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The Scrum Master accountability is not fading. However, the Scrum Master role is evolving rapidly to be more capable and standing for true leadership in an ever-changing work environment.
Recently, there's been speculation about the relevancy of the Scrum Master role. Some argue it's becoming obsolete, while others believe it's evolving rather than disappearing.
To note that roles and accountabilities are different things. In this article we focus on the Scrum Master role in an organisation, that includes but it’s not limited to the Scrum Master accountability from the Scrum Guide 2020.
The skills and expertise of a Scrum Master remain vital in helping teams adapt, grow, and deliver value in an increasingly complex and fast-paced world. It's evolving from what was in many cases a position focused on process facilitation to encompassing a broad spectrum of skills and responsibilities.
Being a Scrum Master today represents the first step towards higher leadership in a product focused organisation. This includes a deeper understanding of business agility, openness to new practices, an expanded toolkit, and a combination of technical and soft skills. It requires determination, the ambition and ability to provoke change for the better through the entire organisation, and the courage to act for it.
1. Adapting to New Needs:
A Scrum Master who can anticipate changes, understand the nuances of team dynamics in varied settings, and apply new knowledge in innovative ways is invaluable. This adaptability extends to learning from other fields such as change management, and even technical domains relevant to the team's work.
2. Evolving Role Understanding:
The Scrum Masters are accountable for fostering an environment where agile ways of working and product mindset thrive. This evolution indicates a shift towards coaching, mentoring, and strategic and critical thinking.
3. Adoption of New Practices:
As the business landscape evolves with advancements in technology and shifts in stakeholder needs, wishes, and behaviours, the ability of Scrum Masters to integrate new technical practices becomes a key determinant of the team success and their relevance. This proactive approach not only enhances team’s creativity and versatility but also highlights the Scrum Master's position as a key figure in fostering innovation and driving agile transformation within organisations.
4. Expanding the Scrum Master Toolbox:
The Scrum Master's toolbox constantly evolves. Today, it includes advanced skills like probabilistic forecasting and various coaching stances. These tools enable them to offer more effective support to their teams with innovative techniques to navigate complex work landscapes.
5. Pi-Shaped Skills Set:
The modern Scrum Master must have a 'Pi-shaped' skill set, which means a deep understanding of the Scrum framework while acquiring technical skills relevant to their teams' work. This dual competency allows them to effectively bridge the gap between techniques, processes, and practice. Adding soft skills like conflict resolution, strategic planning, and effective communication in the mix is also beneficial.
6. Embracing Leadership:
While in the Scrum Guide 2020, the Scrum Master accountability is referred as “true leaders who serve...”, the Scrum Master role is evolving to include an even stronger focus on leadership within teams and the larger organisation.
This means leading by example, inspiring, guiding, and empowering the team to take ownership, innovate, and drive continuous improvement. This leadership aspect reinforces the relevance and importance of the Scrum Master role in modern agile environments, demonstrating that it is not dying out but becoming more integral to successful team dynamics and value delivered by the teams and organisation.
The Scrum Master becomes a catalyst for change, fostering an environment where teams can thrive autonomously while still aligned with the broader organisational goals. As teams and products become more complex, the Scrum Master is accountable for ensuring the effectiveness and maturity of the teams and their ability to deliver value.
This article was first published in the AskScrum.com newsletter.
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