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Some Common Problems That A Scrum Master Faces

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The Scrum Master has the primary role of facilitating this work strategy and ensuring that there is no impediment in the team’s efforts at achieving their sprint target. However, small glitches and unexpected errors always occur, and some are so common that all scrum masters should have some prepared or prospective solutions ready for them. It is not only time-saving and efficient, but also allows for the sharpening of one’s crisis management abilities in the long run.

One of the most common problems that occur is that the product owner is unable to give the team the product backlog in time. Not knowing the priorities of the product owner, it is difficult for a development team to go forth in action.

In such a scenario, the scrum master can choose from among various options, depending upon the exact circumstances. Either the entire team could be allowed to take a break from sprinting, especially if the delay is supposed to be by a day or two. On the other hand, a development team could also carry on with its planning meetings without giving priority to backlog, especially if the team has already completed some successful sprints Scrum Master.

The team can then create a rough draft of priorities if they are familiar with the general direction the product is taking and present it to the Product Owner for approval or amendment. Also, the team could take this break as an opportunity to review their work and gather feedback in order to further improve the scrum process.

Another issue which is fairly common, especially in MNC’s where a great amount of work is conducted overseas, is that strict time boxed sprints are not maintained. However, to ensure that the scrum pattern is followed, a strict policy should be followed wherein such breach of procedure is unacceptable. If extreme situations are faced, the sprint completion can work upon a model of incentives as well. Also, in most scenarios, overseas units are usually unaware of Scrum and how it works. Therefore, proper training, albeit a concise, short one must be conducted for otherwise the sailing shall not be smooth.

Many scrum masters also grapple with the question of whether it shall be better for an entire development team work on a particular aspect, complete the corresponding sprint and move on to the next, or the team be divided with various different groups handing different aspects at the same time.

The solution to this dilemma is dependent on various factors such as size of the team, the time constraints, the nature of the project, and so on and so forth. Often a master may choose to try both the techniques before selecting one as the standard, or choose not to have a standard method at all.

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