Scrum Master要做些啥？

本文是之前爲Scrum Gathering2013準備《甘道夫--中土世界的Scrum Master》話題時總結的一些想法，更多是從內部做SM時的體會。

SM是新的角色，很多時候定位不是那麼清楚。The Scrum Master is primarily responsible for "How" - using Scrum the right way.

先驅們關於SM的定義不外乎：

• Ken Schwaber's discovery: “A dead Scrum Master is a useless Scrum Master.”
• "A SM should know what to do, but more important is what should not do"
• "We are uncovering better ways of developing software by doing it and helping others do it."

而這裏還應該加上一句：

"Survival the new Role", "Fill the gap"

SM即是內部轉型的教練，同時也承擔着來自"Delivery Success"的壓力與動力

個人對SM的一些體會。如果SM同時兼任團隊的team lead等職責，恐怕還有更多要做的事情，比如team building/people grow等:

1. expectation gap from diffrerent people: coach for agile, info radar, technical, communication
2. spread agile
3. manage regulation risk / personal risk for "innovation ideas": install SW, new devices
4. as per PO:
   1. is PO in same org as team and SM?
   2. remind to inlucde all tasks into PB
   3. remind to inlucde all NFR into PB / DoD
   4. keep sprint rhythem even if sprint is fali
5. as per Manager
   
   1. when asked to do thing instead of team
   2. private decisions about e.g. resource (esp.  dual reporting lines)
   3. find expectation other than PO
   4. managing style gap: C&C vs. empowerment
6. as per Teams:
   1. self-org: remind, coach, say no, group email
   2. cross-team/site gap:  SoS, CI notification
   3. technology / tools gap:  jenkins/Robot/nodejs
   4. practices: CI, unit test, ATDD, CSD
7. Other organization:
   1. adapt waterfall process (of other org) and solve env issue (delegate PjM)
   2. coodination on depedencies (technical) and even mock them
   3. work with infra / PSS / SCM
8. Acheivement
   1. by seeing team's working agreements
   2. team's conversation and take responsibilites /actions in retrospective
   3. others' feedback
   4. self-org scrum team may happen after 6~12 month, be patient
9. external vs. internal coach