how can scrum master support a problem solving workshop

How a Scrum Master Can Support a Problem-Solving Workshop

Table of Contents

Understanding how a Scrum Master can support a problem-solving workshop is crucial for an Agile team’s success.

As leaders and facilitators, Scrum Masters play a pivotal role in helping teams navigate through challenges, ensuring the principles of Agile are faithfully upheld, and ultimately steering Initiatives towards successful outcomes.

This article uncovers the various ways a Scrum Master supports problem-solving workshops and how they can enhance their problem-solving assistive skills to contribute more effectively to their Agile teams.

What You Will Learn

By the end of this read, you should walk away with:

• A clearer understanding of the Scrum Master’s role.
• A broadened perspective of the importance of problem-solving in Agile.
• Insight on how a Scrum Master can facilitate and support problem-solving.
• The toolkit Scrum Masters can employ to aid problem-solving.

How a Scrum Master Can Support a Problem-Solving Workshop?

Scrum Masters can employ several effective methods that facilitate the generation of quality solutions. Here are four key methods:

Quick Overview In supporting problem-solving, Scrum Masters:

• Foster open communication and collaboration.
• Utilize Agile techniques to expedite the process.
• Employ conflict resolution strategies.
• Assist in prioritizing critical issues for the team.

1. Encouraging Open Communication and Collaboration:

Scrum Masters foster trust and transparency, encouraging team members to freely express ideas and concerns. They employ techniques such as regular meetings and clear communication protocols to ensure effective teamwork.

2. Promoting Agile Techniques:

By the end of Sprint Planning, the team has a clear and actionable sprint backlog, a shared understanding of the sprint’s goals, and a collective commitment to achieving those goals. This clarity and alignment are crucial for maintaining momentum and ensuring a successful sprint outcome.

3. Implementing Conflict Resolution Strategies:

The Daily Scrum is a brief yet powerful touchpoint amid the sprint’s hustle and bustle. Lasting no more than 15 minutes, this daily ritual ensures that the team remains synchronized, obstacles are swiftly identified, and momentum is maintained.

4. Helping Prioritize Critical Issues:

Scrum Masters aid teams in focusing on high-priority issues first. They use techniques like backlog grooming and MoSCoW prioritizing to aid decision-making and concentration.

In using these methods, Scrum Masters guide their teams toward solution-focused outcomes and a capable problem-solving culture.

What is a Problem-Solving Workshop?

The workshop is a highly interactive session where team members collaboratively explore and address pressing issues or challenges faced in the course of their work. The primary objective is to ideate, discuss, analyze, and devise effective solutions or action plans.

• The main goal is generating, discussing, and implementing effective solutions or plans.
• Its structure facilitates group thinking, creativity, and handling of complex issues in smaller chunks.

Importance in Agile Initiative Management

• In Agile, these workshops are essential. They embody the Agile core value of reflective adaptation for productivity.
• Workshops promote teamwork. The process involves understanding the problem as a unit, brainstorming, and selecting the best way forward.

They encourage engagement, experiencing-based learning, and innovative problem-solving. Given their inherent ability to foster team engagement, encourage learning, and spur innovative problem-solving, these workshops play an instrumental role in Agile

Roles and Responsibilities of a Scrum Master in a PSW

A Scrum Master’s role extends beyond mere management; they are leaders who guide their team through the problem-solving process:

• They set the tone for collaborative and open communication within the team.
• They ensure that the principles of Agile are understood and practiced.
• They promote and stick to the ‘inspect-and-adapt’ philosophy of Agile, adapting on the fly to changes as required.

Facilitating the Problem-Solving Process

While facilitating a workshop, the Scrum Master is instrumental in:

• Setting the agenda, explaining the problem at hand, and orienting the team towards finding effective solutions.
• Encouraging active participation from all team members to ensure diverse perspectives are considered.
• Keeping the discussion focused and preventing it from veering off into unrelated terrains.
• Helping to break down complex problems into manageable chunks that the team can tackle effectively.
• Driving the team towards consensus and ensuring that a clear action plan is developed.
• Following up on the implementation of the solutions decided upon in the workshop.

In essence, the Scrum Master’s role is all about leading proactively, facilitating open communication, and making sure the team is poised to find and implement effective solutions.

What Tools Can A Scrum Master Use During Workshops?

Scrum Masters have a variety of tools at their disposal to facilitate effective problem-solving. These include both Scrum-specific tools and various digital platforms.

Scrum-Specific Tools

Sprint Planning: Sprint Planning involves the team discussing and deciding upon the work to be accomplished in the next sprint. This tool can be used in a problem-solving context to set clear, realistic targets for problem resolution.

• Scrum Boards: Scrum boards visually represent the workflow and progress of the Scrum team. This tool aids in analyzing bottlenecks and problem areas, fostering a clear understanding of the issues at hand.
• Product Backlog: As a prioritized list of tasks, product backlogs can be used to identify problem areas that the team needs to focus on.
• Burndown Charts: These are graphical representations of work left to do versus time. It can help assess the pace of problem-solving and highlight if the team is lagging behind.

Digital Tools

Beyond these traditional tools, Scrum Masters also incorporate digital tools to facilitate problem-solving:

• Jira: A project management tool used for issue tracking, product management, and bug tracking. It helps in managing and keeping track of problem-solving actions.
• Trello: A web-based Kanban-style list-making application. It is excellent for organizing tasks, setting due dates, and keeping track of problem-solving progress.
• Slack: A communication platform that allows real-time collaboration. It helps keep discussions focused, stores important conversations, and aids in speedy communication during problem-solving.

These tools, when combined efficiently, can enhance the capability of Scrum Masters to conduct productive and solution-oriented workshops.

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Case Studies of Effective Problem-Solving in Agile Teams

Examination of real-world scenarios can provide potent insights into the actual application and effectiveness of the problem-solving process in Agile teams. Let’s delve into two such instances.

Case Study 1: The Online Retail Store

An Agile team at an online retail store was faced with the challenge of continually missing delivery due dates. The team was constantly falling behind, leading to customer dissatisfaction.

Scrum Master’s Approach: The Scrum Master organized a problem-solving workshop to understand the origins of these delays. Through open communication, they identified that unclear sprint goals and last-minute scope changes were the primary culprits.

The Solution: The Scrum Master encouraged the team to adopt stricter sprint planning protocols and implemented a sprint backlog freeze to discourage scope changes within an ongoing sprint. Burndown charts were leveraged to monitor progress.

The Outcome: Following the implementation of these strategies, the team saw a significant improvement in their on-time delivery rate, leading to greater customer satisfaction levels.

Case Study 2: The Software Development Team

A software development team using Agile was experiencing frequent clashes between team members, affecting their productivity and output.

Scrum Master’s Approach: Recognizing this, the Scrum Master facilitated a workshop. Through discussions, it was revealed that overlapping work areas and weakly defined roles were instigating these conflicts.

The Solution: The Scrum Master led the team in redefining their roles more distinctly and implementing an effective conflict resolution strategy. They utilized Trello for clear task assignments and tracking.

The Outcome: Post adjustments, the team conflicts were reduced dramatically, leading to an improved working environment and increased productivity.

These cases illustrate how methodological problem-solving led by a Scrum Master can significantly enhance team performance and result in successful outcomes.

Common Challenges and How a Scrum Master Can Address Them

Scrum Masters often encounter several common challenges while conducting workshops in Agile teams. However, with appropriate strategies, they can effectively manage these roadblocks:

1. Lack of Effective Communication:

• Challenge: Ineffective communication may lead to misunderstanding, and confusion and hinder the problem-solving process.
• Strategy: Scrum Masters can reinforce open dialogue, employ clear and concise language, and ensure every team member’s view is heard and respected.

2. Resistance to Change:

• Challenge: Team members may resist change, preferring traditional methods over new strategies, which can stagnate progress.
• Strategy: Scrum Masters can foster a culture of adaptability, emphasizing the benefits of change and introducing new approaches gradually.

3. Incomplete Problem Understanding:

• Challenge: A poor understanding of the problem can derail the problem-solving process.
• Strategy: Scrum Masters can devote ample time to explaining the problem, encouraging questions, and ensuring everyone is on the same page before moving on to solution discussions.

4. Difficulty Prioritizing Issues:

• Challenge: Teams may struggle to prioritize problems, leading to a scattered focus.
• Strategy: Scrum Masters can guide teams in using prioritization techniques like MoSCoW, ensuring focus is given to the most critical issues first.

By identifying these potential pitfalls early and adopting suitable tactics, Scrum Masters can navigate their teams through effective problem-solving exercises and foster an environment of continuous improvement.

Mastering how a Scrum Master can support a problem-solving workshop is now more critical than ever.

Not merely team members, Scrum Masters are transformational leaders. But how exactly do they leverage this influence in problem-solving?

They cultivate an atmosphere ripe for open communication, incorporate Agile techniques to refine the process, and deploy strategic conflict resolution mechanisms. They guide team focus, helping prioritize what really matters.

As we navigate through an era where Initiatives drive business progress, and effective problem-solving is of cardinal importance, the Scrum Master’s role in leading teams toward successful solutions is unquestionably vital.

But are we recognizing and leveraging this potential effectively? Now there’s a problem worth solving.

Join our diverse community of Agile practitioners , and reap the benefits of knowledge, free events, group sessions, and much more.  

Nelson Ingle | Founder of Simply Agile

Coach Nelson has 10+ years of experience leading software development teams. As a lifelong learner, he’s passionate about helping community members discover and pursue their ikigai every day.

The Scrum Master isn’t a personal conflict resolver, task assigner, or organizational fixer. They focus on facilitating Scrum, not micromanaging. Their role is to remove impediments for the team, not to become an additional one by overstepping boundaries.

Active listening and empowerment are key. The Scrum Master listens more than they speak and empowers the team to find their own solutions. This creates a culture of trust and collaboration, where team members feel valued and motivated.

In the SAFe framework, the Scrum Master also has responsibilities toward the organization, not just the Scrum team. They help in scaling Scrum across the organization and work closely with other Scrum Masters to ensure alignment. This broader scope helps in creating a unified agile culture across different teams.

Focusing on daily and iteration goals keeps the team aligned and drives productivity. It’s like having a GPS for the project; you know where you’re going and how to get there efficiently. This focus helps in delivering value incrementally and keeps the team from veering off course.

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Absolutely @Nelson , Scrum Masters are Agile’s guiding lights, fostering collaboration and problem-solving. ???? #ScrumMastery #AgileSuccess

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• What is a Scrum master and how do I bec ...

What is a Scrum master and how do I become one?

A Scrum master leads the Scrum team and keeps them focused on Scrum principles. Scrum masters also serve product owners and their organizations by sharing Scrum and Agile practices with others beyond the team. In this guide, we’ll outline what a Scrum master is and what they do.

In this guide, we’ll discuss what a Scrum master is and what their responsibilities are. If you’re a Scrum master, are looking to bring one on, or interested in becoming one, you can use this guide as a resource to better understand how a professional Scrum master works. 

What is Scrum?

Scrum is an Agile methodology based on Agile principles to help build highly-collaborative workflows. Scrum is built with values, goals, and guidelines to help your team with this rapid iteration. Which is really all a way of saying that Scrum is a type of Agile project management framework that—like other projects—needs a team or project lead. This is the Scrum master, who follows the fundamentals of the Agile framework to ensure that projects are a success.

What is a Scrum master?

A Scrum master is the leader of the Scrum team. They’re in charge of establishing the Scrum methodology and keeping team members focused on Scrum principles and practices. Scrum masters are often people-oriented and enjoy helping team members grow and improve. Scrum masters act as servant leaders. Instead of telling your team what to do, your job is to help the team become self-reliant through techniques like self-organization and conflict resolution . Unlike a traditional project manager, whose goal is to keep the team and project on track, your goal also includes keeping the team aligned with the Scrum model.

Scrum master vs. product manager

The Scrum master and product manager fill unique roles on the Scrum team. Below are a few key differences between the two roles.

As a product manager, your involvement with the team should be similar to that of the product owner in that your focus is on product creation and customer needs. As a product manager, you’ll focus on the “why” and the “what” of the product. They may offer input or change the order of the product backlog based on priorities.

As a Scrum master, you’ll focus on guiding and improving the team with Scrum methodologies. The Scrum master focuses on the “how,” helping the product manager understand the product backlog. They coach the team on Scrum to keep the backlog running smoothly.

Both the Scrum master and the product manager serve the team in unique ways, but it’s important to know how the two roles relate and overlap.

Scrum master vs. project manager

The project manager is the non-technical counterpart to the Scrum master. While both roles are problem solvers, the project manager is less involved in the team’s work, while the scrum master may actively participate in Scrum events and coach the team to success.

As a project manager, you oversee the success of a project. You manage the project timeline, define project scope, and assign tasks and dependencies as needed. Then, you check in on progress, identify roadblocks, and adjust timelines as needed.

As a Scrum master, you’ll coach the Scrum team as an Agile team member and a facilitator. Scrum masters lead a smaller Scrum team, but they also help identify and remove roadblocks, similar to what a project manager does.

The primary difference between project management and being a Scrum master is that a project manager focuses on the project itself, while a Scrum master focuses on the team (and their success).

What does a Scrum master do?

Scrum masters help keep projects organized and on track through a series of processes and steps. Here are the five Scrum master responsibilities that help the team.

1. Facilitates sprint planning meetings

Sprint planning meetings help your Scrum team decide which items from the product backlog to prioritize for the next sprint. These meetings are collaborative —they typically involve the Scrum master, product manager, and the team of developers, who are all encouraged to speak up.

During a typical sprint planning meeting agenda, the Scrum team:

Comes prepared with data and estimates to support your next sprint project.

Confirms estimates for items on the sprint product backlog.

Agrees on the product backlog items for the next sprint.

Assesses the team’s capacity for the next sprint.

Ends the meeting with a Q&A session.

These meetings emphasize collaboration, giving developers a chance to address what tasks they think deserve the most attention.

2. Holds daily stand-up meetings

Daily Scrum stand-up meetings are an essential part of the Scrum framework and will be your responsibility as Scrum master. As the Scrum master, you’ll facilitate these meetings and use them to assess progress toward the sprint goal. The main questions asked in daily stand-ups include:

What did you do yesterday?

What will you do today?

Is anything blocking your progress?

3. Removes roadblocks

Problem-solving is a key quality of any good Scrum master. As the leader of your Agile team, you’ll want to move the project along as quickly as possible and make it easier for your team members to get their work done. If you notice impediments that are blocking the work, your job is to solve the issue or find someone who can. A potential roadblock, for example, may include a lack of understanding between Agile teams and stakeholders. The Scrum master can solve this issue by inviting stakeholders to a few planning sessions so they’re more aware of how to be Agile.

4. Assists with product backlog

Scrum masters are leaders and team members. When there’s time to spare, you can roll up your sleeves and help your developer team work through the product backlog. The product backlog may involve features, tasks, bug fixes, technical debt , or knowledge acquisition. Because you have ample knowledge of Scrum and product development, you can jump in to help your fellow team members.

5. Conducts retrospectives

Retrospectives are sprint review meetings held after each sprint to evaluate what went well and what didn’t. These meetings give Scrum team members a chance to identify areas for improvement during future sprints. Some questions to ask during the retrospective include:

How did you do this sprint?

Where and when did it go wrong in this sprint

Which tools or techniques proved to be useful? If you could change one thing, what would it be?

Scrum master roles

As Scrum master, you may have many roles. You’ll relay information from upper management, meet the needs of external stakeholders, and monitor your Scrum team’s progress.

Below are just a few of the many hats Scrum masters wear:

Act as an Agile coach: As Scrum master, your primary job is to serve your team by being an Agile coach. In Agile, team members work in focused blocks of time to complete tasks. During these sprints, developers build, refine, and improve products as needed. As the Scrum master, you must remain flexible and open to ideas when coaching your team through this iterative process .

Collaborate with the product owner: Scrum masters support the product owner , who is mainly responsible for managing the product backlog. The product backlog is often composed of user stories , which can be complex and ever changing. As the Scrum master, you should help the team understand how to read user stories so they can effectively sift through product backlog items during the sprint planning process.

Share knowledge with the organization: You’ll serve the organization as Scrum master by leading and training others on the Scrum methodology. Your expertise may be seen as a valuable resource, so you can offer to hold Scrum training sessions for other departments that plan to implement Scrum. When you help both internal team members and external stakeholders understand the Scrum guide, you can remove barriers between already established Scrum teams and other employees.

Scrum master skills

As a key figure in Agile software development, the Scrum master is responsible for guiding and optimizing team performance. Common Scrum master skills include facilitating daily stand-up meetings and promoting self-management to elevate the team's success.

Effective communication

Effective communication is a pivotal skill for Scrum masters. For example, in order to improve team understanding and collaboration, a Scrum master must clearly communicate goals and tasks during daily meetings. Clear communication benefits the team by keeping everyone on the same page and informed; it reduces misunderstandings and creates a more productive work environment.

Team management

A Scrum master also needs to be a capable team leader. They might lead a cross-functional team through a complex project and encourage self-management and accountability. Effective team management involves building a strong, self-sufficient unit that can overcome obstacles efficiently.

Implement Agile methodologies

Additionally, a Scrum master must have a strong understanding of Agile methods, such as Scrum and Kanban. For instance, they may use Agile software development practices to streamline processes and increase efficiency. These Agile skills can help teams by using adaptable, iterative methods that change based on the needs of the project, which can lead to higher output and quality.

Championing change and innovation

Being able to facilitate change and innovation are essential Scrum master skills. They might introduce new tools or processes, like a turndown or burn-down chart , to improve project tracking. This skill keeps teams at the forefront of industry advancements and safeguards continuous improvement and a competitive edge.

How to become a Scrum master

The path to becoming a Scrum master involves a combination of education, skill development, and, in many cases, certification. While everyone's journey will vary, we've identified the key steps to becoming a Scrum master.

Education requirements

Typically, a Scrum master begins with a foundational education in fields related to business or technology. This could involve a bachelor's degree in computer science, information technology, business management, or a related field. However, a formal degree is not always mandatory, as many organizations value practical experience and offer specialized Scrum training. Additionally, familiarity with project management principles and a basic understanding of software development processes are beneficial. Further education, such as a master's degree in project management or IT, can also be advantageous, providing deeper insights into advanced methodologies and leadership skills.

Scrum master career path

The career path of a Scrum master often starts in roles closely associated with team and project management or software development. Initially, aspiring Scrum masters might find themselves in positions such as junior project managers, software developers, or business analysts. As an example, a professional might start as a software developer, gradually taking on more responsibilities related to project management. Over time, by gaining hands-on experience in Agile methodologies and team leadership, they transition into the role of a Scrum master. This career evolution includes leading Scrum meetings, managing project timelines, and eventually mentoring others in Scrum practices.

Scrum master certification

Certification is often an important step to becoming a Scrum master, especially for those interested in having more job prospects than others. Several certifications help prepare candidates for the responsibilities of a Scrum master and each caters to different experience levels and Agile methodologies.

Disciplined Agile Scrum Master

The Disciplined Agile Scrum Master certification focuses on the comprehensive application of Agile principles. It suits those who will apply Agile practices in complex, enterprise-level environments.

Certified ScrumMaster (CSM)

The Certified ScrumMaster (CSM) is a widely recognized certification that provides foundational knowledge and skills in Scrum. CSM certification is ideal for beginners and focuses on Scrum roles and facilitating team collaboration.

Professional Scrum Master (PSM)

Professional Scrum Master (PSM) is another well-regarded certification that offers deep insights into the principles and process theory underpinning the Scrum framework. It’s suitable for those seeking to deepen their understanding and effectiveness in the Scrum master role.

SAFe Scrum Master (SSM)

The SAFe Scrum Master (SSM) certification is tailored for complex organizations implementing the Scaled Agile Framework (SAFe). It focuses on the role of a Scrum master within a larger, scaled Agile environment.

How much does a Scrum master make?

A Scrum master's salary can vary widely based on factors like location, experience, and industry. Generally, the role is well compensated due to the high demand for skilled Scrum masters in the Agile software development field. Still, the average salary ranges from $85,000 to $115,000 per year, according to data from Salary.com and LinkedIn. The median Scrum master salary in the U.S. is approximately $100,725 per year. Entry-level positions may start at a competitive salary, with the potential for significant growth as experience and certifications are gained.

Do you need a Scrum master?

Your team can determine whether you need a Scrum master by assessing the problems they face.

Does your dev team struggle to prioritize items in the product backlog? Development teams struggling to work through and prioritize items in their product backlog would benefit from a Scrum master who has in-depth knowledge of Scrum principles.

Does your team thrive under a coach instead of structured leadership? Some team members don’t do well under highly-disciplined leaders. With a Scrum master, the leadership style feels more like coaching and less like micromanagement.

Does your team need someone to facilitate check-in meetings? If you’re in need of someone to guide the Scrum team, identify problems, and facilitate regular meetings, you may need a Scrum master.

A Scrum master will improve workflow and team member involvement while keeping Scrum values top of mind.

Common pitfalls of the Scrum master

The Scrum master must work hard to focus their attention on various areas of the organization, and that’s not always easy to accomplish. Below are some common mistakes Scrum masters make when implementing the Scrum framework in a leadership role.

Playing Scrum police instead of coach: As Scrum master, there’s an emphasis on keeping your team aligned with the Scrum methodology. However, a common mistake Scrum masters make is focusing too much on enforcing the methodology and not enough on coaching their team. A Scrum master must find balance between being a good leader and keeping their team in line with Scrum practices.

Acting as team assistant: If you assist your team with the product backlog and take on other tasks unrelated to the Scrum process, you may not be focusing enough on the leadership side of the Scrum master role. While a Scrum master should assist team members, the Scrum master’s main goals are to improve workflows, coach Scrum team members, and facilitate sprints.

Focusing only on the team and not on the wider organization: The Scrum team is your priority as a Scrum master, but if you’re only focusing on your team members’ needs, then something is missing. Make sure you’re collaborating with your team, the product owner, and the wider company. As a Scrum master, you have the power to spread your knowledge of Scrum outward. With your help, your entire organization can become Agile.

Managing instead of facilitating: Although Scrum masters are in leadership roles, they are facilitators, not project managers. When holding daily stand-ups and other Scrum meetings, encourage team members to discuss topics openly.

These challenges are best avoided when a Scrum master understands their role and how it relates to other roles in the organization. Sometimes, the Scrum master roles can get confused with those of a product manager or project manager, but there are distinct differences in these roles.

Scrum master FAQs

Do you need scrum master certification.

You can take professional Scrum master courses from places like scrum.org, Scrum Alliance, or the Project Management Institute (PMI) to become a certified Scrum master (CSM), but do you need to? The answer is personal and will vary.

Courses on Agile Scrum methodologies are certainly helpful in giving you background knowledge, including the language and how to use them, but you don’t need to be a CSM for all Scrum master jobs. If you decide you want to become a CSM, you’ll follow a series of courses (levels) taught by a Scrum trainer, where you will need to pass a certification exam to move from one to the next.

How can a Scrum master support a problem solving workshop?

A Scrum master plays a pivotal role in facilitating problem-solving workshops. They help teams by guiding them through structured problem-solving techniques to identify root causes of process issues, brainstorm solutions, and create actionable plans—all while fostering a culture of continuous improvement.

What is an Agile scrum master?


An Agile Scrum master is a key facilitator within an Agile project management framework, specifically within the Scrum methodology. They act as a bridge between the team and any impediments to their progress and ensure that Agile practices are followed and the team is working efficiently. The Agile Scrum master's role is not just to manage but to lead and coach the team in Agile principles, helping them self-organize and work collaboratively towards successful project completion.

What are the roles in the Scrum framework?‎

The Scrum framework has three primary roles: the Product Owner, the Scrum master, and the Development Team.

The Product Owner is responsible for defining the project goals and prioritizing the tasks.

The Scrum master facilitates the process, helps teams follow Agile practices, and addresses any obstacles.

The Development Team carries out the work necessary to deliver the project's product or service. Together, these roles collaborate closely to ensure efficient project progress and high-quality results.

What’s the difference between a Scrum master and an Agile coach?‎

The main difference between a Scrum master and an Agile coach lies in their scope and focus. A Scrum Master typically focuses on a specific team, helping them follow Scrum practices effectively and addressing challenges within that team.

An Agile coach, on the other hand, works at a more strategic level, often with multiple teams or entire organizations. They provide guidance on a broader range of Agile methodologies, not just Scrum, and help in the larger-scale implementation of Agile practices across teams or the organization.

Facilitate team success with a Scrum master

Scrum masters help facilitate team success and encourage other members of the organization to adopt an Agile mindset as well. 

Running a Scrum team is easier when you have the right tools to assist you. With Agile management software, you can plan sprints, track product launches, and collaborate with your team.

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• Scrum master

What is a scrum master & their responsibilities?

Learn what professional scrum masters are and how they help teams stay on track

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Summary: The scrum master serves to facilitate scrum to the larger team by ensuring the scrum framework is followed. He or she is committed to the scrum methodology, agile principles, and best practices—but should also remain flexible and open to opportunities for the team to improve their workflow.

As the title implies, the scrum master is the master of scrum , who ensures the scrum framework is followed. Scrum has a clearly defined set of roles and rituals that should be followed and the scrum master works with each member of the scrum team to guide and coach the team through the scrum framework.

What is a scrum master?

A Scrum master is the facilitator of scrum, a lightweight agile framework focusing on time-boxed iterations called sprints. Scrum masters act as coaches to the rest of the team, or servant leaders , as the Scrum Guide puts it. 

Good scrum masters are committed to the foundational elements of scrum but remain flexible and open to opportunities for the team to improve their workflows.

Scrum master responsibilities

Although the scrum guide lists how scrum masters can serve other scrum team roles, it doesn’t provide an exhaustive list of potential responsibilities. Scrum masters often perform many of the following duties:

• Standups:  Facilitate daily standups (or the daily scrum) as needed.
• Iteration/sprint planning meetings:  Protect the team from over-committing and scope creep. Aid in estimation and sub task creation.
• Sprint reviews:  Participate in the meeting and capture feedback.
• Retrospectives:  Note areas for improvement and action items for future sprints.
• Board administration:  Work as the administrator of the  scrum board . Ensure that cards are up to date and the scrum tools like  Jira  are working well.
• 1 on 1s:  Meet individually with team members and stakeholders as needed. Iron out team disagreements about process and work styles. Many scrum practitioners oppose 1on1, believing these communications should happen during standups. However, new teams often prefer to have these regular face-to-face interactions with specific team members. The scrum master may decide that these individual interactions are crucial for team development and getting to know one another.
• Internal Consulting:  Scrum masters should consult with team members and internal stakeholders on how best to work with the scrum team.
• Reporting:  Regular analysis of  burndown charts  and other portfolio planning tools to understand what gets built and at what cadence.
• Blockers:  The scrum master aids the team by eliminating external blockers and managing internal roadblocks through process or workflow improvements.
• Busy work:  If the scrum team isn’t functioning as well as it could be, that’s the scrum master’s problem. Maybe that means fixing broken computers, moving desks around, or even adjusting the thermostat. Scrum masters should be comfortable doing just about anything to help their team and should be not shy away from grabbing coffees, providing snacks, or adjusting the thermostat if that’s what the team really needs.

Scrum master skills

Scrum masters require a unique set of soft skills to effectively fulfill their roles. Here are some of the key skills and qualities needed to excel as a scrum master:

• Leadership: Scrum masters must exhibit leadership qualities without being authoritative. They lead by serving the team and facilitating their self-organization.
• Effective communication: Clear and transparent communication is crucial. Scrum masters ensure all team members and stakeholders understand the project's status, goals, and obstacles.
• Empathy: It is essential to understand and empathize with the team's challenges. Scrum masters need to support and motivate team members during difficulties.
• Problem-solving: Scrum masters often deal with impediments and conflicts. They must be adept at problem-solving and finding solutions to keep the team on track.
• Adaptability: Scrum masters should be adaptable and open to change. They need to adjust to the evolving needs of the team and the project.
• Facilitation skills: The ability to effectively facilitate meetings and scrum ceremonies is vital. Scrum masters ensure these events run smoothly and focus on the intended outcomes.
• Coaching and mentoring: Scrum masters coach and mentor team members in agile and scrum principles, helping them continually improve.
• Technical knowledge: While not mandatory, having a technical background can be beneficial, especially when working with development teams. It allows scrum masters to better understand the technical challenges faced by the team.
• Time management: Scrum masters must manage time effectively to keep the team on schedule and meet sprint goals.

The scrum team is a fundamental aspect of the scrum framework. It typically consists of the following roles:

• Development team: These are professionals with the skills required to deliver a potentially shippable product increment. The development team is responsible for the actual work of creating the product.
• Product owner: The product owner represents the interests of the stakeholders and is responsible for managing the product backlog and prioritizing work.
• Scrum master: As discussed in the previous sections, the scrum master is pivotal in facilitating the scrum process and ensuring that the team adheres to scrum principles.

Scrum framework

The scrum framework is a structured approach to agile project management methodology. It consists of several components, including:

• Sprints: Sprints are time-boxed iterations, typically two-to-four weeks in length, where the development team works to complete a set of planned work items.
• Product backlog: The product backlog is a prioritized list of all the features, enhancements, and bug fixes the product needs to address. The product owner manages and maintains this backlog.
• Sprint backlog: The sprint backlog is a subset of the product backlog, containing the work items selected for a specific sprint.
• Scrum artifacts: Scrum employs various artifacts, such as burndown charts and task boards, to track progress and make the work visible to the team and stakeholders.
• Scrum events: Scrum events, including sprint planning, daily stand-ups, sprint reviews, and sprint retrospectives, provide structure and opportunities for collaboration within the team.

The scrum framework emphasizes flexibility, adaptability, and continuous improvement, making it a popular choice for managing complex projects in an agile manner.

When teams needs a scrum master

Any scrum trainer will teach that a scrum team must have a scrum master. Without one, you are doing something shy of a true scrum, often called scrum-but.

When starting with scrum, it can be a huge help to have someone in the role who has seen scrum work before. For this reason, scrum masters are often hired as consultants or fractional employees rather than as full-time staff members. However, every scrum team is different.

Many experienced teams handle the responsibilities listed above as a unit and take pride in sharing management duties. The scrum master role may rotate throughout the team, with different team members taking turns facilitating standups and retrospective meetings.

“At the end of the day, the entire team owns the scrum process, so a good scrum master will find ways to encourage that ownership,” explains Atlassian’s Modern Work Coach Mark Cruth.

Unfortunately, misunderstanding the scrum master role often leads existing managers to assume it is their role. “It’s not unusual for a Scrum Master to support more than one team,” Cruth continues. “There is a ton of work that goes into the facilitation, coordination, and coaching of work, and if spread too thin the Scrum Master may not be effective in helping the organization move into this new way of working. It’s important to ensure they are not over-extended.”

To better understand why this can be a problem, let’s compare the scrum master job description to non-scrum roles you may already have in your company and examine why keeping the roles separate is important.

Scrum master vs. product owner

When an organization adopts Scrum, it’s not uncommon for a project manager to support a new role - scrum master or product owner – to support the new needs of the organization. “If they enjoy the leadership, facilitator, and process aspects of project management, I typically recommend exploring the Scrum Master role,” suggests Cruth. “If they enjoy the project scoping, direction setting, and stakeholder management, I typically recommend exploring the product owner role.”

Scrum masters and product owners should serve distinct roles on a scrum team. When roadblocks arise, a clear division between process management and product direction is paramount.

As we advocate in our Agile Product Management overview , the more involved that a product manager is with the development team, the better. A project manager’s involvement is similar to a product owner who champions customer needs and the "why" of the product. When their involvement extends to dictating the "how" for a team, problems tend to emerge.

Having an effective scrum master in place helps balance the cost of changing course with the benefits of efficiency. A good scrum master does this by empowering the team to decide how to best accomplish goals through self-organization.

Having a scrum master in place helps balance the cost of changing course with the benefits of efficiency. A good scrum master does this by empowering the team to decide how to best accomplish goals through self-organization.

Scrum master vs. project manager

The scrum master’s non-technical counterpart is the project manager. Both roles focus on the “how” of getting work done and solving workflow problems through process improvement. Are both roles required to manage agile projects successfully? The short answer is no.

While a traditional project manager and a professional scrum master are responsible for helping their teams get work done, their approaches are vastly different. Project managers set project milestones, report on team progress, and facilitate effective communication. However, they do so from a place of control.

Conversely, scrum masters help teams enhance and streamline the processes by which they achieve their goals. They do so as a team member or collaborator—not by exerting total control. The best scrum teams are self-organizing and, therefore, don’t react well to micromanagement.

These are just a few of the possible configurations of scrum team management . Some companies make do with all of these roles, some have one or none at all.

Organizational benefits of scrum masters

When hiring a scrum master, one key consideration stands out. Your company should be wholeheartedly committed to the scrum framework. A scrum master can truly excel when companies fully embrace core scrum principles.

With a scrum master assisting every team in managing their processes,  entire companies can benefit . This approach ensures consistent value delivery to customers and allows team members and managers to focus on their core strengths. 

Product managers can concentrate on strategy, developers can shine in writing top-notch code, and sales team members can realize greater success. This is the essence of a well-functioning scrum.

Get started free with the Jira scrum template

Streamline your project and easily plan, track and manage work across sprints. The Jira scrum template includes boards, backlogs, roadmaps, reports — and more!

As a self-proclaimed “chaos muppet” I look to agile practices and lean principles to bring order to my everyday. It’s a joy of mine to share these lessons with others through the many articles, talks, and videos I make for Atlassian 

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Insights > Agile Training > A ScrumMaster’s Checklist for Problem-Solving

A ScrumMaster’s Checklist for Problem-Solving

In my blog post, “Growing and Improving as a ScrumMaster,” I wrote: So, how do I know if my ScrumMaster is effective? Consider these three questions: Are we making the same mistakes time and time again?– A good ScrumMaster will work with the team to ensure that once a mistake is made, that the team […]

By Richard Cheng

October 14, 2020

In my blog post, “ Growing and Improving as a ScrumMaster ,” I wrote:

So, how do I know if my ScrumMaster is effective? Consider these three questions: Are we making the same mistakes time and time again? – A good ScrumMaster will work with the team to ensure that once a mistake is made, that the team develops practices to ensure they do not continue repeating the same error. Mistakes are things the team does that does not have the outcomes or consequences they intended. Are we encountering the same issues time and time again? – A good ScrumMaster works with the team so that when issues arise, the teams can recognize issues as they arise and will put in practices to ensure that those issues are effectively dealt with going forward. Issues are problems that arise that the teams did not directly create. Are we getting better over time or are we stuck where we are? –  The concept of having highly effective teams versus ineffective teams is relative. What we really want is that our team is getting better over time. If we see that our teams are not repeating the same mistakes, that our teams recognize issues as they arise and are able to effectively deal with those issues, and that our teams are constantly improving, then that’s a signal that we have an effective ScrumMaster. If these things are not true, that’s a sign that your ScrumMaster needs to improve their abilities to work through these issues with their team.

To expand on this concept, one of the key goals of the ScrumMaster is to ensure their team is continuously working through problems and improving. To aid with this, I have created a checklist for ScrumMasters that are potentially stuck on one issue and unsure how to proceed.

ScrumMaster Checklist for Solving Problems

• Did the Scrum team discuss the problem at the retrospective? – The retrospective is the Scrum event where the team is focused on addressing problems and paving the way to continuous improvement.
• Did the Scrum team discuss the impact? – If the problem is very impactful, it’s essential to discuss it as soon as possible. If it’s not particularly impactful, the team could potentially wait to address the problem.
• Did the Scrum team identify the root causes? – A critical part of understanding a problem is understanding what’s causing the problem. Using techniques such as 5 Whys, Fishbone Diagrams, Pareto Charts, and Systems Modelling can help teams with root cause analysis.
• Did the Scrum team come up with a solution? – At this point, the team comes up with potential solutions and identifies how to address this problem. Note that steps 1-4 are done in the initial retrospective meeting where the problem is first discussed.
• Has the Scrum team tried the solution? – In the subsequent retrospective, the team will discuss if they implemented the solutions they developed last retrospective.
• What were the initial results? – The team identifies the results of their initial solution. Did the solution address the issue? Did the solution cause any unexpected results or additional action items?
• What are next steps from here? – If the problem is solved, then great! If not, what are the team’s next steps from here? This usually results going back to step one.

Note the first four items above are part of the team’s retrospectives to address the problem. Items 5, 6, and 7 are discussed in the subsequent retrospectives to see if the problem is addressed.

If we have a Scrum team that is continuously experiencing the same problem, I would pose these seven questions to the ScrumMaster. Any ScrumMaster that’s fumbles and bumbles in answering these questions is probably a ScrumMaster who’s still a bit green and working through their ability to help the team work through their issues.

For information on how to improve as a ScrumMaster, see Growing and Improving as a ScrumMaster .

To learn more about retrospectives and continuous improvement, join our Certified ScrumMaster (CSM) and Advanced-Certified ScrumMaster courses (A-CSM).

Categories: Agile Training , NextUp Solutions , Scrum , ScrumMaster

Tags: ScrumMaster

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Experience Report

The sun never sets on the problem-solving workshop, about this publication.

A fundamental agile principle is  “…the team reflects at regular intervals how to become more effective”  The SAFe Inspect and Adapt Problem Solving workshop is a wonderful opportunity for everyone on an Agile Release Train (ART) to reflect on becoming more effective. However, what happens when the ART teams are massively distributed, such that the Sun truly never sets on the ART? How do you provide everyone on the ART an opportunity to reflect and collaborate with others who have similar interests, and not just their local cohorts? How do you enable all to participate in the problem-solving session, to raise and solve problems that are important to them, and not just the problems that are important and visible to “home base” or as we called it, the mother ship? This is the situation we faced at a large multi-national energy company preparing to conduct their first SAFe problem-solving workshop. This is our story for how we executed a problem-solving workshop for an ART on which the Sun never set.

1.     INTRODUCTION: “ The Team Reflects at Regular Intervals How to Become More Effective ” – Agile Principles

Agility is not just about continuously learning and adapting the work product, but also reflecting on and adapting the work process itself. Continuous improvement is fundamental to high performing teams and most agile methodologies have a built-in process review like Scrum’s retrospective. The Scaled Agile Framework (SAFe  tm ) builds on top of this team level view with a problem-solving workshop that is conducted at the end of a Program Increment (big time box) to understand the opportunities for improvement across all teams on the Agile Release Train (ART).

2.     BACKGROUND

Our client is a marquee multi-national energy company with operations around the globe and with an ART spanning the globe. While headquartered in US, teams are located across the US and around the world including London, Buenos Aires, Manila, Perth, and Kazakhstan. Literally, the Sun does no set on the program. Our program was moving applications from the on-premise data center to the cloud. While our program was organized on paper as SAFe Solution Train (a train of trains), it operated very much like an oversized single ART, with over 30 teams and with nearly 400 people involved. Our “train” ran 6 two-week iterations, including a 2-week IP sprint. This was our sixth PI and to date, and while the individual teams conducted team level retrospectives, there had not been an overall review of how the train(s) worked together. As the trains were growing rapidly beyond what heroic ad hoc problem solving could resolve, we decided it was important to start systematically “reflecting at regular intervals how to become more effective” and began planning a SAFe problem solving workshop.

3.     NO MOTHERSHIP

The SAFe problem-solving workshop is part of the SAFe Inspect and Adapt event. General guidance for the problem-solving workshop is that it is about a two-hour process, where all members of the ART participate. This creates a fantastic opportunity for people to collaborate with others beyond their immediate team members. There is an implied assumption that everyone is in the same room. This, of course, was totally impossible for us, unless we wanted to fly everyone to corporate head office in the US.

A typical solution to this distribution problem is what we sometimes referred to as the “mothership” approach. We could hold the problem-solving session at the head office – the mothership – and use video collaboration tools like WebEx or GotoMeeting or Zoom to engage everyone else. Unfortunately, this approach was most likely to only give us a North American point of view and not a true global view. We wanted to avoid a North America centric problem-solving session for as one plucky Australian noted, more than 50% of the value of the train came from outside of North America. Experience suggests when there is a face to face mothership style meeting with other members engaging online, the online members are not engaged and are at best lurkers.

Conducting a “mothership” problem solving workshop, could have reinforced the perception that head office was the center of the universe as most of the senior staff such as the RTEs, Program Managers, Architects, were located there. Finally, scheduling a single “mothership” session is not respectful of people because we would be asking a fair portion of the train to participate in the middle of their night. Therefore, we did not want to conduct a “mothership” style of problem-solving workshop. We needed an approach that created the same opportunity for everyone to participate.

4.     EVERYONE ONLINE

While co-location and face to face conversations are much touted in the agile community, the reality of large-scale systems development is that many people from around the world collaborate to create those large systems. The Agile Principles were written nearly 20 years ago when collaboration technology was at its infancy. Ideally teams that must work closely together are physically close together, but they still need to interact with their global colleagues. Online collaboration is a fact of life and modern tools offer a fair approximation of a physical face to face meeting. With the decision made to conduct the problem-solving workshop online, the next issue was determining how to run the meeting on a program with a never setting Sun.

5.     AN AGENDA FOR A GLOBAL WORKSHOP

SAFe outlines a six-step agenda for the two-hour problem-solving workshop:

• Agree on the problem to solve
• Apply root cause analysis (5 Whys)
• Identify the biggest root cause using Pareto analysis
• Restate the problem for the biggest root-cause
• Brainstorm solutions
• Identify improvement backlog items

It was apparent that we were not going to execute this agenda as a two-hour workshop, at least not if we wanted the entire train to actively participate. Instead, we devised a 1 week rolling agenda:

• Dec 12th by this date the teams are expected to have conducted a “mini retrospective” identifying what each team sees as the program level issues.
• Dec 13th Publish and collate Issues discovered during the mini retrospectives.
• Dec 13th Vote on the published issue list to select the top 5 issues.
• Dec 14th Schedule the problem-solving workshop published and name the facilitators.
• Dec 17th Conduct problem solving sessions
• Dec 19th Present a summary of the workshop

5.1       Step 0: Train the Scrum Masters on the Process

We were relying on the Scrum Masters to “fly solo” and work with their teams to facilitate the event. Thus, we trained our Scrum Masters with the intention behind the SAFe problem-solving workshop, our multi-day rolling agenda, and their role in making it happen. This was a two-hour training session with the agenda dates and activities.

5.2       Step 1: Agreeing on the problem to solve.

Step one in the SAFe problem-solving agenda is to come up with the three to five problems that are of the highest interest to everyone on the train. The intention of this step is to give everyone in the room a voice. In a text book problem-solving session, everyone is in the same room and usually writes issues of concern to them on a sticky note. These are posted on a board and everyone dot votes on the top five or so issues. Groups of people with a common interest can then collaborate. This creates a wonderful opportunity for greater social cohesion because people can collaborate with others who share a common interest rather than just their familiars.

Unfortunately, or fortunately, depending on your point of view, corporate IT is conservative While there are numerous cloud-based shared document tools, access to these tools are blocked through the corporate firewall due to security concerns. While this is often annoying, as one IT manager once remarked “we haven’t been in the news, and we don’t intend to be” Conservatism certainly has its virtues, but we needed the equivalent of an electronic flipchart. Fortunately, the organization used Microsoft OneNote which worked quite admirably for us.

Instead of writing issues on post-it notes and sticking the notes onto a flip chart sheet, the Scrum Master worked with their team to capture in Microsoft OneNote the issues the team believed were impeding progress at the “program level”. In our distributed agenda, we gave the Scrum Master three days to gather candidate issues and get them into a OneNote team page. After the issues were captured by the teams in OneNote, the three authors of this paper consolidated the issues and created a list of 20 program level issues. In retrospect it may have been more appropriate to have the teams themselves perform an affinity mapping exercise to consolidate the team issues. However, in our opinion at this time, this would have been a significant coordination effort with very little gain.

For the dot voting, we used PollEv.com and asked people vote on their top issues over a 2-day period. PollEv.com enables people to respond to online questionnaires using either their mobile device or desktop computer. We ran a quick spike to test PollEv.com to create familiarity with the tool by asking people to vote for their favourite science fiction movie. The poll response was at best disappointing, only 20 people responded to the poll or about 5% of the train. While we were disappointed by the lack of interest, we were also thankful that nearly 400 people were not eagerly waiting to collectively jump into the workshop.

Despite the low polling response, this problem identification step was an important step for us because the problems raised were the problems the teams were experiencing and not necessarily the problems program management at the mothership thought were relevant. Without this step, we would have had a very limited view of the problems the widely-distributed teams were experiencing.

The top 5 problems identified were:

• There is no visibility for which team owns certain features (e.g. monitoring and alerts). This has led to duplication of work.
• Dependencies between teams are not clear during sprints.
• Lack of team objectives and identity make it hard to understand what a team does.
• Compliance activities take a long time.
• How should support be structured for cloud migrations?

The benefit of this step was these issues caught head office – the mothership – a bit by surprise. For example, head office had good visibility into team ownership of features and therefore assumed that of course the teams must also have good visibility. By giving voice to all members of the train, we were able to draw attention to a real problem that was not on the management radar.

5.3       Steps 2 to 5: The Workshops

In the textbook version of the problem-solving workshop, after agreeing on the problem to solve, the group immediately rolls into the root cause analysis. That is the benefit of co-location and face to face communication: rapid decision-making action. Distribution across time zones, unfortunately, extends decision making time because of the coordination delays. It took us 3 days to get set up for the root cause analysis. The first day was spent setting up and verifying access to our pages in OneNote. The second day was spent scheduling the workshops. The third day was used to conduct the training to prepare the participants for the workshop.

Scheduling the workshop was at best a compromise between having the whole team present and respect for people. A consequence of having a program on which the Sun never sets is if we wanted to create the opportunity for everyone to simultaneously participate on the issue of their choice, then someone was losing sleep. This is not showing respect for people. The best compromise we came up with, was to schedule three, two-hour workshops throughout one day: one at noon central time (GMT-6), one at 6 pm central, and the final one at 10 pm central. While we had started with 5 issues, we reduced our list to the top three because we did not have enough facilitators to cover 5 workshops.

The intention behind our scheduling was to have at least one workshop scheduled for a time that someone could attend that would be reasonably convenient for them in their time zone. Of course, the topic for the reasonably convenient workshop may not be of interest to the participant. In addition, for someone who had a keen interest in a specific problem that was scheduled at an inconvenient time may have to choose between sleep and collaborating. Not ideal, but at least that would be their choice.

We continued to use Microsoft OneNote as our collaboration tool. In a OneNote document we created three sections, one for each problem and set up the SAFe fishbone diagram for each. OneNote allows multiple individuals to simultaneously create and edit content on the page; very much an electronic flip chart. The workshops were conducted in WebEx and we had two facilitators per workshop. One facilitator was the “driver” actively engaging and facilitating the session, while the other was the “navigator” keeping an eye on the chat window and engaging with individuals through chat.

Participation was voluntary for this first problem-solving session because we only needed to validate whether our agenda and tooling worked. While we were disappointed by the low participation rate of 20-30 per workshop, we were also grateful that we did not have to facilitate an interactive online workshop with 100+ people in it with our initial attempt in combining all the different technologies.

We timeboxed the root cause analysis to 20 minutes. Participants were initially a little hesitant to engage with the fishbone diagram but that is what the facilitators are for: to help participants move out of their comfort zones. Soon, issues began to, almost magically, appear on the shared page. It was fun to watch as participants engaged in the root cause analysis.

After root cause analysis, we moved to the next agenda item – identify the biggest root cause. We identified the biggest root cause by requesting participants “dot vote” on the fishbone diagram and simply place an “X” on what they believed was the biggest root cause. This was in a word, messy. It would certainly have not work well if we had a large group to work with. For future workshops we would have to transcribe the analysis to another OneNote page for the dot voting.

Once we identified the biggest root causes, we moved onto re-writing the problem statement. The SAFe training materials remind people that a problem well-stated is a problem half solved. In one workshop, the original problem “lack of team objectives make it hard to understand what a team does” was re-written as “I don’t know what other teams are doing and therefore I do not know who I depend on and therefore who I need to talk to” As facilitators, we probably overstepped our boundaries: rather than asking “powerful questions” we almost took the wheel ourselves. It is one thing to ask people to post their thoughts on a fishbone diagram. It is quite another to get people to collaboratively write a statement online. Part of our motivation to “grab the wheel” was to get something done within the timebox. This behaviour on our parts is something we will have to be more cautious about in future. We also took note that future participants will be more familiar with the process and will hopefully be less hesitant to participate.

After restating the problem, we moved to the next agenda item and brainstormed solutions. We simply used a blank page in OneNote to let everyone write their solutions, and then we followed up with a dot vote to pick the actions for us to take. These actions were either implemented as new “working agreements” or added to the program backlog:

• Establish a regular meeting between business owners and their POs where the business owners can make their goals clear to the PO
• Highlight the team’s objectives and benefits during PI Planning
• Scrum Masters add their team objectives to their team descriptions in MS Teams
• Build and maintain a SAFe program board

A day after the workshop we consolidated the contributions and outcomes in the problem-solving workshop page in OneNote and broadcast a summary to all members of the train.

6.     LESSONS LEARNED

This experience highlighted the importance of the problem-solving workshop and creating an opportunity for all voices to be heard. This was the sixth PI for these trains and yet this was their first problem solving workshop. The workshop revealed problems that the members of the trains were experiencing but were not on the management radar. Even with the best of intentions, on a very large distributed train, it is all too easy to become disconnected from the needs of the far-flung teams. This problem-solving workshop is a massive opportunity to mitigate this “mothership” syndrome. Our experience demonstrates the value of a globally distributed problem-solving workshop that creates equal opportunity for all voices to be heard.

While we were able to validate our global agenda, the next lesson learned is running a highly distributed workshop is a significant logistical undertaking. Potentially two orders of magnitude more planning than a comparable co-located workshop. The logistics for running the workshop had long been an impediment to scheduling the workshop. For a large distributed train, there will be considerable effort required to prepare and coordinate all teams around the globe. SAFe suggests the workshop only requires two hours. It took us over a week to plan and execute the workshop. One person was almost fully dedicated to this effort. The price of a large distributed team is an order of magnitude increase in both coordination effort and coordination delays. The value in learning what is really impeding work can be priceless.

Some other lessons learned:

• Surprise – a large logistically complex workshop will not happen unless leadership drives it.
• People do not mind losing sleep to solve a problem if the problem is of interest to them and it is their choice to participate or not.
• The problem causing the teams the most pain are often not what management thinks are the problems causing the teams the most pain.
• Managing the logistics of a globally distributed workshop are easily an order of magnitude more time consuming and complex than running a local face-to-face workshop.
• Even primitive collaboration tools can help you run a distributed problem-solving workshop(s).
• People require additional training ahead of time to run an effective distributed problem-solving workshop

Was it worth it? Yes, for if the Sun never sets on your program, then you owe it to everyone in the program to discover what their concerns and issues are and not what the mothership thinks they are.

7.     ACKNOWLEDGEMENTS

We would to thank Lise Hvatum our shepherd whose guidance and recommendation was greatly appreciated. Also we wish to express our gratitude to Rebecca Wirfs-Brock for her support and help.

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10 Tips for Facilitating Your Problem-Solving Workshop

A problem-solving workshop is a structured approach to address a particular challenge or issue that a team or organization is facing. The workshop is designed to bring together a diverse group of individuals with different perspectives, skills, and knowledge to collaborate on identifying and solving the problem at hand.

The workshop typically involves a series of activities and exercises designed to help participants understand the problem, generate ideas for potential solutions, and evaluate and prioritise those solutions based on a set of criteria or metrics . Depending on the nature of the problem and the desired outcomes of the workshop, the exercises may include brainstorming sessions, group discussions, role-playing exercises, prototyping, or other activities.

The goal of a problem-solving workshop is to create a collaborative, creative, and open environment where participants feel empowered to share their ideas, challenge assumptions, and work together towards a common goal. By bringing together a diverse group of individuals with different perspectives and expertise, the workshop can tap into a wide range of knowledge and experience, which can lead to more innovative and effective solutions.

The workshop may be facilitated by an internal or external facilitator, who can help to guide the participants through the process and keep them focused on the problem at hand. Depending on the complexity of the problem and the size of the group, the workshop may take anywhere from a few hours to several days to complete.

Our top tips for facilitating a problem solving workshop are:

• Clearly define the problem: Before starting the workshop, make sure the problem is clearly defined and understood by all participants.
• Establish ground rule s: Set clear guidelines for how the workshop will be conducted, including rules for respectful communication and decision-making.
• Encourage diverse perspectives: Encourage participants to share their diverse perspectives and experiences, and consider using techniques such as brainstorming to generate a wide range of ideas.
• Use a structured process: Utilize a structured problem-solving process, such as the six-step process outlined by the International Association of Facilitators, to guide the workshop.
• Promote active listening : Encourage participants to actively listen to each other and seek to understand different viewpoints.
• Encourage collaboration : Foster a collaborative atmosphere by encouraging teamwork and shared ownership of the problem-solving process.
• Facilitate decision making : Help participants make informed decisions by providing them with the necessary information and resources.
• Encourage creativity : Encourage participants to think creatively and outside the box to generate new ideas and solutions.
• Monitor and manage group dynamics : Pay attention to group dynamics and intervene as needed to keep the workshop on track and prevent conflicts.
• Follow up and review: Follow up on the outcomes of the workshop and review the results to continually improve the problem-solving process.

Here are some exercises that may be more fun and engaging for a problem-solving workshop:

• Escape room : Create an escape room-style challenge that requires participants to solve a series of problems to escape the room.
• Treasure hunt: Create a treasure hunt that requires participants to solve clues and riddles to find hidden objects or reach a goal.
• Charades: Have participants act out different scenarios related to the problem and have the rest of the group guess what they are trying to communicate.
• Jigsaw puzzles : Use jigsaw puzzles as a metaphor for solving problems and have participants work together to piece the puzzle together.
• Improv games: Use improv games, such as “Yes, And,” to encourage creativity and build teamwork skills.
• Scavenger hunt : Create a scavenger hunt that requires participants to solve clues and challenges to find hidden objects or complete tasks.
• Board games : Use board games that require problem-solving skills, such as escape room-style games or strategy games, to make problem-solving more interactive and fun.
• Puzzle-based challenges: Create puzzle-based challenges that require participants to solve a series of interconnected problems to reach a goal.
• Role-playing games : Use role-playing games, such as Dungeons and Dragons, to encourage creative problem solving and teamwork.
• Creativity challenges : Use creativity challenges, such as “the Marshmallow Challenge,” to encourage out-of-the-box thinking and teamwork.

In conclusion, a problem-solving workshop can be a powerful tool for teams and organisations looking to tackle complex challenges and drive innovation. By bringing together a diverse group of individuals with different perspectives and expertise, the workshop can create a collaborative, creative, and open environment where participants feel empowered to share their ideas, challenge assumptions, and work towards a common goal.

While the success of a problem-solving workshop depends on many factors, such as the facilitation, the quality of the problem statement, and the engagement of the participants, the potential benefits are significant. By tapping into the collective intelligence of the group, the workshop can generate new ideas, identify blind spots, and build consensus around potential solutions. Moreover, the workshop can help to foster a culture of collaboration, learning, and innovation that can have a lasting impact on the team or organization.

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“A Scrum Master is like an orchestra conductor, guiding a group of individuals to create something that no one of them could create alone. —Mike Cohn

Scrum Master

Scrum master stories: yolanda.

Find a Course :

Implementing SAFe Leading SAFe SAFe for Teams SAFe Scrum Master SAFe Advanced Scrum Master SAFe Product Owner / Product Manager SAFe Release Train Engineer SAFe DevOps

In SAFe, Scrum Masters assist their teams in meeting delivery goals. They coach teams in self-organization and self-management and help them coordinate and participate in Agile Release Trains (ARTs) events, increasing the effectiveness of SAFe across the organization.

SAFe Scrum Masters are integral members of an Agile Team and share responsibilities for the team’s overall performance.

Characteristics of a SAFe Scrum Master

The SAFe Scrum Master role has the primary responsibility to help the team achieve its goals. They do this by teaching and coaching SAFe ScrumXP and SAFe, implementing and supporting SAFe principles and practices, and identifying and eliminating bottlenecks to flow.

SAFe Scrum Masters come from various backgrounds and roles and are in high demand. But who makes a good Scrum Master? Although they are not typically people managers, they are influential members of an Agile Team. So, it’s important to know what characteristics make a good Scrum Master. For example, they often possess the following attributes:

• Empathetic . Supports the team by displaying an authentic understanding and concern for a team member’s beliefs or feelings. In turn, the team is more likely to build relationships with others, resulting in higher levels of collaboration and performance. Empathy is a key ingredient of trust, which is essential for people to accept and welcome coaching.
• Conflict Navigator . Supports team members in resolving interpersonal conflicts, problem-solving, and decision-making. Agile coach and author Lyssa Atkins opines, “Navigating conflict is our new mindset, in which we help teams move from conflict to constructive disagreement as a catapult to high performance.” [2]
• Servant Leader . Persuades, rather than use authority. As servant leaders, Scrum Masters focus on the needs of team members and those they serve with the goal of achieving results in line with the organization’s values, principles, and business objectives. [3]
• Mentor . Supports the personal development of team members, helping them gain a continuous learning mindset. They guide the team to find solutions to their problems independently instead of being given the answers.
• Transparent . Transparency is a Core Value of SAFe and one of the pillars of Scrum empiricism. The Scrum Master is open and appreciates transparency in others. They help the team provide transparency by ensuring artifacts are inspected, identifying significant differences between expected and actual results, and detecting anti-patterns.
• Coach . Understands and educates the team on methods beyond Scrum, such as SAFe, Team Kanban, Flow, Built-in Quality , and more. Helps build a high-performing team.

Responsibilities of the SAFe Scrum Master

The SAFe Scrum Master fulfills many critical responsibilities in performing the role, which is categorized in Figure 1. below. Each category is described in the sections that follow.

Facilitating PI Planning

SAFe Scrum Masters play an important role in PI Planning . Working with other Scrum Masters and the Release Train Engineer , they actively work with the team during PI planning to ensure a successful event.

Prepare for PI Planning

Before the event, the SAFe Scrum Master ensures the team is briefed on upcoming features by Product Managers , Business Owners , and other stakeholders, as illustrated in Figure 2. They help the team and the Product Owner identify local stories, maintenance, defects, tech debt, and other work the team needs to accomplish during the upcoming PI .

Draft PI Plans

The SAFe Scrum Master facilitates the team in creating a draft PI plan for the PI’s iterations, writing draft PI Objectives , and identifying program risks and issues. They also help the team set up their digital or physical planning areas, providing visual radiators that create transparency and collaboration. They help the team determine their capacity and keep within this constraint.

Coordinate With Other Teams

SAFe Scrum Masters often play a lead role in ensuring cooperation and communication during the event. During PI planning, they usually secure subject matter experts (SMEs) and program stakeholders and foster communication with other teams to determine how they will collaborate on feature development and resolve dependencies.

Create Team PI Objectives

SAFe Scrum Masters help teams create team PI Objectives , which are the things they intend to accomplish in the upcoming PI. They ensure the objectives are written before the draft plan review and that a proper mix of committed and uncommitted goals are present.

Review Final Plans and Business Value

Before the final review, SAFe Scrum Masters help ensure PI objectives are smart (Specific, Measurable, Achievable, Realistic, and Time-bound) and are written in a way everyone can understand. The Scrum Master often facilitates Business Owners and team collaboration during business value assignments.

Supporting Iteration Execution

SAFe Scrum Masters support the team during the iteration, increasing the team’s likelihood of achieving its iteration goals and PI objectives, as illustrated in Figure 3.

Facilitating Successful ScrumXP Events

Scrum events create the heartbeat of Scrum, and the SAFe Scrum Master has a critical role in determining the success of each, as illustrated in Figure 3.

Collaborating with the PO

Since the Product Owner is accountable for maximizing the value of the solution resulting from the team’s work, an essential aspect of the SAFe Scrum Master’s role is to support the PO as the team delivers value. They do this by:

• Helping the PO and the team understand and apply the tools and techniques for customer-centricity and design thinking to build the right thing at the right time.
• Ensuring the team understands the need for clear and concise team backlog items and aligns to the ARTs capacity allocation for each work item type.
• Helping the team apply empirical planning and development where progress is based on observation and experimentation of working solutions in small increments
• Facilitating collaboration with other stakeholders as needed

Improving Flow

Establish the team kanban board.

SAFe ScrumXP teams use Kanban systems to visualize the work and enhance flow. Implementing an effective Kanban system adapted to meet the needs of a specific Agile Team is based on the type of work performed (e.g., software development, marketing, hardware), the team members’ skills, and their role in the ART.

Establishing the Team Kanban system is best done by involving the entire team with the guidance and facilitation of an experienced coach. The SAFe extended guidance article, Applying Kanban in SAFe , describes how to establish a Kanban system as well as how the Kanban systems are connected in SAFe. Figure 4 below illustrates an example of a Team Kanban board.

Measure and Optimize Flow

SAFe Scrum Masters help the team establish a system of metrics to assess and improve its overall performance. Specific measures for Flow, Competency, and Outcomes are described in Metrics .

Flow Metrics helps the Scrum Master and the team evolve its process iteratively and continuously adapt to fit the team’s needs. After defining the initial process and WIP limits and executing for a while, bottlenecks should become visible. If not, the team refines the process or further reduces some WIP limits until it becomes evident that a workflow state is overloaded or starving. Other coaching opportunities for optimizing flow might include merging or splitting steps, adding buffers, swim lanes and classes of service, or redefining workflow states.

Build Quality In

Agile Teams operate in a fast, flow-based system to quickly develop and release high-quality business capabilities instead of performing most testing at the end. The SAFe Scrum Master coaches Agile Teams to create and execute many tests early, often, and at multiple tiers. For example, unit tests are defined for code changes using Test-Driven Development (TDD), Behavior-Driven Development (BDD), and feature benefit hypothesis testing using Lean-UX are applied for Story, Feature, and Capability acceptance testing. Built-in Quality ensures that Agile development’s frequent changes do not introduce new errors and enables fast, reliable execution.

Building High-Performing Teams

Creating healthy Agile Teams is essential to creating high-value increments of working solutions. Fortunately, many of the ingredients for high-performing teams are built into SAFe by design. For example, Agile Teams in SAFe are small, cross-functional, and self-organizing. They are empowered to define and execute the work needed to accomplish the team’s objectives and those of the ART. Everyone agrees that all increments should meet a shared, scalable definition of done.

While every team is different, there are common characteristics that high-performing teams share. SAFe Scrum Masters are responsible for supporting and fostering the following team attributes:

• Self-management and taking ownership and accountability
• Aligned and collaborative
• Success focused on clear goals and purpose
• Effective decision-makers who understand their work’s impact on others
• Operate with open and transparent communication and trust
• Value diversity and healthy conflict
• Provide effective, timely feedback
• Highly engaged and have fun with work, and each other

Scrum Masters foster an environment for high-performing team dynamics, continuous flow, and relentless improvement. The Scrum Master mentors the team and creates an atmosphere of mutual respect, helping resolve interpersonal conflicts, and identifying growth opportunities. They assist the team in focusing on creating increments of high value for each iteration.

Become a More Effective SAFe Scrum Master

“Good leaders must first become good servants.” — Robert K. Greenleaf, father of servant leadership.

Every servant leader knows that their growth comes from facilitating the development of others who deliver the results. Scrum Masters serve the team and the larger organization.

The Scrum Master supports the overall adoption of SAFe across the enterprise by coaching stakeholders and non-agile teams on effective interactions with Agile Teams, participating in the Scrum Master Community of Practice, and supporting the organization’s SAFe Program Consultants (SPC).

As Lean-Agile leaders , SAFe Scrum Masters also advance the adoption of SAFe, leading by example and incorporating the Lean-Agile Mindset and SAFe principles into how they behave and perform their responsibilities, providing training and coaching, and being role models for others to follow.

Foster Collaboration on The Team

The SAFe Scrum Master role fosters more effective and cohesive teams, enabling better business outcomes, solutions, and products. They offer observations, feedback, guidance, and advice based on what they know and have seen work.

Coach with Powerful Questions

However, SAFe Scrum Masters do not have all the answers. Instead, they can ask powerful questions to uncover what’s essential, then guide others to tap into their knowledge and expertise. Some examples of powerful questions include:

• What brings us to this inquiry?
• What other possibilities or options exist?
• What is it we’re not seeing?
• What do we need to do to reach a deeper level of understanding?
• If success was guaranteed, what actions would you take?

By asking questions this way, Scrum Masters help teams improve their performance, solve more problems independently, make better decisions, learn new skills, and reach their goals.

Resolve Team Conflicts

Teamwork is the ultimate competitive advantage. However, many teams are dysfunctional, according to Patrick Lencioni, consultant and author of Five Dysfunctions of a Team . In his book, Lencioni suggests that an absence of trust leads to the other four dysfunctions. SAFe Scrum Masters help address these five dysfunctions with the SAFe practices illustrated in Figure 5.

Develop Team Skillsets

SAFe Scrum Masters work with team members and their functional managers to help them acquire T-shaped skills. A T-shaped individual has broad, general expertise in many areas and is an expert in one of these disciplines. They encourage team members to pair with others to expand their skills, take on tasks in another discipline and business domain, and participate in training courses and reading books to become continuous learners.

Improving Program Performance

SAFe Scrum Masters help teams improve the overall program performance through the following activities:

Facilitate Cross-Team Collaboration

Cross-team collaboration is a hallmark of high-performing teams. Agile Teams need to cooperate across departments to bring whole product solutions to market. SAFe Scrum Masters nurture an environment where cross-team collaboration thrives and is supported by practices that offer opportunities for teams to work together, for example:

• Alignment to PI objectives, Vision, and Strategic Themes during PI planning and addressing dependencies using the program board
• Representing the team in the Scrum of Scrums, PO, and ART Syncs
• Attending other team’s DSUs and demos with relevant team members
• Participating in ART’s System Demos and Inspect & Adapt events

One of the significant benefits of working on and across teams is colleagues learn from one another. On an Agile Team, learning new skills makes everyone more valuable to the organization and better equipped to support each other’s work. It also guards against specialty skills becoming a bottleneck, which increases delays and reduces quality.

Build Trust with Stakeholders

The SAFe Scrum Master helps the team build trust with stakeholders. SAFe relies on a rolling wave of short-term commitments from Agile Teams and ARTs to assist with business planning and outcomes, resulting in improved alignment and trust between development and business stakeholders. These are communicated via PI objectives. While solution development is uncertain by its very nature, the business depends on teams for some amount of reliable, predictable forecasting. Too little predictability and the business can’t plan. Too much, and the organization has committed to longer-term plans, which are unreliable and limit agility. Business and technology stakeholders need something in between, which is the primary purpose of PI objectives.

Finish the PI

The end of each PI is a busy time for SAFe Scrum Masters. They often perform the following types of activities:

• Coach the IP Iteration . Scrum Masters help ensure the team does not schedule any work for the IP iteration during PI planning. Instead, they coach teams to use the IP iteration as an estimating buffer for meeting PI objectives and providing dedicated time for innovation, continuing education, PI planning, and the Inspect and Adapt (I&A) events.
• Help the team Inspect and Adapt Ensure the team is prepared for the I&A event, including the PI System Demo, quantitative and qualitative measurement, and the retrospective and problem-solving workshop. They help guide the team in the I&A activities and stay within the allotted timeboxes.
• Facilitate the problem-solving workshop. Scrum Masters provide coaching in root cause analysis, the ‘five why’s,’ and Pareto analysis. They ensure that the relevant work needed to deliver the identified improvements is planned and added to the Team Backlog .

Full or Part-Time Role?

The SAFe Scrum Master can be a part-time or full-time role, depending on the size of the team, the context, and other responsibilities. However, it can be challenging at the Enterprise scale to justify the need for a full-time Scrum Master for each Agile Team. SAFe takes a pragmatic approach, a team member sometimes takes the position with other duties, or they can support more than one team. However, during initial SAFe adoption, the job can be more intensive. It’s often beneficial to hire external Scrum Master consultants to mentor the teams and help them become experienced in Scrum and SAFe. These consultants will work with multiple teams and new Scrum Masters in the organization. And of course, to be effective, adequate training and experience are required.

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11 Things Scrum Masters Can Do To Help Their Organization

The scrum master role is often misunderstood. Frequently by scrum masters themselves. As scrum masters and change agents, we should be the leaders who serve the scrum team and the larger organization. I rarely encounter scrum masters who are relentlessly focused on changing the status quo in their organization.

In an article titled “ How does an organization know that it has great Scrum Masters? ”, I wrote how scrum masters are the catalysts for change, and being a change agent is hard! As scrum master, we are always at risk of being fired.

Here are 11 tips for coaching and supporting your organization as a scrum master.

1) Do the right thing, always!

We are the people who want to see our organizations working in a new and better tomorrow. As scrum masters, we have to find ways every day to inspire and influence others to understand and enact empirical and integral approaches for complex work. We have to bring awareness, energy, and a can-do attitude every day to our work. We need to demonstrate an unwavering commitment to doing the right thing in every action we take and every decision we make, especially when no one's looking. We need to be the change that we want to see in others.

2) Teach others in the organization 

As scrum masters, we could help identify the training needs of teams and stakeholders and proactively offer assistance and direction.

Related Article: Developers hack code. ScrumMasters "hack" people

3) Support communities of practice (CoPs)

We can help build healthy CoPs that foster professional networking, personal relationships, and knowledge sharing with people across the entire organization.

4) Organize virtual lunch and learns

We can help organize and facilitate virtual "Lunch and Learns" or "Show & Learn" sessions as voluntary meetings, training, or presentations. Virtual Lunch &  Learns are a great way to help your organization keep employees engaged, build relationships, and learn new skills.

5) Help design process for removing organizational impediments

As scrum masters, we need to be removing barriers. We need to take an end-to-end focus on the flow of work through a system. Impediments to more predictable delivery and shorter cycle times are most often caused by organizational impediments. These may be structural, procedural, policy, technical, cultural, etc. Organizational impediments most often cause impediments to more predictable delivery and shorter cycle times. We need to focus more generally on removing impediments to the flow of value. Being intentional and deliberate about designing the process for eliminating impediments is a necessary step to making this work.

Related Article: Help Your Scrum Team Discover and Solve Impediments

6) Assist with facilitation and company-wide retrospectives

We could facilitate organizational events and help others in the organization make better decisions. Our teams conduct retrospectives to identify problems and improve our team outcomes. However, many companies do not apply this lesson to identify and fix company-wide issues. Retrospectives are a much superior tool to questionnaires and surveys to identify company issues. The outcome is a set of problems that the company leadership can often quickly solve once identified or taken into account.

7) Be more self-aware and know your blindspots

We all have blind spots when it comes to our abilities. Coaching starts with us, but it’s not about us. Being the kind of scrum master that the organization needs most, doesn’t happen overnight. It requires constant awareness and practice.

8) Work with other scrum masters and change agents

Work with other scrum masters and change agents to increase the effectiveness of the application of Scrum in the organization. We can use skills assessment to identify gaps and opportunities to pair and learn from each other.

9) Help with problem-solving

As scrum masters, we can help others become better problem solvers. We can facilitate and teach others how to do causal loop diagramming and improve their sense-making skills when solving problems.

10) Help eliminate waste

Help others understand the roots of lean thinking and explain the concepts of one-piece flow, pull, limit WIP , small batches, kaizen, reduce variability, and teamwork. We can help the organization minimize waste in the following areas: extra features, partially done work, additional processes, handoffs, defects, delays, and task switching. We could also lead and help with value stream mapping to better understand our current value streams.

Related Video: Eliminating the 7 Wastes of Software Development with Cross-Functional Teams

11) Think about what’s next

We can help with the cultural changes and make sure that we’re cultivating an agile culture of trust, transparency, and continuous learning. We can help others better understand the importance of focusing on outcomes, flow, transparency, and competency. We can collaborate with Human Resources to help them adopt an agile mindset and practices and help teams understand the importance of audit and how we can support the audit teams. As scrum masters, we can help the procurement teams identify a collaborative approach to agile contracts.

Undoubtedly, as scrum masters, we play an indispensable role in our organization. We are the glue that holds the application of the scrum framework together in an organization. We are the cooks and chefs of our organization.

How are you helping your organization? What have you seen work when it comes to changing the status quo?

Looking for more scrum master resources? Explore this collection of articles and videos. 

Miljan Bajic is a very passionate agile coach who truly enjoys challenges. As a Certified Agile Coach® (CEC), trainer (CST®), and mentor, he has supported many organizations in their agile and lean journeys. Additionally, he teaches Agile Leadership and Process Improvement at the University of Southern Maine and Organizational Change at the University of Southern New Hampshire. Miljan is also a frequent speaker having participated in many international conferences and agile events in Europe and the United States.

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Problem-Solving Workshop

A collaborative learning environment designed to help participants develop skills to identify and solve problems. product glossary problem-solving workshop also called: problem-solving session and problem-solving exercise see also: how might we , hypothesis statement , premortem , problem statement , six thinking hats , swot analysis , affinity diagram , circles method , design thinking , jobs-to-be-done framework (jtbd) relevant metrics: attendance and engagement, pre- and post-workshop assessments, goal achievement, participant satisfaction, knowledge retention, application of skills, networking and collaboration, and commitment to continuous improvement in this article what is a problem-solving workshop.

A Problem-Solving Workshop is a collaborative event in which a group of people come together to identify and solve a problem. It is a structured process that involves brainstorming, analyzing, and developing solutions to a problem. A problem-solving workshop is a rapid session that helps you:

• Unlocking the Core of the Issue . A problem-solving workshop serves as an accelerated session designed to delve into the underlying cause of a dilemma, enabling participants to better comprehend its complexities.
• Generate ideas . With a deeper understanding of the problem at hand, participants rapidly brainstorm potential solutions. They then carefully assess these ideas, ensuring their feasibility and effectiveness in addressing the issue.
• Evaluating ideas . Participants scrutinize their proposed ideas, determining their robustness and ability to withstand potential challenges to ensure that only the most viable and reliable solutions are considered for implementation, enhancing the likelihood of successfully resolving the problem.
• Make a plan to test or implement . Equipped with a well-rounded perspective and carefully evaluated solutions, the workshop empowers attendees to devise a strategic plan for testing or implementing their chosen resolution, ultimately guiding them toward the ideal solution to their problem.

The workshop typically begins with a discussion of the problem and its context. Participants then brainstorm potential solutions and evaluate them based on their feasibility and potential impact. After the brainstorming session, the group works together to develop a plan of action to address the problem. This plan may include changes to existing processes, new procedures, or other solutions.

The Problem-Solving Workshop is an effective way to identify and solve problems in the context of Product Management and User Experience. It allows for a collaborative approach to problem-solving, which can lead to more creative and effective solutions. It also allows for a structured approach to problem-solving, which can help ensure that the problem is addressed in a timely and efficient manner.

Where did Problem-Solving Workshops come from?

The idea of coming together to solve problems can be traced back to ancient human societies that held gatherings to discuss issues and find solutions. In modern times, problem-solving workshops have been shaped by developments in various fields like psychology, education, management, design, and innovation.

Some significant influences on problem-solving workshops include:

• Brainstorming . Alex Osborn, an advertising executive, introduced brainstorming in the 1940s as a group creativity technique to generate ideas and solve problems. This method encouraged people to share their ideas freely, no matter how wild, and suspend judgment during the idea-generation process. Brainstorming has since been incorporated into many problem-solving workshops.
• Quality circles . In the 1960s, Japanese companies introduced quality circles, which are small groups of employees who meet regularly to discuss and solve work-related problems. These circles aimed to improve the quality of products and processes by involving employees in problem-solving and decision-making. The concept of quality circles has inspired many problem-solving workshops in various industries.
• Design thinking . The design thinking methodology, pioneered by companies like IDEO and Stanford University’s d.school, has played a crucial role in shaping modern problem-solving workshops. Design thinking is a human-centered approach to problem-solving that encourages empathy, experimentation, and collaboration. It involves a series of steps, such as empathizing, defining, ideating, prototyping, and testing, which can be adapted to various problem-solving workshop formats.
• Lean and Agile methodologies . Lean and Agile methodologies, which originated in the manufacturing and software development sectors, respectively, have also influenced problem-solving workshops. These approaches emphasize collaboration, continuous improvement, and rapid iteration to achieve better results.
• Facilitation techniques . The growth of professional facilitation has also impacted problem-solving workshops. Skilled facilitators use various tools and techniques to guide groups through problem-solving processes, ensuring that the workshop’s objectives are met and that participants stay engaged and focused.

Why should I conduct a problem-solving workshop?

Conducting a problem-solving exercise can be beneficial in several ways. It can help individuals or teams to:

• Identify the root cause of a problem . By engaging in a structured problem-solving exercise, participants can gain a deeper understanding of the issue and identify the underlying causes.
• Generate new ideas and solutions . By brainstorming and evaluating various solutions, individuals or teams can develop creative and effective solutions that they may not have thought of otherwise.
• Encourage collaboration and teamwork . Collaborative problem-solving exercises can foster a sense of teamwork and create a shared sense of ownership and responsibility for the problem and the solution.
• Improve decision-making . By evaluating various options and considering different perspectives, participants can make informed and effective decisions that take into account a wide range of factors.
• Enhance learning and development . Problem-solving exercises can provide opportunities for individuals or teams to learn new skills, practice critical thinking, and develop problem-solving abilities that can be applied to future challenges.

How to run a problem-solving workshop

Step 1: assemble a well-rounded team.

Gather individuals with diverse backgrounds, skill sets, and perspectives who are relevant to the problem at hand. This may include team members, cross-functional collaborators, subject matter experts, or stakeholders. A diverse group will enhance the ideation process and facilitate a more comprehensive understanding of the issue.

Consider the following factors:

• Diversity . Assemble a team with a mix of expertise, backgrounds, perspectives, and roles relevant to the problem. Diversity encourages creative thinking and helps avoid groupthink or blind spots.
• Relevant stakeholders . Ensure that key stakeholders, including decision-makers, subject matter experts, and those directly affected by the problem, are included in the workshop. Their insights and buy-in are crucial for the success of the proposed solutions.
• Size of the group . Aim for a group size that allows for effective collaboration and communication. Ideally, the group should be large enough to generate a variety of ideas but small enough to facilitate productive discussions. Typically, a group of 6-10 participants is considered optimal for a problem-solving workshop.
• Team dynamics . Select participants who are open-minded, willing to collaborate, and capable of engaging in constructive discussions. The right balance of personalities is essential for fostering a positive atmosphere and effective teamwork.
• Establish clear roles . Assign roles and responsibilities to participants, such as a facilitator to guide the workshop, a timekeeper to monitor progress, and a note-taker to document key points and decisions. Clearly defined roles help ensure the smooth flow of the workshop.
• Preparation . Communicate the workshop’s purpose, goals, and expectations to participants beforehand. Encourage them to familiarize themselves with the problem and come prepared with any relevant data or insights. This will enable a more focused and productive discussion during the workshop.

Step 2: Establish the Objective and Scope

Clearly define the purpose and goals of the workshop. Ensure that all participants understand the problem to be addressed, its context, and any constraints or limitations. Set a time limit for the workshop to maintain focus and efficiency.

Consider the following:

• Preparation and research . A facilitator should be well-prepared with a thorough understanding of the problem, its context, and the workshop’s objectives. This may involve conducting research, reviewing relevant materials, and consulting with key stakeholders or subject matter experts beforehand.
• Active listening . Practice active listening during the workshop to ensure participants feel heard and understood. Encourage questions and clarifications to address any misunderstandings or ambiguities regarding the problem, scope, or objectives.
• Flexibility and adaptability . Be prepared to adjust the workshop’s objectives or scope if new information or insights emerge during the discussion. Maintain an open-minded approach and adapt to the needs of the group while ensuring that the workshop remains focused and productive.
• Time management . Monitor the workshop’s progress and allocate time appropriately for each stage. If necessary, intervene to refocus the discussion, maintain momentum, or transition to the next step in the problem-solving process.

Each of the following workshop exercises can contribute to the success of establishing a clear objective and scope by helping participants gain a deeper understanding of the problem, its context, and the needs of those affected, leading to a clearer definition of the objective and scope:

• Six Thinking Hats . This exercise, developed by Edward de Bono, encourages participants to approach the problem from six different perspectives, represented by metaphorical “hats.” These perspectives are: facts and information (white hat), emotions and feelings (red hat), cautious and critical thinking (black hat), optimistic and positive thinking (yellow hat), creative and alternative thinking (green hat), and process and organization (blue hat). This technique can help the group establish a more comprehensive understanding of the problem, its context, and potential constraints, leading to a clearer definition of the objective and scope.
• Stakeholder Mapping . In this exercise, participants identify and analyze the key stakeholders involved in or affected by the problem. This helps the group understand the different perspectives, priorities, and needs of these stakeholders, providing valuable context for the problem-solving process. By considering stakeholder needs and concerns, the workshop can better define the objective and scope while ensuring that potential solutions address relevant issues.
• Empathy Mapping . This exercise helps participants gain insight into the needs, motivations, and challenges of the individuals affected by the problem, such as customers, users, or team members. By creating an empathy map, the group can better understand the problem from the perspective of those who are directly impacted. This understanding can help the group establish a clearer and more focused objective and scope for the workshop, ensuring that potential solutions address the most critical concerns of the affected individuals.

Step 3: Identify the Right Problem and Root Cause

Begin the workshop by collectively discussing the problem to gain a deeper understanding of its nuances. Use techniques like the 5 Whys or Fishbone Diagram to identify the root cause of the problem, ensuring that the team’s efforts are directed towards solving the underlying issue rather than merely addressing symptoms.

Approach this step with a well-defined strategy that guides participants through the process of understanding the problem and its underlying factors. The facilitator plays a pivotal role in creating an environment that encourages open and honest dialogue, allowing participants to share their insights and collectively work towards identifying the root cause.

Strike a balance between allowing sufficient time for discussions and ensuring that the workshop maintains momentum and stays on track. The facilitator may need to intervene occasionally to refocus the conversation or steer the group towards the desired outcome.

Be prepared to adapt to the evolving dynamics of the workshop. They must be flexible and responsive to new insights or challenges that emerge during the discussions. If necessary, the facilitator may need to adjust the workshop’s objectives, scope, or methodology to ensure that the group remains focused on addressing the problem’s root cause.

Consider using one of these workshop exercises to identify the right problem:

• Five Whys . This technique involves asking “Why?” repeatedly to dig deeper into the problem and uncover the root cause. By using this approach in the workshop, participants can move beyond surface-level symptoms to identify the true source of the issue. The facilitator can guide the group through the Five Whys exercise, ensuring that the discussion stays focused and productive.
• Fishbone Diagram . Also known as the Ishikawa or cause-and-effect diagram, this tool visually represents the relationship between a problem and its potential causes. Participants brainstorm and categorize potential causes into distinct branches, which can help the group identify the root cause. The facilitator can lead the group through the Fishbone Diagram exercise, encouraging them to consider various aspects of the problem and promoting a comprehensive understanding.
• Round Robin . This brainstorming technique involves giving each participant a chance to contribute an idea or perspective on the problem in a structured and organized manner. This ensures equal participation and helps to gather diverse insights. Using the Round Robin method, the facilitator can facilitate discussions on the problem’s root cause by encouraging participants to share their thoughts and perspectives without interruption.
• Force Field Analysis . This exercise helps participants identify the driving and restraining forces that influence a problem. By analyzing these forces, the group can gain a deeper understanding of the underlying factors contributing to the issue. The facilitator can guide participants through the Force Field Analysis, helping them to identify and assess the various forces at play and facilitating discussions on how these forces might relate to the root cause of the problem.

Step 4: Generate Ideas to Solve the Problem

Encourage participants to brainstorm solutions, emphasizing the importance of open-mindedness and creativity. Utilize techniques like mind mapping, round-robin, or the six thinking hats to foster an environment conducive to idea generation. Ensure that all participants have an opportunity to share their thoughts, and discourage judgment or criticism during this stage.

Make sure that all participants feel comfortable sharing their ideas, no matter how unconventional they may seem. This requires the facilitator to create a non-judgmental and supportive atmosphere that promotes inclusivity and equal participation.

One critical aspect for the facilitator is the use of various brainstorming techniques and ideation exercises that can stimulate creative thinking and encourage diverse perspectives. By employing a mix of individual and group activities, the facilitator can cater to different thinking styles and preferences, ensuring that everyone contributes to the ideation process.

These workshop exercises are great for generating ideas to solve the problem you identified:

• Mind Mapping . This technique helps to visually organize information around a central concept, allowing participants to generate ideas in a structured manner. It encourages them to think about the problem from different perspectives and make connections between seemingly unrelated ideas, which can lead to creative solutions.
• Crazy Eights . In this exercise, participants are given eight minutes to sketch out eight different ideas on a piece of paper. The time constraint forces them to think quickly and encourages them to generate a wide variety of ideas. By sharing and discussing their sketches afterward, the group can build upon each other’s ideas and develop more innovative solutions.
• Reverse Brainstorming . This technique prompts participants to think about the problem from an opposite perspective, by asking them to come up with ways to make the situation worse. By challenging conventional thinking, reverse brainstorming helps uncover new insights and approaches that may not have been considered otherwise.
• How Might We . This exercise frames the problem as an open-ended question, starting with the phrase “How might we…?”. This positive and optimistic framing encourages participants to think creatively and generate ideas without constraints. The open-ended nature of the question also promotes collaboration, as participants can build on each other’s ideas to find innovative solutions.
• Forced Analogy . In this exercise, participants are asked to draw analogies between the problem at hand and unrelated objects or scenarios. This encourages them to think about the problem from a new perspective and come up with creative ideas that they may not have considered otherwise. The forced analogy technique can reveal hidden connections and inspire innovative solutions.
• SCAMPER . This is an acronym for Substitute, Combine, Adapt, Modify, Put to another use, Eliminate, and Reverse. Participants are prompted to think about the problem and generate ideas using each of these seven approaches. The SCAMPER technique encourages participants to look at the problem from different angles and find unique solutions.

Step 5: Evaluate and Refine Ideas

Once a range of potential solutions has been generated, evaluate their robustness and viability. Encourage participants to consider potential challenges, drawbacks, and risks associated with each idea. Use a decision matrix, SWOT analysis, or other evaluation tools to help compare and prioritize the proposed solutions.

Seek to create an environment where participants feel comfortable sharing their opinions and ideas while also being open to constructive feedback. The facilitator must balance encouragement and critical thinking, promoting an atmosphere where ideas are assessed objectively, and their merits and drawbacks are examined thoroughly.

Be aware of any biases, power imbalances, or dominant personalities that may influence the evaluation process. By skillfully navigating these dynamics, the facilitator can ensure that all voices are heard and that the evaluation process remains objective and fair.

These workshop exercises are great for evaluating and refining ideas.

• SWOT Analysis . This exercise requires participants to analyze the strengths, weaknesses, opportunities, and threats associated with each proposed solution. By conducting a SWOT Analysis, the group can thoroughly evaluate the viability and potential impact of each idea, identifying potential challenges and opportunities.
• Pros and Cons . In this exercise, participants list the advantages and disadvantages of each proposed solution. This method encourages participants to think critically about the potential outcomes of each idea, enabling the group to make a more informed decision.
• Poster Session . In this exercise, each proposed solution is presented on a poster, and participants are given time to review and provide feedback on each idea. The Poster Session promotes thoughtful consideration of each solution and allows for open discussion and collaborative evaluation.
• Plus/Delta . This exercise involves participants identifying the positive and negative aspects of an idea or solution. It can help to refine ideas by focusing on the strengths and weaknesses of each one.
• Affinity Mapping . This exercise involves grouping similar ideas together and can help to identify common themes and patterns. It can help to refine ideas by clarifying the relationships between different solutions.
• Assumptions Collection . This exercise involves identifying assumptions that have been made about the problem or solution and testing them to see if they are valid. It can help to refine ideas by identifying any flawed assumptions and correcting them.
• Force Field Analysis . This exercise involves identifying the forces that are supporting and opposing a proposed solution. It can help to refine ideas by addressing the barriers and challenges that need to be overcome for the solution to be successful.

By incorporating these workshop exercises, participants can thoroughly evaluate the proposed ideas to ensure they are robust and viable. These

Step 6: Select the Best Solution

As a group, decide on the most promising solution(s) based on the evaluation process. Discuss the reasoning behind the selection and ensure that all participants are on board with the decision.

To promote objectivity, encourage the use of predefined criteria or frameworks for evaluating the proposed solutions. By providing a structured approach to decision-making, participants will be better equipped to weigh the pros and cons of each idea, ultimately leading to a more informed choice.

This will also help you maintain a neutral stance throughout the selection process, allowing the group to discuss and debate the merits of each solution without bias. As a facilitator, your goal is to ensure that the group focuses on the problem at hand and avoids getting sidetracked by personal preferences or interpersonal conflicts.

If you see that the group is struggling to reach a consensus, you might need to guide them toward a decision. By summarizing the key points of the discussion and highlighting the most promising solutions, the facilitator can help the group make a well-informed decision that best addresses the problem.

The following workshop exercises are great for facilitating the selection process:

• Dot Voting . This method helps participants prioritize solutions by giving them a limited number of dots or stickers that they can distribute among the proposed ideas. The solutions with the most votes are considered the most promising and can be further discussed or refined.
• Fist to Five . This technique allows the group to quickly gauge the level of support for each solution. Participants indicate their level of agreement by raising a certain number of fingers (1 to 5), with five fingers signifying strong support. The solutions with the highest average scores are deemed the most favorable.
• Stack Ranking . In this exercise, participants rank the proposed solutions in order of preference, assigning a unique position to each idea. The facilitator then tallies the rankings and determines the overall order of preference for the group. This helps identify the top solutions based on collective input.
• Trade-off Sliders . This method encourages participants to consider the pros and cons of each solution by using sliders to represent various criteria, such as cost, time, or quality. Participants adjust the sliders to visually represent the trade-offs they are willing to make, and the facilitator synthesizes the results to identify the most viable solutions.
• SWOT Analysis . By evaluating each solution’s strengths, weaknesses, opportunities, and threats, participants can gain a comprehensive understanding of the potential outcomes and risks associated with each idea. This structured analysis helps the group make a more informed decision about which solution is best suited to address the problem.
• Decision Matrix . The facilitator creates a matrix with the proposed solutions as rows and the evaluation criteria as columns. Participants then score each solution based on how well it meets the criteria. The solution with the highest total score is considered the best option. This method promotes objective decision-making and allows for a clear comparison of the proposed solutions.
• Priority Mapping . This technique involves visually mapping ideas based on their importance and urgency. By using Priority Mapping, the group can quickly identify the most critical and time-sensitive ideas, ensuring that the most pressing solutions are prioritized for implementation.

Step 7: Develop a Plan for Implementation or Testing

With the chosen solution(s) in hand, create a detailed plan outlining the steps required for implementation or testing. Assign responsibilities, establish deadlines, and set milestones to ensure accountability and progress. Consider creating a pilot project or running tests to validate the effectiveness of the solution before a full-scale implementation.

Seek to guide the group in setting realistic timelines and defining clear roles and responsibilities. This involves promoting open communication, ensuring that everyone’s input is valued, and addressing any concerns that may emerge.

You might also consider to spend time establishing key metrics for monitoring success and setting up checkpoints to evaluate the success of the implementation, enabling the team to learn from their experiences and iterate on the solution as necessary.

The following workshop exercises work great for exploring an creating an implementation plan.

• Project timeline . A project timeline is an effective way to help the team map out the key milestones, tasks, and deadlines involved in implementing the chosen solution. It allows the team to visualize the project’s overall progress and identify potential issues that may arise during the implementation process.
• Future-Back Planning . Future-Back Planning is a technique that helps the team envision what success will look like in the future and work backward to identify the necessary steps to achieve that success. This approach can help the team develop a clear vision and strategy for implementing the solution.
• RACI Matrix . A RACI Matrix is a tool that can be used to clarify roles and responsibilities during the implementation process. It helps ensure that each team member understands their role in the project and can help prevent confusion or misunderstandings.
• Dependency Map . A Dependency Map is a visual tool that helps the team identify the interdependencies between different tasks or components of the project. This can help the team develop a more realistic and feasible plan for implementing the solution.
• Sailboat . The Sailboat exercise can be used to help the team identify potential obstacles or challenges that may arise during the implementation process. It involves visualizing the solution as a sailboat and identifying the factors that may help or hinder its progress towards the desired destination. This exercise can help the team proactively address any potential roadblocks and develop a plan to overcome them.

Step 8: Follow Up and Iterate

After the workshop, monitor the progress of the solution’s implementation or testing. Gather feedback, evaluate results, and make any necessary adjustments or refinements. Encourage open communication among participants, and consider scheduling follow-up meetings to review progress and address any emerging challenges.

The solution that was chosen may need to be adjusted or refined based on feedback or unexpected challenges that arise. As a facilitator, you should encourage team members to share their thoughts and ideas and foster an environment where experimentation and iteration are encouraged.

Find ways celebrate successes and acknowledge the efforts of the team throughout the process. This can help maintain morale and motivation for continued improvement and innovation.

Typical pitfalls when running a Problem-Solving Workshop

• Finding the Right Facilitator . Finding a facilitator who is knowledgeable and experienced in problem-solving techniques can be a challenge. It is important to find someone who can effectively lead the workshop and ensure that all participants are engaged and productive.
• Establishing Clear Goals . Establishing clear goals for the workshop is essential for its success. Without a clear understanding of the objectives, it can be difficult to ensure that the workshop is productive and successful.
• Creating an Engaging Environment . Creating an engaging environment for the workshop is key to its success. Participants need to feel comfortable and be able to focus on the task at hand.
• Managing Time . Time management is essential for a successful workshop. It is important to ensure that the workshop is structured in a way that allows for productive discussion and problem-solving.
• Ensuring Participation . Ensuring that all participants are actively engaged in the workshop is essential. It is important to create an environment where everyone feels comfortable to contribute and share their ideas.

Google is known for its commitment to fostering a culture of innovation and continuous improvement. The company regularly conducts workshops, hackathons, and brainstorming sessions to encourage creative problem-solving among employees. Google’s “20% time” policy, which allowed employees to dedicate 20% of their time to side projects, has led to the development of successful products like Gmail and Google Maps.

IDEO, a global design consultancy, is renowned for its human-centered, collaborative approach to problem-solving called “design thinking.” The company conducts workshops, both internally and for clients, to tackle complex challenges and create innovative solutions. This approach has helped IDEO to develop breakthrough products, such as the Apple mouse and the Palm V PDA.

Procter & Gamble (P&G)

P&G is a consumer goods company that has leveraged problem-solving workshops and open innovation programs to drive growth. They have held workshops and innovation sessions, such as the “Clay Street Project,” where cross-functional teams come together to tackle complex challenges and create new products. The company’s innovation initiatives have resulted in successful products like Swiffer, Febreze, and Mr. Clean Magic Eraser.

LEGO, the toy company known for its iconic plastic bricks, has used problem-solving workshops to foster innovation and drive business growth. The company has employed design thinking workshops to explore new product ideas and refine existing ones. LEGO’s commitment to problem-solving and innovation has led to the creation of successful product lines such as LEGO Mindstorms, LEGO Architecture, and LEGO Ideas.

• What is the purpose of the workshop?
• What are the objectives of the workshop?
• Who will be attending the workshop?
• What topics will be covered in the workshop?
• What methods will be used to facilitate problem-solving?
• What is the expected outcome of the workshop?
• How will the success of the workshop be measured?
• What is the timeline for the workshop?
• What is the budget for the workshop?

You might also be interested in reading up on:

• How Might We
• Hypothesis Statement
• Problem Statement
• Six Thinking Hats
• SWOT Analysis
• Affinity Diagram
• CIRCLES Method
• Design Thinking
• Jobs-To-Be-Done Framework (JTBD)
• Tim Brown @tceb62
• Tom Kelley @TomKelley74
• Jeanne Liedtka @jeanneliedtka
• Tendayi Viki @tendayiviki
• Dave Gray @davegray
• Lateral Thinking : Creativity Step by Step by Edward de Bono (1970)
• Thinkertoys : A Handbook of CreativeThinking Techniques by Michael Michalko (1991)
• Problem Solving and Decision Making : A Guide for Managers by Barry K. Baines (2000)
• The 5 Elements of Effective Thinking by Edward B. Burger and Michael Starbird (2012)
• Six Thinking Hats by Edward de Bono (1985)
• Innovation Games : Creating Breakthrough Products Through Collaborative Play by Luke Hohmann (2006)
• Gamestorming by Dave Gray (2010)

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8 Do-it-yourself workshops and experiments to help Scrum Teams engage and involve their stakeholders

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There is little point to Scrum when you don’t involve stakeholders. After all, Scrum Teams exist to deliver valuable and useful outcomes to their stakeholders. Yet, many Scrum Teams struggle to involve their stakeholders, and that makes this one of the core symptoms of Zombie Scrum.

For some, involving one or two internal stakeholders seems to be enough. For others, stakeholders can only be included when the entire product is done. But without their feedback, how can you be sure that what you’re building is the right thing?

We created 8 do-it-yourself workshops to help Scrum Teams engage and involve their stakeholders. Give it a try, and let us know how it went. Let’s unleash organizational superpowers, together!

Workshop #1:  Discover your stakeholders with a Stakeholder Map

Scrum Teams exist to deliver value to their stakeholders. It’s a bit of platitude, right? What is value? And who are the stakeholders? In this experiment, we share a practice called a “Stakeholder Map”. It’s designed to create transparency around who your stakeholders are, and how to most effectively involve them to determine what is valuable.

The Stakeholder Map is based on the premise that stakeholders vary in both their stake in the product as well as their influence over it.

Workshop #2:  Create transparency with the stakeholder distance metric

One of the most important ways Scrum Masters can help organizations improve is to create transparency. This experiment is about creating transparency about the distance between developers and stakeholders and what happens because of that. Periodically measuring the distance from the people building the product to the people using or paying for it can reveal many impediments to agility.

What is the distance between your Scrum Team and its stakeholders?

Workshop #3:  Diagnose your Scrum Team, together with your stakeholders

With the  Scrum Team Survey , you can create transparency with your team around five core questions: Are you building what stakeholders need? Are you shipping fast enough? Are you improve continuously? Do you have the autonomy to organize in the way that works best? And do the outcomes you generate  actually  add something valuable.

Until last week, our tool only allowed an inside-out perspective on these questions. How do Scrum Teams rate themselves on these five questions? But what if that perspective is skewed, heavily biased, or overly optimistic?

This is why our latest release of our Scrum Team Survey now allows teams to invite their stakeholders to offer their perspectives. In  this post , we talk you through what this change means. And what lies ahead.

The workshop “ Diagnose your team with the Scrum Team survey ” can be used to also include the stakeholder perspective.

To date, over 3.650 teams participated (and over 5.281 team members)

Workshop #4:  Clarify how to deliver value to stakeholders with Purpose-to-Practice

We designed this string to help you clarify why your product matters to your stakeholders and identify how your team should collaborate to deliver that effectively. This string taps into the five core components: purpose, principles, participants, structure, and practices. We recommend that you revisit and update the  purpose-to-practice  periodically.

Workshop #5:  Create product strategies together with stakeholders

We designed this workshop to help you clarify the success criteria of the product and what the Scrum Team and its stakeholders can do to support that success.

With this workshop, you become familiar with the Liberating Structures  Nine Whys  to clarify the purpose of the product,  Critical Uncertainties  to develop product strategies,  1–2–4-ALL  to define activities for the robust and hedging strategies, and  15% Solutions  to identify personal next steps.

Workshop #6:  Involve stakeholders in the Sprint Review with Shift & Share and W3

One obvious opportunity to involve your stakeholders is the Sprint Review. In this do-it-yourself workshop, we share a complete and tried-and-tested string of Liberating Structures to get more out of this important Scrum event. Turn your Sprint Review — in-person or remote — into a true “Feedback Party”!

The string is designed with virtual teams   in mind and includes,  Impromptu Networking ,  Shift & Share ,  What, So What, Now What , and 15% Solutions.

Workshop #7:  Refine tough or unclear Product Backlog items with stakeholders

In our work, we’ve consistently found that stakeholders — especially users — hold the key to refinement. When they have the opportunity to tell the story of how they would use a certain item, or what it means to them, everything tends to come into focus.

So we designed this string of Liberating Structures to leverage the perspective of your stakeholders. By bringing them in, you will find novel and creative ways to break-down and refine those tough and unclear items. Even better; it builds bonds between your Scrum Team and its stakeholders, and makes the purpose of your product clear.

Involve your stakeholders in Product Backlog refinement and cleaning up the backlog, together!

Workshop #8:  Clean up the Product Backlog together with stakeholders

The purpose of this workshop is to help your Scrum Team and its stakeholders to clean up the Product Backlog. The Product Backlog makes transparent all the work that needs to be done on the product to achieve a Product Goal. A huge Product Backlog decreases transparency because it is more difficult to see what’s truly important. Also, a seemingly endless amount of work can be quite demotivating for Scrum Teams.

If you think that your Product Backlog is too large, give this do-it-yourself workshop a try and let us know how it went! The string is designed with virtual teams   in mind and includes,  Celebrity Interview , Impromptu Networking, and 1–2–4-ALL.

For us, the community of Scrum practitioners is our stakeholders. With these 8 do-it-yourself workshops, we hope to deliver value to you. So, your feedback is highly appreciated. If you tried the workshops, let us know how it went. Your thoughts, ideas, and experiences are invaluable to us. Only together, we can create even more valuable content, and unleash the superpowers of Scrum Teams, all around the world!

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How can a Scrum Master help the team remain focused on achieving their Iteration goals?

• July 31, 2020

Mangesh Shahi

Table of Contents

A. By supporting the rules of the team process

B. By exhibiting Lean-Agile Leadership

C. By leading a team’s efforts in relentless improvements

D. By eliminating impediments

The correct answer is.

A Scrum Master can help the team remain focused on achieving their Iteration goals through multiple approaches, but among the options provided, the most directly impactful ways are:

• By supporting the rules of the team process
• By eliminating impediments

Why these are correct

• By supporting the rules of the team process: The Scrum Master supports the team by ensuring that all members understand and follow the team’s agreed-upon processes and practices. This includes facilitating ceremonies, ensuring timeboxes are respected, and helping the team adhere to the principles of Scrum and Agile. By reinforcing these rules, the Scrum Master helps maintain a structured environment where the team can focus on achieving their Iteration goals without being sidetracked by process ambiguities or disputes.
• By eliminating impediments: One of the Scrum Master’s primary responsibilities is to identify and remove impediments that may block the team’s progress. These impediments can be internal or external to the team, ranging from technical challenges to organizational barriers. By proactively addressing and eliminating these obstacles, the Scrum Master ensures that the team can maintain their focus on the work that moves them toward their Iteration goals.

Why the others are not as correct

• By exhibiting Lean-Agile Leadership: While exhibiting Lean-Agile leadership is important for a Scrum Master to inspire and influence the team positively, it’s more of an indirect approach to helping the team remain focused on their Iteration goals. Leadership qualities contribute to creating a positive work environment and promoting Agile values, but the direct actions of supporting team processes and eliminating impediments are more immediately impactful in keeping the team focused on their goals.
• By leading a team’s efforts in relentless improvements: Leading efforts in relentless improvement are crucial for long-term team development and efficiency. However, this focus is more on continuous improvement over time rather than directly keeping the team focused on achieving specific Iteration goals. While important, it’s a broader responsibility that includes reflecting on past Iterations and identifying opportunities for process enhancements, rather than the day-to-day focus required to achieve specific

Other SAFe Scrum Master Question – What is the primary goal of decentralized decision-making?

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