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Tuesday, May 07, 2019

The Evolving Role of the Scrum Master

Coaching a newly formed team that isn't familiar with agile can be a full-time job.  As teams grow, discovering ways to improve their performance and self-organize, their need for a coach diminishes. However, this doesn't mean the Scrum Master's job is done. 

One of my favorite images is this one from the book "Large-Scale Scrum, More with Less", illustrates the shift:
The Shifting Focus of a Scrum Master

As teams improve, impediments from the outside become more pronounced and impactful. As a result, the Scrum Master focuses more on coaching the organization outside the team and on the development practices used at every level.

Example Impediment - The Level Production Battle
One example illustrates the focus on development practice improvement and how an organization can resist those improvements.

Our team was working on a side mechanic for a game which required a single level. All other levels were being produced by a level production team, but since we required a unique level, we decided to build it ourselves.

After a few weeks of production, our level artists found that by building the level in the Unreal Editor, rather than the studio standard of using Maya, gave them huge benefits. While Maya is a fantastic tool, it wasn't a good match with the Unreal Engine (at the time). Our level designers were at least twice as fast creating level geometry (including iteration time) than the designers using Maya.

However, the lead artist for the game wasn't happy. They were directing the level designers on our team to return to using Maya. When our designers pushed back, their jobs were even threatened!

We (the SM and I (PO)) took the problem away from the team and to studio management. We used the production metrics and demonstrated that the quality of the level produced using the Unreal Editor was just as good. It wasn't easy to convince everyone, but we did. Eventually the entire studio went over to using the Unreal Editor.

Improving the Studio
Studio culture can often impede improvements.  There are many reasons.  Some examples:
  • Leads can feel their authority or position is threatened by change at the development level.
  • Process is considered written in stone and change is not welcome.
  • Developers don't feel they have permission or the responsibility to suggest change,
  • Executives can override development on a whim and destroy trust.
A Scrum Master, who usually has little authority at this level in the studio, must use their organizational coaching skills to overcome these obstacles.

Gratuitous Pitch
Learning these skills is one of the areas we explore in the Advanced Certified Scrum Master course in June.