Organizations like to have clear role definitions, clear processes outlined and clear documentation templates. It’s just in the nature of bureaucracy to want to know every detail, to capture every dotted “i” and crossed “t”, and to use all that information to control, monitor, predict and protect. ScrumMasters should be anti-bureaucracy. Not anti-process, not anti-documentation, but constantly on the lookout for process and documentation creep.
To help aspiring ScrumMasters, particularly those who come from a formal Project Management background, I have here a short list of exactly which artifacts the ScrumMaster is responsible for.
- None – the ScrumMaster is a facilitator and change agent and is not directly responsible for any of the Scrum artifacts (e.g. Product Backlog) or traditional artifacts (e.g. Gantt Chart).
- Obstacles or impediments “backlog” - a list of all the problems, obstacles, impediments and challenges that the Scrum Team is facing. These obstacles can be identified by Team Members at any time, but particularly during the Daily Scrum or the Retrospective.
- Definition of “Done” gap report, every Sprint – a comparison of how “done” the Team’s work is during Sprint Review vs. the corporate standards required to actually ship an increment of the Team’s work (e.g. unit testing done every Sprint, but not system testing).
- Sharable retrospective outcomes report, every Sprint – an optional report from the Scrum Team to outside stakeholders including other Scrum Teams. Current best practice is that the retrospective is a private meeting for the members of the Scrum Team and that in order to create a safe environment, the Scrum Team only shares items from the retrospective if they are unanimously agreed. Outsiders are not welcome to the retrospective.
- Sprint burndown chart every Sprint – a chart that tracks the amount of work remaining at the end of every day of the Sprint, usually measured in number of tasks. This chart simply helps a team to see if their progress so far during a Sprint is reasonable for them to complete their work.
- State of Scrum report, every Sprint – possibly using a checklist or tool such as the “Scrum Team Assessment” (shameless plug alert!).
NOT RECOMMENDED (BUT SOMETIMES NEEDED):
- minutes of Scrum meetings
- process compliance audit reports
- project administrative documents (e.g. status reports, time sheets)
- project charter (often recommended for the Product Owner, however)
- project plans (this is done by the Product Owner and the Scrum Team with the Product Backlog)
- any sort of up-front technical or design documents
The ScrumMaster is not a project manager, not a technical lead, not a functional manager, and not even a team coach. There are aspects of all of those roles in the ScrumMaster role, but it is best to think of the role as completely new and focused on two things:
- improving how the team uses Scrum
- helping the team to remove obstacles and impediments to getting their work done.