For those of us who work on improving the agility in our companies, we do not limit ourselves to frameworks implementation. Some people think that a Scrum Master work, for example, is just to be sure that the development team has all of the Scrum Events. This is not even the surface of what is supposed to do.
The Scrum Master´s job is not just implementing the framework in a team, but also working at any necessary level in her organisation to ensure that they really benefit as much as possible from that implementation.
Here is just an example of what the Scrum Guide explains about part of the Scrum Master´s responsibilities outside the development team and even the Scrum Team itself.
The Scrum Master helps those outside the Scrum Team understand which of their interactions with the Scrum Team are helpful and which aren’t. The Scrum Master helps everyone change these interactions to maximize the value created by the Scrum Team.
Here you have four “simple” (not easy) points that are related to agility that you can review in your environment or organisation that go beyond just following a framework or methodology.
Are the Scrum Teams informed in a clear and agile way about the objectives and changes in the organisation?
Are the people in management (at any level) interested in knowing that the teams are receiving that information in a transparent way? Are they accessible when it is needed to get information from them?
Does the organisation understand that when the information is unclear, arrives late or through little transparent channels (rumours, gossiping, corridor conversations …) this information can create stress, discomfort or distrust?
Physical distribution of the teams
Where and with whom are people sitting is very important.
Do the Scrum teams you work with have all the members (as much as possible) sitting together? That helps in creating better work environments, avoiding inefficiencies and improving communication.
The other teams that are sitting next to them or share the area are also the more convenient ones to really squeeze as much as they can their chances to collaborate and interact on a daily basis?
Do the Scrum teams receive all the training that potentially can receive? Do they have any knowledge or skill lacks? Can they learn more not just about other technologies but about business and other areas in the organisation?
Sometimes it is a good idea that members of other team or other areas in the company host a training.
If you can not provide that training internally in a good way, does the organisation provide any kind of budget and/or time for the people to be able to get that training and be in a constant process of continuous improvement?
Do the teams themselves understand how important it is to be in constant training and improvement?
Are you as a Scrum Master or Agile Coach giving any kind of training, workshop, talks and so inside and outside your teams so to other parts of the organisation understand in a better way all the efforts related to agile and they can also improve?
We can write thousands of posts with this but …
Do you live your daily job in the company according to the values that you promote in the teams? Are you a walking example of transparency, courage, commitment, continuous improvement and so?
Are you in a constant learning process? Do you review every now and then if your initiatives in the teams are really working or not? In short, do you apply to yourself the same principles of “inspection and adaptation”?