Entering a Team as a Scrum Master: How to Do It Best?

Introduction

The Scrum Master is a key role in a Scrum team, responsible for supporting the team in implementing Scrum processes and practices. I have joined new teams several times and know well that this is a moment that requires the right approach to ensure smooth work and team efficiency. So how best to integrate into this role? Here are a few steps that can help start the collaboration successfully. Steps without which I cannot imagine a good start.

1. Get to Know the Team and Organization

The first step, in my opinion, is to thoroughly understand the team and the organization you are working in. It's worth understanding:

• Organizational Structure: What are the hierarchies, what teams operate in the company, and how does the Scrum team fit into this?
• Organizational Culture: What are the values, norms, and rules in the company?
• Team Goals and Mission: What are the main goals of the team, what projects are they working on, and what are their expectations of the Scrum Master?

2. Build Trust

Trust is the foundation of effective collaboration. To build it, as a Scrum Master, I want to:

• Be Available: Regularly communicate with team members, be open to questions and doubts. Be there when the team needs me.
• Listen: Actively listen to the needs, problems, and suggestions of team members.
• Act Transparently: Share information and be honest in communication. Every team member must have access to the same information about what is happening in the company, team, project. It's up to us, the Scrum Masters, to ensure that the team is aware, that communication is transparent, and goals are shared. How do we do that? Events like daily meetings or retrospectives can help us.

3. Observe and Analyze

Before I start implementing changes, I spend some time observing and analyzing current processes. Jumping in abruptly is never a good option. I pay attention to:

• Team Dynamics: How the team collaborates and what relationships exist among members.
• Practices and Tools: What methods and tools are used, and what are their strengths and weaknesses?
• Problems and Challenges: What difficulties does the team encounter, and what can be improved?

4. Support in Process Implementation

As a Scrum Master, my role is to support the team in implementing the Scrum process. These events help me/us in the process:

• Daily Stand-ups: I ensure that daily meetings run smoothly and according to Scrum principles. I try to listen to the team and give them what they need from the process. One team I served as Scrum Master wanted one day a week without meetings. Despite initial skepticism, the team convinced me to have Thursdays without meetings, and it turned out to be focused days without distractions, which worked for this team.
• Sprint Planning: I help the team plan sprints, define goals, and tasks.
• Sprint Review: I ensure review meetings so the team can discuss achievements and future plans.
• Retrospective: I encourage the team to reflect on processes and identify areas for improvement. I do this in an engaging way so that everyone takes something away from the meeting.

5. Educate and Develop the Team

As a Scrum Master, I want to support the team in continuously improving their skills and knowledge. How do I want to achieve this?

• Training and Workshops: Organize regular training and workshops on Scrum and Agile.
• Mentoring: Provide individual support and mentoring for team members.
• Knowledge Exchange: Encourage sharing knowledge and experience among team members. A monthly meeting to discuss interesting facts, news, and the coolest bugs

6. And the Last But Not Least ??

As a Scrum Master, I want to promote a culture of continuous improvement in the team. This can be done through:

• Feedback: Encourage regular giving and receiving of constructive feedback.
• Experimentation: Support the team in testing new solutions and approaches.
• Celebrating Successes: Appreciate the team's achievements and celebrate successes, even the smallest ones.

My proven method for integrating into a team is to draft a contract. Of course, not immediately – first, we need to get to know and observe each other. Once we are ready, I organize a workshop-style meeting where we jointly develop a contract.

A contract, also known as a team agreement, is a document that outlines a set of rules, values, and expectations regarding teamwork. For me, it is a tool that helps ensure consistency of actions, increase efficiency, and promote a positive work atmosphere. I believe every team, whether Scrum or otherwise, should start collaboration with this.

The team contract is a dynamic document that can be modified as needed and as circumstances change. Regular reviews and updates of the contract help keep it relevant to the current challenges and needs of the team.

Conclusion

Entering a new team as a Scrum Master is a process that requires time, commitment, and the right approach. It is crucial to get to know the team and organization, build trust, observe and analyze, support Scrum implementation, educate and develop the team, and promote a culture of continuous improvement. With these steps, the Scrum Master can effectively support the team in achieving its goals and completing projects.