How much should SM do while encouraging self-organization?
Sometimes, it seems a bit grey on how much a SM should do while encouraging self-organization. Any advice on the following? Also, any good suggested articles or guidelines?
1. If someones among the DT keep arguing on technical design, apart from suggesting DT have open discussion to address this asap, should SM also organize team build event(s) or just observe/re-check later at restrospective?
2. Daily Scrums sometimes may have DT members missing. Should SM step in (but not necessarily attend Daily Scrums)?
2. Daily Scrums sometimes may have DT members missing. Should SM step in (but not necessarily attend Daily Scrums)?
What do you have in mind here? How would the ScrumMaster step up without attending Daily Scrums?
Why are the team members missing from the Daily Scrum?
1. A good Scrum Master would recognize the value in productive dissent, and would act only when and where dissent seems counterproductive. He or she would coach the team to harness their dissent and make it useful.
2. The Development Team ought to be self-organizing and to recognize unplanned absences as impediments. The SM should coach them to do so. If such an impediment is flagged, then the SM should help to find a remedy so the team can stay focused, help establish why absences are happening in the first place, and promote transparency to show the consequences.