Master Scrum's Notes: Management is also a technical activity.

Explain the thinking and behavior patterns needed to help individuals discover new perspectives and possibilities.

Affect the personal use of Scrum by team members.

Help everyone take the next step in his or her agile journey.

Advocate the thinking mode of continuous improvement and create a learning culture.

Help the team solve problems and conflicts.

Guide the development and progress of the team "until members know how to best learn from each other."

Change the attitudes, thinking patterns and behaviors that hinder Scrum.

Instruct team members to give frank feedback to each other.

Help organizations deliver high-quality and high-value products and achieve amazing results.

Guide the whole organization to do product management and focus on continuously increasing the commercial value of products.

Support and encourage organizations to cooperate with Scrum team.

Manager: Responsible for managing obstacles, waste estimation, management process, team health, self-organizing boundaries and culture.

Guide: Build a stage for teamwork and provide clear boundaries.

Service-oriented leader: a person who pays attention to the needs of team members and provides value to customers by realizing the values, principles and business objectives of the organization.

Coach: Pay attention to everyone's thoughts and behaviors, and teach them to keep the team in a state of continuous improvement and the organization in a state of sincere cooperation with the Scrum team.

Mentor: transfer agile knowledge and experience to the team.

Teacher: Make sure the team understands and practices Scrum and other related methods.

Scavenger: Help the team to solve the obstacles that affect the progress of the team while giving consideration to the team's self-organization ability.

Master of change: create a culture that will make Scrum team flourish.

Management is an act; The manager is a role. As a behavior, management will always exist in the organization. On the contrary, there will always be managers in the organization to perform these behaviors. The difference with traditional organizations lies in the difference of management implementation. Management in agile organizations is a "horizontal" activity, not a "vertical" traditional organization that uses specific management positions.

In the context of guidance, the concept of Shu-Ha-Ri is also worth mentioning. Shu-Ha-Ri is a method of learning technology. It describes the progress of training or learning. This name comes from Japanese martial arts, and Alistair Cockburn regards it as a way to learn software development techniques and methods. When learning new things, everyone will go through these three stages. Eventually, students will surpass their tutors in knowledge and skills.

In the first stage, students strictly follow the guidance of their tutors. They abide by these rules until they are really understood. Scrum Master will be mainly a teacher. As a teacher, he shares knowledge or skills and instructs someone how to do something. For example, teach the core idea of Scrum and explain the purpose of different roles, artifacts and events.

At this stage, students begin to reflect on the rules, look for exceptions and "break" the rules. He understands and can use basic practices, and now he begins to learn the underlying principles. He also began to learn from other masters and put what he had learned into practice. As a coach, Master Scrum will provide students with new perspectives and possibilities. Coach and others took the next step on the agile road.

In the Ri stage, the rules are forgotten because students have mastered the development, essence and basic principles. This student no longer learns from others, but becomes a new rule from his own practice. In an agile environment, students really understand all the principles and know when to use specific practices in specific situations. As a consultant or tutor, Scrum Master can act as a consultant and give advice when students ask questions. As a Scrum expert, it is very useful to realize this stage. Each team member can be at a different level, which will constantly change. Therefore, Scrum Master should change his own style, from teaching to coaching to advice, and cooperate with the Shu-Ha-Ri of the team.

. "Obstacles" generally only affect a single task, while "obstacles" slow down the overall progress like parachutes. Generally speaking, "blocking" can be solved by the team itself, while "obstacles" can only be solved by Scrum Master.

After doing a lot of research, I found that "obstacle" has some good definitions:

Obstacles in Scrum refer to the factors that prevent the development team from generating valuable software increments in Sprint, or restrict the development team from achieving its inherent progress goals. 3 1

A problem that a self-organizing development team can't solve.

An event that prevents development team members from working in Sprint according to the expected production capacity.

A good quote about "obstacles" is as follows:

A good Scrum master creates an environment where obstacles can be reported, while an excellent Scrum master creates a creative environment.

A good Scrum master will try to get permission to remove the obstacles to team productivity, while a good Scrum master is always ready to be forgiven by the team.

So far, you know the most common definition of obstacles, and you must want to see some concrete examples of obstacles. The following are examples of possible obstacles:

A team member is ill.

Unpredictable and unpopular changes in team composition.

There is something wrong with the tools used by the development team.

Lack of skills

A large amount of technical debt

Supplier's problem.

Difficult to coordinate the product owner

Pressure from management

Conflicts between team members

A large number of unimportant meetings that the development team must attend.

Constraints of team environment

Hesitant product owner

Scrum Master as a scavenger

In How to Build an Agile Project Management Team, it is mentioned that as a mentor, Scrum Master needs to create a' container' for the team that can carry all their ideas and creativity.

5. 1 sets an example. In other words, coaches will practice the values and principles they believe in and apply the tools and skills they know to themselves and their work.

5.2 Start from the end. The coach will start from the goal and find out the most effective and fastest way to get from A to B.

5.3 Develop the pace of sustainable development. When everyone around him loses his mind, the coach will keep calm.

5.4 Think with your brain and feel with your heart. The coach will give consideration to both thoughts and emotions. When solving problems, coaches will use logical thinking and empathy at the same time.

5.5 Attract, not push. The coach is waiting and ready to help. Coaches create and provide learning opportunities instead of imposing their own ideas, suggestions and opinions on others.

5.6 Speak less and listen more. The coach is not in a hurry to judge what they hear, but listens patiently and waits for others to finish.

5.7? Live in the moment. The coach is patient, pragmatic and living in the present.