When a team decides to use Scrum, one of the first decisions it must make is who will fulfill the role of ScrumMaster.
Too often, it is assumed that someone with a background in traditional project management would make the best ScrumMaster, when, in actuality, nothing could be further from the truth.
In fact, individuals who have previously served as project managers often make for particularly bad ScrumMasters.
It is typically too hard for them to relinquish the control they are accustomed to.
In other words, the temptation to micromanage prevents them from giving a team the autonomy to truly self-organize and collaborate.
A ScrumMaster requires a particular kind of personality.
Because the ScrumMaster has no real authority over a team and only works to enable the team's success, he or she must be able to experience personal success through the facilitation of others' accomplishments.
That requires a rare combination of leadership and selflessness.
Moreover, ScrumMasters must be excellent communicators and keen observers, able to intuit impediments before they fully manifest themselves.
So who on a development team would embody these characteristics? That varies on a case-by-case basis, but, in general, those responsible for testing and quality assurance are often good fits.
This is because they tend to care deeply about the overall integrity of the product, but do not feel the personal investment to take control themselves or instruct others on the team about how to resolve issues.
In mature Scrum environments, teams commonly appoint one of their own members to serve as ScrumMaster.
This tends to make senior management a little nervous because it takes control away from them.
However, a team that has worked together over many sprints knows its members' strengths and weaknesses and is uniquely positioned to identify the best person for the job.
This is the ideal situation because it allows the team to truly self-organize - which, of course, is the goal of Scrum.
Too often, it is assumed that someone with a background in traditional project management would make the best ScrumMaster, when, in actuality, nothing could be further from the truth.
In fact, individuals who have previously served as project managers often make for particularly bad ScrumMasters.
It is typically too hard for them to relinquish the control they are accustomed to.
In other words, the temptation to micromanage prevents them from giving a team the autonomy to truly self-organize and collaborate.
A ScrumMaster requires a particular kind of personality.
Because the ScrumMaster has no real authority over a team and only works to enable the team's success, he or she must be able to experience personal success through the facilitation of others' accomplishments.
That requires a rare combination of leadership and selflessness.
Moreover, ScrumMasters must be excellent communicators and keen observers, able to intuit impediments before they fully manifest themselves.
So who on a development team would embody these characteristics? That varies on a case-by-case basis, but, in general, those responsible for testing and quality assurance are often good fits.
This is because they tend to care deeply about the overall integrity of the product, but do not feel the personal investment to take control themselves or instruct others on the team about how to resolve issues.
In mature Scrum environments, teams commonly appoint one of their own members to serve as ScrumMaster.
This tends to make senior management a little nervous because it takes control away from them.
However, a team that has worked together over many sprints knows its members' strengths and weaknesses and is uniquely positioned to identify the best person for the job.
This is the ideal situation because it allows the team to truly self-organize - which, of course, is the goal of Scrum.
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