It’s important for us to make an immediate impact when we first start on a job. It’s only human. We want our boss and peers to say, “I’m sure glad we hired Emily.” Many a scrum master arrives in a team with ideas of things that need to change, and is eager to make all those changes in a short span of time. However, a wise scrum master will recognize this human desire to make an immediate impact and resist it at all costs, even the cost of looking like you’re not making an immediate impact. The scrum master must resist the urge because bringing large amounts of change into a team brings with it large amounts of risk. In Scrum, we prioritize what gets delivered, and we deliver small chunks of it at a time. We do this, because the most valuable part of the product must be released first, and a small release of code is less likely to break the system. Likewise, the scrum master’s improvement list must be prioritized and released into the team in small chunks.
Observe the team, make a list of the problems and create a personal backlog of changes you could introduce. Prioritize the list of changes and bring in the most valuable change first. Delivering large amounts of change into a team can break the team spirit, causing the scrum master to become her own blocker.
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