Scrum Master要做些啥?像甘道夫一样。

gandalf

本文是之前为Scrum Gathering2013准备《甘道夫–中土世界的Scrum Master》(提取码: qax7)话题时总结的一些想法,更多是从内部做SM时的体会。

SM是新的角色,很多时候定位不是那么清楚。The Scrum Master is primarily responsible for “How” - using Scrum the right way.

敏捷先驱们关于SM的定义不外乎:

  • Ken Schwaber’s discovery: “A dead Scrum Master is a useless Scrum Master.”
  • “A SM should know what to do, but more important is what should not do”
  • “We are uncovering better ways of developing software by doing it and helping others do it.”

而这里还应该加上:
“Survival the new Role”, “Fill the gap”
SM即是内部转型的教练,同时也承担着来自”Delivery Success”的压力与动力

个人自2008年开始担任SM的一些体会

  1. expectation gap from diffrerent people: coach for agile, info radar, technical, communication 来自不同干系人的期望的差距:辅导大家使用敏捷,信息辐射雷达、技术基本功提升、沟通协调。
  2. spread agile as evangelist 作为敏捷的布道者
  3. manage regulation risk / personal risk for “innovation ideas”: install SW, new devices 管理合规风险、个人创新的风险:软件安装、新设备申请
  4. as per PO 对于PO:
    1. is PO in same org as team and SM? 考虑PO与团队、SM是不是在同一个组织内?
    2. remind to inlucde all tasks into PB 提醒将所有事项纳入Product Backlog
    3. remind to inlucde all NFR into PB / DoD 提醒讲所有非功能性需求纳入 PB / DoD
    4. keep sprint rhythem even if sprint is fali 即使 Sprint 未能成功也要维持迭代节奏
  5. as per Manager 对于经理:
    1. when asked to do thing instead of team 当你被要求代替团队做一些事情的时候
    2. private decisions about e.g. resource allocation (esp. dual reporting lines) 非公开的决定,例如资源调配,特别是双线汇报的时候
    3. find expectation other than PO 识别出与PO不一致的期望
    4. managing style gap: C&C vs. empowerment 管理风格的差异:命令与控制型、授权型
  6. as per Teams 对于团队:
    1. self-org: educate, remind, mentor ,coach, say no, group facilitating 自组织:教育、提醒、指导、教练、说不、群体引导
    2. cross-team/site gap: SoS, CI notification 跨团队/地域的差异: SoS协调会、持续集成通知
    3. technology / tools gap: jenkins/Robot/nodejs 技术/工具差异:Jenkins/Robot/nodejs
    4. XP practices: CI, unit test, automation, ATDD, CSD 极限编程实践:CI、单元测试、自动化、验收测试驱动开发、CSD认证课程
  7. Others in organization 组织中的其他人:
    1. adapt waterfall process (of other org) and solve env issue (delegate PjM) 适配(其他组织)的瀑布流程和解决环境问题
    2. coodination on depedencies (technical) and even mock them 协调(技术)依赖甚至采用 Mock 打桩/挡板
    3. work with infra / PSS / SCM 与运维 Infra/PSS/SCM 等团队一起工作
  8. Acheivement 成就感
    1. by seeing team’s working agreements 见到团队形成工作约定
    2. team’s conversation and take responsibilites /actions in retrospective 在回顾会上团队的对话,承担责任与行动
    3. others’ positive feedback 其他人的正面反馈
    4. self-org scrum team may happen after 6~12 month, be patient 在6~12个月之后可能形成的自组织 Scrum 团队,耐心点儿
  9. external vs. internal coach 外部教练与内部教练的区别

如果SM同时兼任团队的 team lead 等职责,恐怕还有更多要做的事情,比如 团队建设、人员培养 (team building/people grow) 等。

招聘 Scrum Master 候选人的一些特征(参考JD)

开放好奇,积极探索,愿意持续学习改进,并分享和帮助他人。经历过转型或至少了解组织政治生态,善用权力但不渴望权力。中等偏上的技术和产品知识水平。具备沟通能力和意愿包括影响力。有责任心和承诺。从性格像限看,外向型居多。

Open mind with curiosity, pro-active exploring, willing to learning, improving and share to others. Experienced in transformation or at least understand political ego-system of organization, be good at using power w/o eager to that. Above average level of technology and product knowledge. Have communication and influencing skill. Responsible, committed, Humble, extroversion.

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