The Scrum Master's inputs and coaching will not be needed since the team is mature on Agile. The SM will still be needed on facilitation & tough resolution areas. SM can focus on improvement areas, can contribute more on Scrum of Scrums and to scale Agile at the Organisation-level. Saving Changes...
The Scrum Master will be needed still for removing barriers, as many of these barriers are out of the control of the Agile/Scrum team. Also facilitating events, assisting the Product Owner, assisting others in the organization with adopting Scrum, sometimes mentoring/coaching (even the best teams need this sometimes). Saving Changes...
Mayur MahadevaiahProject Manager| Tech MahindraBangalore, Karnataka, India
Scrum master will definitely play important role in facilitating events till project closure. However, if there is enough bandwidth Scrum Master can start facilitating multiple projects/teams and contribute towards coaching or agile transformation activities. Saving Changes...
The SM is expected to coach both within and outside of the team - with a highly mature team, outside of facilitating ceremonies and occasionally helping the team to course correct, the SM will spent a lot of their time in coaching executives and supporting stakeholders to adopt an agile mindset.
Kiron Saving Changes...
Drew CraigSr. Agile & Product Coach| VanguardPhiladelphia, Pa, United States
Agree with the points shared by Sante, Mayur, and Kiron.
But, that maturity is expected, correct? And needs are relative to the current level of maturity, and thus, will bring forth new [and exiting] challenges. Saving Changes...
Joshua RenderProduct Owner| CognizantHarrisville, Ny, United States
Hopefully, coaching activities will be needed less for the development team. I think coaching is often still needed for those outside the development team, in fact I think coaching others outside the team (ie keep others from interfering in the workings of the development team) is probably the primary job to begin with. Helping to integrate new members into the team and coach them might also come up from time to time.
Facilitation and removing impediments will still be required.
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1 reply by Erin Kaohelaulii-Brett
Jul 23, 2018 5:57 PM
Erin Kaohelaulii-Brett
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I totally agree! A lot of my time is spent networking with people outside of my team so that they don't derail us. Our company didn't go through a enterprise wide transformation, so most of the projects are traditional, however, a group of us has spun up new agile teams and it continues to grow. What I've noticed is people often interrupt teams because they feel excluded and they don't understand agile. The more you share, the more they feel included and open to this way of working.
Saving Changes...
Erin Kaohelaulii-BrettScrum Master| Hawaii Medical Service AssociationKaneohe, Hi, United States
There's always room for improvement, even with a mature team and this is where the Scrum Master can help. For the most part my team is self sufficient and are familiar with Scrum and other Agile frameworks, but they still fall into bad habits and we're always looking for ways to constantly improve (development, performance, team dynamic, etc.). A great SM always has their eye out for new techniques or tools that they can bring back to their teams to explore. Aside from helping my team, I also help enterprise wide to mentor and coach new teams in the org and working with leadership to adopt this way of working (our company is bimodal).
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1 reply by Sante Delle-Vergini, PhD
Jul 23, 2018 6:01 PM
Sante Delle-Vergini, PhD
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Great stuff Erin.
Saving Changes...
Erin Kaohelaulii-BrettScrum Master| Hawaii Medical Service AssociationKaneohe, Hi, United States
Jul 23, 2018 1:55 PM
Replying to Joshua Render
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Hopefully, coaching activities will be needed less for the development team. I think coaching is often still needed for those outside the development team, in fact I think coaching others outside the team (ie keep others from interfering in the workings of the development team) is probably the primary job to begin with. Helping to integrate new members into the team and coach them might also come up from time to time.
Facilitation and removing impediments will still be required.
I totally agree! A lot of my time is spent networking with people outside of my team so that they don't derail us. Our company didn't go through a enterprise wide transformation, so most of the projects are traditional, however, a group of us has spun up new agile teams and it continues to grow. What I've noticed is people often interrupt teams because they feel excluded and they don't understand agile. The more you share, the more they feel included and open to this way of working. Saving Changes...
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