Promoted To Scrum Master
Everyone,
I have only been working for two years in a software development environment and have been promoted to scrum master. Before this promotion, I had been completing a lot of administrative tasks for my team (software test) such as ordering supplies, managing our workflow, and checking to see that tasks were completed correctly. I suppose these skills were noticed and now I am a scrum master (for development and my team - a total of about 10 people).
If I am honest, the job is overwhelming! The role is supposed to be only 30 percent of my time; but, I find that it is really 75 percent of my time. For example, we have had a couple new hires and I have played a large role in getting them up to speed. I also arrange training sessions for the team and need to order supplies for the next session. By now, you get the idea.
The good news is:
I am kind, empathetic and a servant leader. Having said that, I can - at times - “tell the truth” which I have heard is the personality traits of the scrum master. My boss tells me I am doing a good job and catching on quickly!
The bad is:
I am not an expert in agile. I am not even an expert in software development. I am trying to learn but nothing replaces experience at the end of the day. Also, my ability to tell the truth has earned me powerful enemies in the organization. Because of this, I am criticized far more than my coworkers. My boss definitely sees how I am being treated as an issue and is - I think - tired of everyone’s complaining.
1: My job is to assist in the transition to Agile (Scrum). The transition has been going on a year prior to my promotion and not gone well. Change is hard.
2: In some sense, improve the productivity of the team. My former supervisor was let go because of this.
3: Remove blocks and improve processes.
My company is in the middle of a reorganization and there is a void in management I have been filling.
If you have made it this far, what advice do you have for me?
What are the most important things I work on to improve?
Is there anything I can do to reduce this 75% administrative workload I am carrying?
my ability to tell the truth has earned me powerful enemies in the organization. Because of this, I am criticized far more than my coworkers.
Shine a light but not in a harsh way. Learn to be good at wondering. Wonder about the things you see going on. The tone you need to have is one of vulnerability ("I'm the dummy...This is what I"m seeing...Please help me to understand...").
Expect to be patronised horribly as a Scrum Master until the seeds you sow take root, and a grudging respect for you is earned.
My boss definitely sees how I am being treated as an issue and is - I think - tired of everyone’s complaining.
Most of us don't have that advantage. You've got a sponsor who can give you at least some degree of air cover. Encourage that person to create, communicate, and reinforce a sense of urgency for different outcomes, so you can push less, and pull more.
Develop a certain humility. Remember it isn't your company to change, even as a change agent. You don't own it.
Is there anything I can do to reduce this 75% administrative workload I am carrying?
A Scrum team need to be Self-managing and accountable. You don't do the task management for the team, Let the whole team be accountable for the work they do. So you get time to help the team to improve in team effectiveness. That includes process and people. Some of the practices that are time tested can be tried with your team to improve.
I am not an expert in agile.
If the team wants to work with Scrum Framework, They need to first understand the rule of game. So training in Scrum would be needed if it is not done before. Until you get a grip of agile way of working, take help from Agile Coaches(if available in your organisation).
These are some first things to start with imo. Good luck !
“A Scrum team need to be Self-managing and accountable. You don't do the task management for the team, Let the whole team be accountable for the work they do. So you get time to help the team to improve in team effectiveness. That includes process and people. Some of the practices that are time tested can be tried with your team to improve.”
That is easier said than done. Recently, a deliverable was completed and a lack of communication essentially caused the deliverable to be delayed. It was brought up in our planning and retrospective meeting. I explained that the process had been explained for everyone involved; but, every member of our team (including our Agile coach) wanted a point of contact for this. I was appointed to this role. This brings up a couple important points.
1: I don’t know if the team is interested in self-management at this point.
2: I don’t even know how to apply team management in a reasonable way. Trying to establish a process didn’t work.