Scrum Training
From becoming a certified scrum master to learning how scrum training works in the first place, Leadership Tribe is here to work with you every step of the way. Learn how to work with various team members with our insight blogs and videos.
by Krishna Chodipilli | Jul 26, 2022 | Scrum Training
The standup meeting & Agile team meeting
The daily scrum, or daily standup meeting, is an essential part of the daily agile ritual and a defining part of the scrum framework; it can either enhance or undermine a development team’s functionality and effectiveness over time.
The impact of the coronavirus on the workplace has forced management and team members to reconfigure many traditional agile processes and meetings, but especially stand-ups. With development teams often distributed across multiple time zones, a new vision and methodology for this in-person standup ceremony is taking shape.
Normally, the daily standup includes a facilitator, sometimes the product owner and stakeholders, and fewer than 10 team members engaged in collaborative projects. Every day, the entire self-organizing development team affirms their understanding of how they will work together during the next 24 hours to produce the increment anticipated at the end of the sprint. The template for this event may be organized as a series of questions or it may lean toward discussion. That’s up to the team and the scrum master.
Because progress requires team commitment and full engagement, common mistakes made by agile teams can be avoided if we follow the meeting agenda, identify repeating issues or impediments, attend meetings daily, establish whose turn it is to speak, and clearly show the whiteboard or kanban board.
During the meeting, a Kanban task board can organize a development team review and assessment, with items nearest completion discussed first. Before the meeting, team members will reflect on their individual progress during the previous 24 hours, and be able to bring clear questions to the standup. If the 15-minute format becomes a lengthy discussion, the facilitator, usually the scrum master, will propose a time for further discussion and follow-up after the standup is concluded.
This in-person ceremony— where everyone literally stands — should last no more than 15 minutes. An entire team is now likely to include remote team members, and this agile evolution requires careful planning.
Respect the time zone
Agile problem-solving with distributed teams requires careful attention to planning and meeting methodology. For a whole team to be present, standup times must align with the time zone location of each remote team member. Be sure to add adequate video conferencing lines and provide a clear meeting agenda at the beginning of the standup — or before the meeting, so everyone’s questions are well-prepared and on point.
If commitment to the daily stand-up is impossible for every member, consider holding a weekly stand-up. For the sprint retrospective, a webinar works.
Why hold standups every day?
At the daily scrum meeting the development team will discuss the progress of their work toward the sprint goal. Part of an incremental process, daily coordination among scrum team members ensures that everyone has an accurate overview of sprint planning, is familiar with questions their colleagues have raised, recognizes obstacles in the way of progress toward the definition of done, and has insight into the work of other team members. It’s a scrum huddle ready to usefully measure team efficiency and progress by looking at, for example:
- Sprint backlog items and their order in the queue
- Work in progress
- Work-ready for review
- Work in review
- Software is ready to test
- Software being tested
- Work-ready for acceptance
- Work accepted
This workflow checklist queue can gauge the software development team’s efficiency with some precision and identify impediments to progress toward the sprint goal.
The stand-up meeting is a development team ceremony with a clear agile goal: a check-in to examine progress made by agile teams toward the sprint goal and toward completing the work in the sprint backlog. It is in many ways a status meeting to produce a status report.
In a fast-paced structured meeting, team members get a chance to help each other by removing blockers. In the virtual standup remote teams can evaluate their workflow and follow-up, ask questions about processes, point out and address impediments to collaboration, and keep up to date on user stories.
The development team sets the place, time, and the agenda for the standup, focused always on the sprint goal and resolution of any impediments to progress. Once established, the place and time should be the same for all future daily standup meetings and always scheduled during the workday.
A key ceremony
The daily standup is a key ceremony in the scrum framework that, when well run, ensures scrum team focus on meeting the sprint goal and the agile commitment. Learn more about agile standups, daily scrums and more with our Agile Training courses from Leadership Tribe today.
by Krishna Chodipilli | Apr 22, 2022 | Scrum Training
Ask that question and you face one more: What am I asking about? In the spirit and work of the Agile scrum, the developers take responsibility for producing the increment, the iteration, and in that sense own the product quality. As part of this process, teams often rotate developers across project modules to facilitate collective ownership of the quality.
In the spirit and work of the word itself, “owns” points to the whole product development team that includes the product owner and the scrum master. They are integral to the development team and key to the foundation of the scrum framework. The team that owns the quality is a team that operates under agile scrum methodology. The product owner and scrum master ensure that agile criteria are met.
Owning the quality suggests scrum team satisfaction with a bright outcome, but remember that the stakes are always high — and flexible. The process of producing high-quality increments results from the work of able and dedicated scrum team members.
Agile teams
Agile project management and the entire team organize around the methodology of agile principles. The team embraces responsive planning to maintain continuous improvement, quality assurance confirmation by testers and end users, attention to user stories, and recognition of team success by respect for the definition of done.
Singular to the organization of agile teams across industries is that all management functions emerge out of the collaboration among team members, including the product owner, stakeholders, and the scrum master, as well as business analysts, DevOps (software development and IT operations experts), front-end and backend developers, and iteration testers. This entire team works in sync throughout the agile software development process.
Product owner
The product owner keeps the scrum team’s focus on the customer’s perspective. In face-to-face communications, they make sure that project vision and market strategy remain central to project management. They maintain the product backlog and define acceptance criteria for each product backlog item, and they engage stakeholders, end users, and sometimes other product owners in the development process. The product owner is knowledgeable about both the product and the development process and is, most importantly, empowered to make decisions.
Scrum team
The Scrum Guide (see scrum.org for a details) describes the scrum framework as a creative and efficient tool for developing products of high quality and value. Self-organizing, cross-functional teams collaborate and experiment to produce quality increments releasable to the end user. That’s tidy, but the real work of this high-performing development team is even more interesting.
The development team — including the product owner and scrum master — decide how to turn product backlog items into high performing increments, or iterations. The team members have no titles and there are no sub-teams, because all necessary skills and commitment to the project are already parts of the whole.
Two or more scrum teams can use the lightweight methodology of the scrum framework to approach more complex projects, from sprint planning to the daily scrum and scrum events.
Quality worth owning
The scrum master
In the scrum framework, the scrum master is the facilitator of continuous improvement in the work of the development team. This designated servant leader for the scrum team identifies and eliminates impediments to collaboration toward a successful product increment, maximising functionality and business value.
The scrum master plays an essential scrum role and it does not overstate his importance to say that this servant leader ensures that the quality of the increment is worth owning.
The scrum master is teacher, facilitator, conflict manager, and unafraid of productive, even disruptive, change necessary to reach that definition of done. A great scrum master isn’t noticeable, unless needed. And when needed, ready to guide and inspire, always on task and always listening. They make sure scrum events, like the sprint review and sprint retrospective, are organized and entertaining, with clear purpose and productive outcomes.
Find out more about Project Manager vs Scrum Master
Owning quality in a scrum team
The standup daily scrum is a dynamic part of scrum team work. Scheduled for the team by the team, it takes place at a time that respects all team members. Coming together in common purpose, team members can inspect and adapt the development team’s progress toward the sprint goal. Developers discuss current user stories to help them reach agreement on the product backlog items they can complete during the sprint.
The scrum master is ever committed to achieving the sprint goal. In the scrum, delivery of a high quality increment focuses on customer satisfaction and a working product, and it’s not always about meeting prescribed or even tested metrics. The quality and value of the iteration is the direct result of a constantly dynamic scrum.
To say that the customer owns the quality seems correct, if we think in the transactional sense. To say that the scrum team owns the quality points to a different model, the agile model that engages the energy of the full collaboration among focused professionals to achieve the sprint goal, the working product.
Learn more about scrum teams and digital transformation with our Agile Training & Scrum Training with online courses from Leadership Tribe today.
by Krishna Chodipilli | Feb 18, 2022 | Scrum Training
Scrum is a project management methodology. It’s used to plan projects by breaking down a whole project into smaller groups of tasks to be completed in iterations. It’s about managing tasks and delivering a product increment by increment. It was devised by Jeff Sutherland and Ken Schwaber in The Scrum Guide in the 1990s. Hirotaka Takeuchi and Ikujiro Nonaka first coined the term in 1986 in their article The New New Product Development Game.
Scrum & agile project management
The philosophy and method of Agile software development and project planning bring product owners, stakeholders, and team members together throughout the lifecycle of the development process. Dynamic self-organized teams focus on continuous improvement and customer satisfaction.
Unlike waterfall and other development methods, the scrum produces iterations — working increments of the final product — for testing and review by stakeholders and team members. Essential to the work of agile teams, scrum is a building block of agile project management and product development.
What are the 5 values of scrum?
The following scrum values are key:
Commitment – to sprint deadlines
Bravery – scrum leaders have the courage to inspire their scrum team
Focus – team members have precise focus on their immediate tasks
Honesty – daily stand-ups provide space to speak frankly about the project
Respect – open communication and collaboration requires respect between team members.
What are the 5 principles of scrum?
- Control – keep on top of the empirical process and adjust as necessary
- Organise – work out how best to reach a goal/ deadline/ product increment
- Collaborate – effective teamwork, alongside independent work, is key
- Prioritise – value-based priorities (most important/ time consuming/ costly)
- Iterate – break down a task into bitesize chunks (iterations).
What is the agile scrum?
Producing incremental releases for review and testing, the scrum process can mean fewer costly mistakes, the sort that occur late in the development process. Frequent iterations lead to a more quickly marketable end product.
As a part of agile methodology, the task of scrum is to determine what does and does not work — and how to fix it, fast, using the skills and full capacities of an able and dedicated development team. Daily meetings, called scrum events, ensure good communication essential to this teamwork process.
So, let’s organize the scrum:
What do you know about your project at the start, and what do you want the end product to achieve? In a scrum project timeframe, start to finish, you’ll be able to track progress and make changes along the way, when necessary.
In the agile framework, the basic unit of the scrum is the sprint. Each sprint begins with the sprint planning meeting, an event that determines the sprint goal and the sprint backlog, the list of work to be accomplished. The teams are self-organizing and the workflow is fast-paced, but there are essential and well-defined roles to play in the scrum process:
Scrum roles
Development team
Self-organizing software development teams of no more than ten members segment the project into separate goals. The team completes an iteration of each goal in what’s called the sprint, a process that usually lasts two weeks. Because each sprint focuses on discrete functionalities, deliverables are kept in line with stakeholder needs and expectations.
This scrum process is active and focused, engaging the talents and strengths of a cross-functional team that includes the product owner and the scrum master. These scrum roles oversee scrum project management, as set forth in the scrum guide.
Product owner
The product owner has a crucial communication role in the scrum team, and their empathy is a necessary attribute in the interests of progress and peace. They act as the representative of stakeholders to the team, and act as scrum team representative to the community of stakeholders.
The product owner will manage the scrum work; control risk; define and announce product iterations; communicate delivery status and progress at meetings; and note RIDAs (risks, dependencies, and assumptions). They will also negotiate priorities and the scope of the project; keep track of funding and the schedule; and clarify the product backlog, a scrum artifact that includes user stories and bugs fixed or fixable.
Note that user stories included in the product backlog items are written from the perspective of the end user, which may include management, testers, customers, and the development team. Complex tasks organized as user stories can help make difficult or complex projects more manageable.
Scrum master
The scrum master is not a traditional project manager. They are the facilitator of the scrum development process. Their responsibilities are to work with the product owner on the product backlog, and to make sure that needs are understood and that the work gets done in each sprint.
The scrum master will see that both team and stakeholders honour the definition of done; maintain scrum principles and scrum methodology; help the scrum team avoid impediments to progress; promote self-organization and cross-functionality; and optimize team progress with regularly held scrum events.
The daily scrum
At stand-up daily scrums — time-box meetings that should be no more than 15 minutes — the team can assess progress toward the sprint goal and make any changes necessary. These meetings are best held in the same place and at the same time every day. They’re conducted however the team decides, and they always focus on identifying impediments to progress.
The daily scrum may or may not be facilitated by the scrum master, and they are not a forum for detailed discussions, nor for updating progress charts. After the daily scrum meeting, individuals can discuss issues concerning current sprint progress in what’s called a breakout session.
What is a sprint?
Within an agile scrum, team members work in short bursts of time to achieve a goal. These bursts are known as sprints. Scrum team members will work towards a sprint goal with an end of sprint review to evaluate the process (a sprint retrospective). Sprint planning meetings will define sprint goals for the next increment.
Sprint review & sprint retrospective
In scrum software development, at the end of each sprint a functioning increment should be ready to go as a fully tested, high quality product to introduce in the final two meetings. At the sprint review, stakeholders give their feedback, and during the sprint retrospective, the scrum team discuss and reflect on what was learned by the end of the sprint and what needs to improve in the next sprint.
At this point, a publicly displayed burndown chart may emerge, with daily updates. It’s not as bad as it sounds. Technically, it’s not a part of the scrum framework, but it’s often used to provide a quick visualization of what has and has not been achieved in the sprint, helping the product owner to prioritize items in the product backlog, and for the development team to more completely assess methods and priorities.
Learn more about digital transformation with our Agile Training & Scrum Training with online courses from Leadership Tribe today.
by Krishna Chodipilli | Feb 18, 2022 | Scrum Training
by Ming Wei | Dec 16, 2021 | Agile Training, Scrum Training
Agile vs Scrum
Agile is the software development process characterized by concurrent product development and testing activity, and by regular delivery of software for customer feedback, in order to implement continuous improvement throughout a project lifecycle from planning meetings through launch and re-iterations. Scrum, an Agile process, delivers software iterations to the product owner or stakeholders in a much shorter timeframe – after every 1 to 2 week sprint. Scrum, broken down into short sprints and small iterations, or deliverables, contrasts the Agile process where increments are delivered at the end of the project.
In the Agile process, leadership plays an organizing role in development team productivity. Marking a key difference, Scrum productivity, while not altogether leaderless, emerges out of self-organizing, cross-functional teams. Agile collaborations are face-to-face interactions between the members of these various Scrum cross-functional teams, whereas Scrum collaborations are accomplished in daily stand up meetings of the larger Scrum development team.
Agile methodology
The Agile software development process is an incremental iterative approach, open to changing requirements over the lifecycle of each project. Continual feedback from stakeholders, product owners, and end users is key to the Agile method of software development and essential to measure the project progress made by Agile teams.
In place of in-depth planning to identify and shape predictable functions and workflow at the beginning of a project, like traditional waterfall methodology, the Agile approach emphasizes engagement with members of cross-functional teams that work on iterations of a product over a period of time, often the entire duration of the project. These tested iterations are organized into a product backlog list prioritized based upon business or customer value. Keep in mind that the goal of each iteration is always to produce a working testable product.
Agile methodologies establish project-management protocols based upon a set of best practices set forth in the Agile Manifesto. The outcome of Agile teamwork is the rapid delivery of high-quality software to business stakeholders, ready for implementation or revision according to a customer’s or the market’s changing requirements.
Agile software development methodology is your best choice for complex projects, when you don’t yet have a clear picture of what the end product should look like; when you know you’ll need to adjust the product requirements as development progresses; and when you’re confident that your development team will thrive in collaboration with fast-responding Agile project management methodology, which sounds a lot like Scrum, but you’ll find distinctions below..
Both Agile and Scrum software development methodologies share an iterative and incremental approach, but Agile is designed to oversee a long term project from start to finish, and to provide deliverables at the end, while Scrum sprints produce fast and frequent iterations for stakeholder testing and revision.
Scrum methodology
The Scrum framework is the most popular of the several Agile frameworks. It’s flexible, adaptive and a simple way to implement Agile. As Scrum teams self-organize around the fixed set of responsibilities and meetings that guide every Scrum project, these professionals comprising the development team do not inhabit discrete roles such as programmer, designer, or tester. Each professional skill set brought into the development project becomes an essential working part of a cross-functional team.
Scrum Development Teams consist of 5 to 7 members, including the Product Owner and the Scrum Master. The Product Owner’s main duty is to maximize the value of the work of the development team, and to produce and manage the product backlog (the stakeholder wish list) and how the items on it are prioritized. The Scrum Master makes sure that the team is working in accordance with the Scrum process. While they have no authority over team members, they have authority over how and whether or not that Scrum process is implemented.
An important fixed responsibility for the the Scrum team is participation in the four ceremonies that structure each sprint: sprint planning, daily stand-up meetings, sprint demo, and sprint retrospective. During each sprint, the team will use visual artifacts like a Scrum task board to show progress toward the sprint goal.
Through an ongoing process of face-to-face daily scrum meetings, cross-functional teams complete sprints together. The Scrum Team’s plan for each 1 to 2 week sprint anticipates the amount and direction of the work necessary to complete each iteration. The Scrum project team may then reassign product backlog as product increment and, by determining which tasks can be completed in a sprint, move work from the product backlog list to the sprint backlog list. During the sprint retrospective meeting, the team can reflect upon how well Scrum is working for them and how best or better to focus their skills. Also at the completion of each sprint, team members join stakeholders to perform a sprint review and to plan the next sprint.
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by Krishna Chodipilli | May 31, 2021 | Leadership Tribe, Scrum Training
We often see the terms of Project Manager and Scrum Master used interchangeably in agile practices. Their roles tend to get blurred in the current work environment. But what are the main differences between a scrum master and project management professional? Should you work towards scrum master certification (PSM) or become a certified associate in project management (CAPM)? Here we look into the particular competencies in each job description and their project responsibilities.
A Project Manager is responsible for risk management. The ultimate success or failure of a project depends largely on the project manager’s competency and tasks such as sprint planning and retrospectives.
The Scrum Master is the guiding light of the project team, functioning as coach and facilitator assisting project progress based on the customer’s requirements. Both roles sometimes overlap in the agile process as both contribute to the planning, execution, and closing of projects.
In an IT stakeholder context, agile enjoys established fame where the requirements are not clear and keep changing during the product development cycle. This is where an incremental and iterative approach is more suitable, and the Scrum Master follows the adaptive model and endorses the Scrum process, applying Scrum principles. In an Agile environment, the Project Manager works indirectly with the team, having the Scrum Master manage good communication with the team and teamwork overall. A project management professional works with the traditional waterfall methodology as well as the iterative development of agile methodologies.
What are the benefits of a Scrum Master vs Project Manager?
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Certified Scrum Masters are said to be “the magic glue” keeping the team together. They’re always looking out for ways to increase team efficiency in the agile framework from various team members and project/product owners. Project managers, on the other hand, are typically strong leaders invaluable to businesses implementing complex processes such as agile software development.
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The emphasis of Scrum Master is on individuals and interactions between people such as cross-functional project teams, over workflow processes and tools. The Scrum Master’s main focus is on the scrum team members, whilst the traditional project manager’s focus tends to lean towards the project scope, its overall functionality within the company, and its outcome.
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The Project Manager’s role focuses on ensuring that the project is successful, whereas the Scrum Master’s role focuses more on promoting team dynamics, collaboration, and achievement. Both focus on continuous improvement, but the Scrum Master is more flexible to changing requirements due to their more agile methods employing scrum events.
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Concerning Agile project management methodology, the responsibility of the Scrum Master is slimmer than the project manager who has a higher authority to prioritize tasks such as the final decision-making.
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The Project Manager keeps the customer’s interests and needs in mind. The Scrum Master focuses on the development team’s process during each time frame, liaising between the Project Manager and the developer team with daily scrum meetings for instance.
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A Scrum Master helps the project team to build trust, task ownership, and job accountability with greater creativity and innovation to attain the business value. Whereas a Project Manager’s responsibility is around managing project plans with scope, budget, risks, timelines, and job delegation.
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A Scrum Master is in charge of the self-organizing teams, small with high-quality and user-focused work outcomes. On the other hand, a Project Manager’s role involves upholding overall responsibility for the performance of all development project teams.
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The Scrum Master is a servant leader of the Scrum Team (a term coined in the pre-2020 Scrum Guide), moderating and facilitating interactions as a team coach. Whereas the Project Manager handles the entire framework for the project’s activities (not just the scrum framework), from identifying resources, setting project milestones and deliverables, to final delivery.
What are the responsibilities of Scrum Masters and Project Managers?
An interesting point to note is a Scrum Master is not required to don the mantle of a Project Manager. Scrum methodology notes that their skillset is first and foremost as facilitator, coach, or referee who runs the process and administers the delivery, but not necessarily in charge of the project. A Scrum Master can become a Project Manager, for example, as a Technical Project Manager or a Product Manager/ Program Manager. The professional Scrum Master’s job description would be to efficiently manage the development sprints from planning to execution and be accountable for on-time, on-budget, high-quality software project deliveries.
A Project Manager also has scope to become a Scrum Master, but first and foremost needs to change the mindset of having command and control. They need to understand what a servant leader is and how to empower a self-organizing team. The transition gets easier for the Project Managers who enjoy solving challenging problems, building team rapport and consensus, and investing in understanding both the small and big pictures to ensure smooth project progress.
What is Kanban vs Scrum?
While we won’t focus too much on Kanban in this post, comparing Scrum and Kanban is often asked. Both strategies can work for agile development or project management iterations. Scrum projects are more focused on short sprints and/or reducing sprint product backlogs in the development lifecycle, while Kanban is more long-term based, with fluidity across various projects. Both can help with continuous improvement for the company overall and use flexible approaches such as the Kanban board vs Scrum Board – which we’ll save for another post.
Conclusion: Agile vs Scrum
The role of a Scrum Master and a Project Manager both require particular skill sets and the right mentality to make things happen effectively across agile teams. The responsibilities, deliverables, and duties of both may vary from one organization to another. It is important to point out that both roles are vital to guide the development team and to warrant project success.
Transitioning from Scrum Master to Project Manager and vice versa is possible, but can’t be achieved overnight. It involves study and tutorials to gain scrum master certification (CSM) or to become a certified associate in project management.
It can be challenging, but it is a rewarding journey. Both roles require an in-depth understanding of different aspects of the business with short and long-term goals, and one needs to have laser-focus and determination to deliver the required objectives.
Contact Leadership Tribe to find out more about Agile and Scrum Training (PMP, CSM, CAPM, PMI)
by Krishna Chodipilli | May 31, 2021 | Leadership Tribe, Scrum Training
by Krishna Chodipilli | May 9, 2021 | Leadership Tribe, Scrum Training
I always wondered about the effectiveness of Scrum Masters and Scrum Teams in developing complex products. An Aha! the moment occurred when I recently attended a training workshop on Scrum. So what is Scrum Master and their role? I learnt that ‘Scrum is a framework of processes and techniques implemented in developing a complex product.’ This may seem like technical jargon, but Scrum adoption works seamlessly in developing technical and non-technical products (Marketing Campaigns, Product Development, etc) in a planned manner with simple practices that yield powerful results.
According to the Scrum Guide, ‘Scrum is lightweight, simple to understand, but difficult to master.’ Scrum theory is based on transparency, inspection and adaptation.
Let us understand now who is a Scrum Master
A Scrum Master role can also be referred to as a team coach who promotes and supports a Scrum Team. They teach team members on daily scrum framework, scrum events, rules, values and practices. He (or She) helps them collaborate in implementing the practices and ensuring Agile processes are in check while ensuring which of the behaviours are missing or need more emphasis (Openness, Trust, Courage, Respect, Empathy) during the practices (Sprint Planning, Daily Standups, Sprint Review, Retrospectives).
The Scrum Master is a Servant Leader for the Scrum Team
A Servant Leadership role imbibes qualities like foresight, commitment to growth, listening, collaboration, trust, empathy and so on. It is interesting to note that, in Scrum, leadership does not necessarily lead to management. Here, the Scrum Master is not bequeathed with the task of managing teams. He only facilitates the team to fulfil the commitments which they themselves have set for themselves.
Consider a normal ‘Project Coordinator’ in this context, he actually manages the teams and gets things done from his team within the stipulated time. Hence, a project coordinator might be handling multiple teams at the same time. This is not the case with a ‘Scrum Master.’
A Scrum Master helps the team to be accountable to themselves. He will never get into the intricacies of managing a team. Being accountable just means that the team members are managing themselves. ‘Accountable’ here means the ability to assign a task to a team and make sure that each member from development team to stakeholders can execute the task successfully unless an issue arises and the Scrum Master will achieve it without the intervention of a task manager. If one of the team members fails, then the entire team fails and the Scrum Master facilitates the discussion so that the team works together to find a solution.
An Experienced / Certified Scrum Master may manage Multiple Teams and responsibilities of a scrum master may include:
- Meeting commitments which the team members themselves have made.
- The team working as a cross-functional unit.
- Heightened collaboration among groups.
- Removing impediments that come in the way of the team.
- Make the team accountable for their commitment towards the Scrum framework.
- Coaching the team and training them on why, how and what of Scrum practices.
- Holding the team accountable for creating the highest value product possible.
A Good Scrum Master or Scrum Trainer helps the Agile team members in managing themselves by following a checklist which comprises of:
- Improving the Effectiveness of the Product Owner – Scrum master will help them find ways to maintain the product backlog and release plan.
- Reviewing the Condition of the Team – The scrum master’s job often involves collaborating with team members on their work and overall team functionality.
- Checking the Engineering Practices – balancing automated end to end system tests and automated unit tests or sprints.
- Monitoring the Workflow of the Organization – Scrum Master will do ‘Scrum of Scrums’ to ensure effective workflow in the organization and the team’s progress.
As an ardent learner of Scrum Implementations and related frameworks, I want to conclude by saying that ‘A scrum master should not be mistaken for a ‘project coordinator’, but should be rightly called as ‘Project Facilitator’ who helps Scrum teams in achieving phenomenal success.’
From Scrum Master Certification to Scrum Methodology, find out more about the role of the scrum master and contact Leadership Tribe today.
