agile leaders/ scrum masters should encourage this environment across entire organisation not only subject to Tech/software development projects

Key Scrum Master Skills: 1. Facilitation: Lead Scrum events. 2. Communication: Convey ideas effectively. 3. Empathy: Understand team needs. 4. Conflict Resolution: Address issues constructively. 5. Servant Leadership: Prioritize team success. 6. Continuous Improvement: Foster ongoing enhancement. 7. Coaching: Help stakeholders embrace Scrum. 8. Adaptability: Flexibly respond to change. 9. Technical Knowledge: Understand team tools. 10. Metrics: Use data for progress. 11. Stakeholder Management: Manage relationships. 12. Problem Solving: Overcome obstacles. 13. Time Management: Prioritize tasks. 14. Resilience: Stay positive during challenges. 15. Agile Expertise: Deepen Agile understanding.

One of the important agile leadership quality every scrum master must have is Generosity. Being generous to the people on your scrum team or to the product owners or business users not only helps a scrum master better understand & solve their problems/impediments but also motivates him to keep repeating the same process day in & day out.

It is important, when analyzing root causes and taking action, to take along with you on each step of the journey, all the people whose behaviour will need to change. Do this, and there's a fair chance the change will stick. Fail to do this and the change is sure to fall apart the first time there's any difficulty because the people there at the time don't understand in sufficient depth why the change was being made. These are skills worth learning.

Systems thinking is the warp and weft of a Scrum Master's fabric. It's deciphering the dance of system components, recognizing their symphony of interactions. As a maestro, you trace the source of challenges, envision holistic solutions, and orchestrate growth that harmonizes the ensemble – from team to product, and far beyond.

Risk Management - a scrum master needs work along with the rest of the team to identify risks ahead of time, document them and find ways to manage the risk- by assessing the risk and understanding impact of the risk. Based on that, an action plan can be put in place. While risks do get discussed typically, however they are often not documented and assessed enough ahead of time. This can cause potential delays or unexpected results. A good scrum master should bring up the potential of various types of risks- technology, business, security etc. ahead of time and document them in the backlog and manage it properly. Risks must be conveyed to all stakeholders in time, and proper remedy or action must be derived.

I completely agree with systems thinking approach and its application too. As a scrum master, one should identify, analyse, evaluate and take necessary action once RCA (Root cause analysis) is done. COE (correction of error) as a document should be created by developers if there is any corrective action needs to be taken based on RCA. Scrum master should ensure such actions are taken as and when there is an issue.

System thinking, to put in very simplified form is all about trying out things, identifying areas for optimization and iterative / incrementally to refine things and make them better - Product, Process etc. There are two pillars fundamental for it: TRUST --> One should trust the team, process and journey the team is embarking on. Developing strong trust among team members, provides the required security for the team members to share thoughts and feedback candidly and also to receive them constructively, trusting that it is given in right spirit to do the right thing. Second one is strong spirit of LEARNING --> by being open to feedback from within and outside, learn from mistakes, failures and refine the journey the team is on.

In my experience, this is a must have skill for any SM. Typically, I have observed technical & non-technical conflicts. Technical ones are easier to resolve as things are more often than not binary. However, non-technical conflicts are very difficult and need a lot of qualities/skills for the SM to navigate through them.

Very Very important skill in my view point as often teams forget the boundaries and get carried away with emotional decisions- Conflict management approaches can include active listening, negotiation, mediation, and collaboration. The goal is to find win-win solutions that address the underlying issues causing the conflict. Scrum Masters often play a role in conflict management within Scrum teams. They can facilitate discussions and help team members/vendors/shared services address conflicts that may arise during the development process.

Except in the case of malice, there's always some higher goal that both parties in a conflict are working toward. Finding this, and having both parties recognize this, is the first step in resolving the conflict; the first step in understanding that the other point of view might have some base in reason.

Three important things, some of it cascades from factors I listed in systemic thinking process. - Make sure everyone has shared understanding of the problem we are trying to solve - Clarify and confirm that. - Keep it objective on problem we are solving, keep the team focused on outcome we are working towards - Provide and place options before the team, that team can pursue to achieve the outcome -

Conflict management involves the skillful navigation of disagreements and tensions within a team or organization. Effective conflict management focuses on fostering open communication, active listening, and empathy to understand the root causes of conflicts. It encompasses techniques such as negotiation, compromise, and collaboration to find mutually beneficial solutions. By addressing conflicts constructively and promoting a culture where differing viewpoints are valued, conflict management not only resolves immediate issues but also strengthens relationships, encourages innovation, and contributes to a healthier and more productive work environment.

Scrum Masters should understand the difference between Coaching and Mentoring, and when to utilize each skill. Professional Coaching is a thought-provoking and creative process in which a coach guides a client through a conversation. The coach refrains from providing advice or expertise, instead providing a space for the coachee to explore their thoughts. Mentoring is a process in which the mentor imparts advice and guidance to aid the mentee's development. Scrum Masters may wish to read Lyssa Adkins and Michael Spayd's Agile Coaching Competency Framework to understand when to apply process vs content stances.

I have seen many SM's holding weekly learning sessions where coaching and mentoring is also a top priority so that entire team can align on objectives, thoughts and delivery. Scrum Masters along with the focus on facilitating Agile processes, Systems Thinking provides a broader perspective for managing projects as complex systems, and Conflict Management, Coaching/mentoring is a crucial skill for resolving disputes that can arise in any team or project environment. These all aspects work together to ensure effective project delivery and collaboration within Agile teams.

I believe that coaching is a fundamental skill of a good Scrum Master. When you implement those skills, teams can resolve challenges and impediments that come up during sprints in a more seamless manner.

As I had mentioned earlier, meet the team members where they are in their journey, this is very important. One should take pragmatic (not puritan) approach in coaching the members (eventually the team) to grow by taking baby steps, they will sprint when they get their confidence from the baby steps that you guided them through. There will be rigor required at times just like how you will emphasize things with you kids.

Coaching and mentoring are powerful approaches to support individual and team growth. Coaching involves asking probing questions, active listening, and guiding individuals to discover their own solutions and potential. It empowers them to enhance their skills and make informed decisions. Mentoring, on the other hand, draws from the mentor's experience and knowledge to offer guidance and advice. Both coaching and mentoring create opportunities for learning, skill development, and personal transformation. They contribute to a culture of continuous improvement, helping individuals navigate challenges and capitalize on strengths, ultimately fostering a more capable and confident workforce.

Increasingly, Scrum Masters working with technical teams need to be able to facilitate technical excellence in the team. There is a mental block for some Scrum Masters that they need to bechnical. I beg to differ. I'll share three examples from my experience: 1. Run a root cause analysis exercise with the team for most common bug types. 2. Introduce the team to the State of DevOps survey and the metrics. Discuss how the best of the best do it and how we measure on the metrics. 3. Run a code smells game where you facilitate by showing the team examples of code and asking them if it's good or smells. Google code smell game and you'll find the resources. I encourage to add this dimension to your facilitation skills.

Scrum Masters use several facilitation techniques in their daily lives. Some of the key techniques include active listening, visual facilitation, collaborative games, brainstorming, and retrospectives. These techniques are not only popular but also effective in helping Scrum Masters facilitate their teams. However, it’s important to note that there are many other techniques available, and Scrum Masters should choose the ones that work best for their teams . Scrum master must always strive towards improving the effectiveness of these techniques by making minor gradual adjustments/improvements to the overall process at a regular interval.

Facilitation techniques are essential skills for guiding productive discussions, workshops, and meetings. A skilled facilitator creates an inclusive environment, ensuring all voices are heard and ideas are considered. They employ techniques such as agenda creation, icebreakers, and structured brainstorming to stimulate participation and creativity. Active listening and unbiased guidance help navigate disagreements and maintain focus. Visual aids and collaborative tools support understanding and engagement. By using these techniques, facilitators enable efficient decision-making, problem-solving, and collaboration, resulting in meaningful outcomes and stronger team cohesion.

Knowing which technique and when to use it. Being able to recognise the situation and applying the right tool is not automatic. So do not focus on the tool too much, focus on understanding what is going on.

Scaled Agile refers to the application of Agile principles and practices at scale in large organizations or projects. It involves extending Agile methodologies, originally designed for smaller teams, to address the challenges that arise when multiple teams collaborate on complex projects. By implementing scaled Agile frameworks like SAFe, organizations aim to achieve benefits such as increased flexibility, faster time to market, improved collaboration across teams, and the ability to respond more effectively to changing market conditions.

Scrum Masters might look at frameworks or approaches that look to address processes and structures at an organizational level (i.e. beyond an individual team or department). These frameworks are not necessarily limited to scaling Scrum, although many of them do integrate Scrum as a process framework at a team level. Some approaches/frameworks include: - Scaled Agile Framework (SAFe) - LeSS - Scrum @ Scale - Nexus - Scrum of Scrums (Meta Scrum) - Spotify model - Descaling approaches

In any question of scaling, the first recourse should be to scale the problem down. Then to split any remaining work into independent or nearly independent, optionally collaborating units (favour "services" over "components"). This won't remove all your problems (unless exceptionally lucky) but it will scale them down to a large degree and considerably improve the chances of success.

For scaling, one must have in-depth understanding of the complex platform (with cross dependency between multiple domains / line of business) that team is building. Understand the end to end system. Then trust and empower the respective team to come up with solutions, process that will deliver the outcome the team is working towards. Build strong self-organized team. In large complex initiative attempting to control every single bit is not feasible. Instead leader's critical role is to harness the diverse practice and build cohesiveness out of it. Be ready deep dive into areas, parts where your gut says so. This is why, having a good understanding of the end to end system is very important.

Scaling Scrum involves extending the agile principles of the Scrum framework to larger and more complex projects. It requires implementing practices that facilitate collaboration among multiple teams while maintaining the essence of Scrum's iterative and incremental approach. Frameworks like SAFe (Scaled Agile Framework) or LeSS (Large Scale Scrum) offer structured approaches to scaling Scrum, focusing on alignment, synchronization, and coordination across teams. Successful scaling involves clear communication, shared goals, and decentralized decision-making, allowing organizations to maintain agility while delivering value across a broader scope of work.

One mindset I would advise, that I was recently told myself, was to think of yourself as a consultant. You come in, you listen, you understand the context and the problems, and only then you collaboratively collate and create frameworks, models, hypothesis and experiments. I am of the point of view that the Scrum Master's role is to become irrelevant in time. If the SM is not enabling the team to be self-organized and able to continuously improve, then the SM isn't performing their main role.

The awareness that skills are only a small part of the job. Invariably, the focus should be on delivering value as a team and towards customer-centric goals.

One important thing is learning the tool and technique to facilitate the team like Jira, Rally. As a scrum master you should know how to retrieve diffrent analysis report and use them to improve team's velocity/output.

To add to the above content, a healthy Agile collaboration benefits from : 1. Understanding that it mandates a shift in mindset as much as learning any tools and jargon ... professionals often are unable to let go of familiar thought process, and try and fit Agile towards that 2. Agile works best with full-functional teams... hierarchy plays little role towards the collaboration, but the different skill sets is what we aim for across the functions 3. It is best understood top down in an organization... A leadership that espouses the mindset and culture shift is able to get better results 4. Agile can be great for diversity and works well across time zones as well as different capabilities Space limit, please IM for details Thanks

Triangulation is an important facet of the Agile leader's toolbox; which is taking and evaluating information from a variety of sources in order to make informed decisions. The views of the stakeholders, the impressions of the users, the feature sets of competitors, and the challenges highlighted by testing are just a handful of data points that can be used to inform future iterations with a more holistic oversight.