Stand-ups - Facilitate daily stand-ups (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 tool, Jira software or otherwise, is working well.
1 on 1s Meet individually with team members and stakeholders as needed. Iron out team disagreements about process and work styles. While many scrum practitioners are anti-1on1, as they believe these communications should happen during stand-ups, some teams, particularly for new teams, 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 be prepared to 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.
Stand-ups - Facilitate daily stand-ups (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 tool, Jira software or otherwise, is working well.
1 on 1s Meet individually with team members and stakeholders as needed. Iron out team disagreements about process and work styles. While many scrum practitioners are anti-1on1, as they believe these communications should happen during stand-ups, some teams, particularly for new teams, 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 be prepared to 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.