Scrum-master philosophy

I've mentored a few other scrum masters and am writing down some of my so-called sage advice for coworkers. This part isn't specific to our organization, so I'm posting it here and not just behind a corporate VPN.

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Philosophy

The scrum master and product owner should work closely together and ideally be able to complete each other's sentences stand in for each other. As scrum master I'm not the one who makes decisions about priorities and technical direction, but I should know enough about everything we're doing to ask questions and prod gently. The SM and PO are partners and each strengthens the other. Have 1:1 conversations with your PO alongside the team discussions.

Asking questions is a great, non-threatening way to prompt conversations. Think Socrates.

According to Agile (not just SAFe, the specific framework we use), part of the scrum master's job is to remove roadblocks. In my opinion, a key aspect of this is a style of "servant leadership" -- if there are things that "anybody" can do and other things that require expertise, then to the extent possible, as scrum master I should take the former so that other team members can do the things that only they can do. This is why I do easy server backports, participate in PR reviews, and help with functional testing, none of which fit into my official job description.

To an outside observer a scrum master might look a lot like a project manager, but you're embedded in the team, not coordinating things from outside. You do need to do the management stuff, but don't let it keep you from being part of the team too. You know the work, you know the people, and you know how to talk with the latter about the former.