In 1993, the first Scrum team introduced a new role — the ScrumMaster. This person was explicitly “not a manager — more of a servant-leader, something between a team captain and a coach.”¹ Instead of managing the team or the team’s process, the ScrumMaster:
- Facilitates the team’s meetings, fostering collaboration and enabling focus.
- Ensures that the process and its effects are visible to everyone.
- Helps the team figure out what is in their way of being an better, more effective team at delivering what their customers actually need.
- Champions improvements that the team is unable to make for themselves, influencing those with the power to enact change.
Fundamentally, the ScrumMaster role is about developing people... and the teams they form, helping both individuals and teams realize their potential. A good ScrumMaster accelerates the rate of improvement while enriching the experience for all involved.
¹Jeff Sutherland, Scrum, (New York, NY: Crown Business, 2014) p. 62