The Anti-Patterns of a Scrum Master

Scrum Masters change styles and stances as needed. However, when someone lacks knowledge or experience takes on this accountability, it often leads to Scrum Master anti-patterns. In this post I am sharing the anti-patterns and its pitfalls that I experienced, there could be more.

Anti-pattern: Scrum Master as a technical lead

This person has played a role of technical lead for quite long. Is well aware of the technology and also understands the business domain very well. When the team was transitioning to Scrum, this person gets into the role of Scrum Master; however has not yet let go off the old behaviour. This person keeps on making decisions for the team. Pushes technical choices on the team. Influences the estimates given by the team. In short, still plays the role of technical lead.

Pitfalls:

1. Team becomes more dependent on this one person.
2. Team may not be able to take decisions in absence of this person.
3. Impacts the self-management of the team.
4. No ownership within the team.

Anti Pattern: Go between the Product Owner and Development Team

The Scrum Master becomes the point of contact between the Product Owner and the Developers. Any clarifications the Developers seeks or if the Product Owner has any doubts for the developers, Scrum Master is seeked first. Every information between the Product Owner and Developers runs through the Scrum Master only. No direct channel between the PO and DT is established.

Pitfalls:

1. Information may be lost.
2. Self-organization gets impacted.
3. Collaboration is impacted.
4. Delay in response, either team waits for SM to get information from PO or vice-versa.

Anti-pattern: Scrum Master is incompetent

The Scrum Master has to wear multiple hats as per the need of the situation. If this person is incompetent then they would struggle to juggle between the different styles and stances. When this happens Scrum Master may become indecisive as they may not have the right knowledge and experience to help the team.

Pitfalls:

1. Lack of understanding of Scrum in the team.
2. Loss of trust between the Scrum Master and the PO/Developers
3. Scrum Master being incompetent themself, will not be able to create the culture of accountability.

Anti-pattern: Scrum Master acts as a Manager

Scrum Master is not a "Manager" and this message needs to be well understood. Most often when we say SM is a management position; people tend to associate it with the traditional manager and they tend to act like traditional managers. I have seen in my personal experience where the bearers of this role conduct one-on-one formal meetings with Developers to identify and create their career path; talk about their promotions and so on.

Pitfalls:

1. Developers doesn't feel the Scrum Master as a part of their team.
2. Developers team is hesitant to share their challenges.
3. SM acts as a person with authority.

Anti-pattern: Silent Scrum Master

This is a very problematic anti-pattern. In this situation, the Scrum Master is always silent. This person does not contributes to the team in any way. They are more of a loner, aloof from the team staying in their own world. Being a loner makes the Scrum Master defensive. They believe only what they think is right, they do not socialize or take support from organizational structures like CoE, peer Scrum Masters etc.

Pitfalls:

1. Knowledge is limited.
2. They become rigid; don't want to change.
3. Their perspectives are limited and can't do much for the team.

Anti-pattern: "Happy-go-Lucky" Scrum Master

This Scrum Master believes in self-management of the team to such an extent that the Developers have no boundaries. There is no respect for the principles and rules of Scrum. No respect for time-boxes; for scrum values; for events and for the accountabilities. The team becomes indisciplined and complacent; doesn't believe in the purpose of Scrum. Product Owner breaks his/her boundaries; pushes team to unethical behaviours; doesn't respect teams choices and so on.

In short, the SM forgets that self-management happens within boundaries; self-management does not mean that everyone is free to do what they want or like.

Pitfalls:

1. Indiscipline within the team.
2. No collective ownership.
3. Lack of accountability towards team.
4. No common vision or purpose of the team.
5. Lack of clarity why we are building a product.

Anti-pattern: Scrum Master is also the Product Owner

The SM is also the Product Owner for the team. This person is now responsible for making the Product successful as well as creating a safe-environment for the team. This is a clear conflict of interest. Often, when a person is tasked with making the Product successful all other focus areas take a back seat.

Pitfalls:

1. Conflict of interests.
2. Pushing work on to the Developers.
3. Not allowing teams to self-manage to select the work they want to do keeping in mind PO priorities.
4. Developers may not open up about product challenges not being sure to whom they are expressing their concerns.

Anti-pattern: No respect for the Scrum Framework

Someone has taken up the role because there was a transition within the organisation. This person does not believe in Scrum framework, Scrum values or the rules of Scrum.

Pitfalls:

1. No encouragement for the team/organisation to adopt Scrum.
2. Lack of trust and transparency.
3. SM directs the team.
4. Falling back to traditional mindset.
5. Not embracing change.
6. No belief in the possible product, incremental and iterative delivery model.

If you find yourself in any of the above situations as a Scrum Master, it is a high time for you to inspect and adapt.

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