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10 ScrumMaster Qualities

A ScrumMaster is one of the three key roles of the Scrum Framework. Ken Schwaber and Jeff Sutherland conceived the Scrum process in the early 90’s. With so many years having passed, you’d think organizations would better understand good ScrumMaster qualities. More noteworthy, they should know qualities of a bad ScrumMaster.

Because of this, I created a simple infographic to focus on both good and bad qualities of ScrumMasters.  I’ve noticed, as organizations begin to scale, roles and responsibilities begin to blur. People may be asked to take on ScrumMaster responsibilities.  Do you have the right qualities?

View and download the free infographic:  10 ScrumMaster Qualities 

5 Qualities of a Good ScrumMaster

First, a Servant Leader is an empathetic listener and healer. This self-aware steward is committed to the growth of people. Second, a Coach can coach the other team members on how to use Scrum in the most effective manner.  Third, the Framework Champion is an expert on how Scrum works and how to apply it. Next, the Problem Solver protects the team from organizational disruptions or internal distractions or helps remove them.  Last, the Facilitator is a neutral participant who helps a group of people understand their common objectives and assists them to achieve these objectives.

5 Qualities of a Bad ScrumMaster

First, the Boss has the ability to hire and fire others.  Second, the Taskmaster myopically focuses on assigning and tracking progress against tasks. Third, a Product Manager is responsible for managing schedule, budget, and scope of the product. Next, if you are Apathetic you lack interest in or concern about emotional, social, or spiritual well being of others.  Last, the Performance Reviewer is responsible for documenting and evaluating job performance.

Summary

While you may call yourself a ScrumMaster, understand that people who understand Scrum are going to have expectations.  If you have any of the bad qualities that I listed above and in the infographic, maybe you should find someone else to do the job.

 


This was originally published on LeadingAgile Field Notes with permission of Derek Huether. See the original article here.


About Derek Huether

I'm Vice President of Enterprise Engagements at LeadingAgile. I'm super focused on results. But I also take the hand waving out of organizational transformations. I come from a traditional PM background but I don't give points for stuff done behind the scenes. The only thing that counts is what you get done and delivered. Author of Zombie Project Management (available on Amazon)

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