Things a Scrum Master should NOT be doing

One of the most common traps a Scrum Master falls into is that of turning into a Project Manager. Here are some other pitfalls

A Scrum Master Should NOT Become a Project Manager

By far the most common mistake made in an Agile environment is the Scrum Master taking on the role of a Project Manager. When thinking of what a Scrum Master does, keep in mind the keyword “facilitate”. If the team doesn’t have a separate PM (which can typically straddle more than one Agile team) or a Product Owner (PO) then maybe that role needs ot be created.

A Scrum Master Should NOT Block Change

One of the key tenets of an Agile framework is to remain, well, Agile. If Stakeholders want to change the direction of work, delivery and outcomes the Scrum Master should not block changes in direction because they want to maintain throughput of User Stories and the headline Velocity metric.

A Scrum Master Should NOT Solutionise

A Scrum Master typically has very good knowledge of the project(s) he or she is working on. But, whether during scrums or other meetings, they should not be tempted to stat offering solutions unless the Stakeholders, PM or PM ask for advice – for example if the Scrum Master has experience and specific domain knowledge.

A Scrum Master Should NOT Chase Progress Beyond the Daily Scrum

A daily Scrum should be sufficient to allow the required facilitation and progress of a Sprint. If a Stakeholder asks the Scrum Master for a snapshot of where a Sprint is, they should have that information to hand. What a Scrum Master should not do is chase a developer every afternoon asking if it’s done yet.

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