Recap of Chapter 2: The expectations for the role of a Scrum master is quite different from different stakeholders
Chapter 3: Scrum master – the Impediment Resolver?
Many believe: the scrum master has joined the team so the life will be cakewalk! There will be no issues as the scrum master will resolve the impediments of the teams; without needing any support from any team members or any other stakeholders. Oversimplifying a bit; this trend is risky. The scrum master should create an environment (read: facilitate) so that the team members identify the issues ‘impeding’ their progress (sprint goals, product vision, KPIs, et al) and the team members ‘suggest’ the steps to solve the same. This way; the ownership of the issues (and the resolution) lies with the team members. The worst case could be: the ‘suggested’ steps did not solve the issues. Then the scrum master can ‘suggest’ what he feels; however, he/she should not snatch the ownership of the resolution from the team members.
If there is acknowledgement of the issues, the scrum master should share a few symptoms to mirror the current state of the system (showing the same picture to the all stakeholders).
If these impediments are external to the team; the scrum master should insulate the team from external disturbances.
Lastly, a few of the scrum masters jump to the solution mode instantly.
Do you think this approach will have any shortcomings?
This is a part of a mini-blog series ‘The Curious Role of a Scrum Master’. Let’s see what happens in the 3rd Chapter.
Please post your feedback.