scrum master
One fine day, my co-worker asked me a question — Can you make me a Scrum Master?
有一天，我的同事问我一个问题- 你可以让我成为Scrum Master吗？
He had five years of working experience. I knew him for the last six months as a QA engineer. Before being a QA engineer, he was a functional analyst.
他有五年的工作经验。 在过去的六个月中，我认识他，担任质量检查工程师。 在担任质量检查工程师之前，他是职能分析师。
For a moment, I thought of having a career conversation with him. He, himself, might be capable of becoming one. He might have all the required traits. He might already know the rules of the game. The next second, I thought of asking —
一会儿，我想到了和他进行职业对话。 他本人可能有能力成为一体。 他可能具有所有必需的特征。 他可能已经知道比赛规则。 在下一秒钟，我想到要问-
Why does he want to be a Scrum Master? Why leave QA? Where does he want to see himself in the next three years, five years? What motivates him the most?
他为什么要成为Scrum Master？ 为什么要离开质量检查？ 在接下来的三年，五年中，他想在哪里看到自己？ 最能激励他的是什么？
But then I hesitated and asked myself —Can I make him a Scrum Master?
但是后来我犹豫了一下，问自己-我可以让他成为Scrum Master吗？
- If I have to hire a Scrum Master, whom should I hire?What should I be looking for in that person? 如果我必须聘请Scrum Master，那该找谁？
- Should I be looking for a person already experienced as Scrum Master? 我应该寻找已经有Scrum Master经验的人吗？
- Will I be able to train an amateur to be a Scrum Master? 我可以训练一名业余选手成为Scrum Master吗？
- Should I ask him to read the Scrum Guide, get a certificate, and start his journey as a Scrum Master? 我是否应该请他阅读《 Scrum指南》，获得证书并开始作为Scrum Master的旅程？
- Should I create a job position and name it, “Scrum Master trainee”? But, as a trainee, will he be able to uphold the value of Scrum? 我应该创建一个职位并将其命名为“ Scrum Master受训者”吗？ 但是，作为培训生，他将能够坚持Scrum的价值吗？
- Or is there more than this? Is Scrum Mastery an acquired skill? Or is it something that you just read about it and put in place? Or both? 还是不止如此？ Scrum Mastery是一种后天技能吗？ 还是您刚刚阅读并准备就绪的东西？ 或两者？
I decided to reread the Scrum Guide!
我决定重新阅读Scrum指南！
The Scrum Guide mentioned “Scrum Master” 35 times, including the table of contents. Let me call the role ‘SM’ from now on.
《 Scrum指南》包括目录在内共35次提到“ Scrum Master”。 从现在开始，我将角色称为“ SM”。
Let me go through a few relevant statements from the Scrum Guide to seek answers to whether I can make him a SM or not.
让我仔细阅读《 Scrum指南》中的一些相关声明，以寻求答案是否可以使他成为SM。
促进和支持Scrum (Promoting and Supporting Scrum)
“The Scrum Master is responsible for promoting and supporting Scrum as defined in the Scrum Guide.” — The Scrum Guide, 2017.
“ Scrum Master负责促进和支持Scrum指南中定义的Scrum。” — Scrum指南，2017年。
In the above statement, “Promoting” and “Supporting,” Scrum are the two keywords. One can promote and support Scrum by communicating the theory written in books and articles. Others can quote real project examples. Both approaches will work. With expertise, SM will be more adept at managing the challenges that the Scrum team might face.
在上面的语句“ Promoting”和“ Supporting”中，Scrum是两个关键字。 通过交流书籍和文章中的理论，可以促进和支持Scrum。 其他人可以引用真实的项目示例。 两种方法都行得通。 凭借专业知识，SM将更加善于应对Scrum团队可能面临的挑战。
With mere theoretical knowledge and no hands-on experience, it could be a little challenging for SM to uphold Scrum values. The SM may become a “Scrum Police”. This dysfunction may, in turn, fail the implementation of the Scrum Framework.
仅凭理论知识，没有实践经验，SM坚持Scrum价值观可能会有些挑战。 该SM可能会成为“ Scrum Police”。 反过来，这种功能障碍可能会使Scrum Framework的实现失败。
Let us proceed to the next statement from the Scrum Guide.
让我们继续进行Scrum指南中的下一个声明。
仆人领导 (Servant Leadership)
“The Scrum Master is a servant-leader for the Scrum Team.” — The Scrum Guide, 2017.
“ Scrum Master是Scrum团队的仆人领导。” — Scrum指南，2017年。
Let us try to understand if servant leadership can be taught.
让我们尝试了解是否可以教授仆人的领导能力。
Robert K. Greenleaf coined the term “Servant Leadership” in 1970. He has explained Servant Leadership in his essay The Servant as a Leader. The essay describes some of the characteristics and activities of servant leadership. It discusses how servant leadership can make a difference in society.
罗伯特·格林利夫(Robert K. Greenleaf)于1970年创造了“仆人式领导”一词。他在论文《领导者的仆人》中解释了仆人式领导。 本文描述了仆人领导的一些特征和活动。 它讨论了仆人的领导如何在社会上有所作为。
Larry C. Spears mentioned the ten most essential characteristics of Servant Leaders. — in the Journal of Virtues and Leadership.
拉里·C·斯皮尔斯(Larry C. Spears)提到了仆人领袖的十个最基本特征。 —在《美德与领导杂志》上。
These are — Listening, Empathy, Healing, Awareness, Persuasion, Conceptualization, Foresight, Stewardship, Commitment to the growth of people and Building community.
这些是-听力，同理心，治疗，意识，说服力，概念化，远见，管理，对人的成长的承诺和建立社区。
Servant Leadership is a personality trait. It is an attitude, a style. The ability to be a servant leader matures with experience. People can grasp the concept of servant leadership. But, the display of servant leadership is way above just reading articles about it. The theory is good, but experience is what you need to be a great servant leader.
仆人式领导是一种人格特质。 这是一种态度，一种风格。 成为仆人领袖的能力随着经验的成熟而成熟。 人们可以掌握仆人领导的概念。 但是，仆人领导的展示远比阅读有关它的文章要重要。 理论是好的，但是经验是成为一个伟大的仆人领袖所需要的。
For example, A Servant Leader will listen to every team member and ask the under-performant — “how can I help so that you can become great and start performing”. Rather than being a team boss and saying — “come to me with a solution and not a problem”.
例如，一位仆人领袖会听取每个团队成员的意见，并询问表现不佳的人：“我将如何提供帮助，使您变得出色并开始表现”。 与其成为团队负责人，而不是说“给我解决方案而不是问题”。
Will we be able to teach Servant Leadership? Will our “wanna-be SM” be able to learn it? Or does he already have it? We may assess the skill.
我们将能够教授仆人领导力吗？ 我们的“想成为SM”可以学习吗？ 还是他已经拥有了？ 我们可能会评估技能。
Now, let us look at what the Scrum Guide says about SM’s “service to the Product Owner.”
现在，让我们看看《 Scrum指南》中关于SM的“产品所有者服务”的内容。
经验环境中的产品计划 (Product Planning in an empirical environment)
“Ensuring that goals, scope, and product domain are understood by everyone on the Scrum Team as well as possible.”
“确保Scrum团队的每个人都尽可能了解目标，范围和产品领域。”
“Helping the Scrum Team understand the need for clear and concise Product Backlog items.”
“帮助Scrum团队了解清晰明了的产品待办事项的需求。”
“Finding techniques for effective Product Backlog management.”
“有效的产品积压管理的查找技术。”
“Ensuring the Product Owner knows how to arrange the Product Backlog to maximize value.”
“确保产品负责人知道如何安排产品待办清单以实现最大价值。”
“Understanding product planning in an empirical environment.” — The Scrum Guide, 2017
“在经验环境中了解产品计划。” — Scrum指南，2017年
An amateur SM can understand the product domain. SM can even help their team understand it. SM can also learn the tools and techniques to manage the product backlog. SM can learn the formula of 3Cs (Card, Conversation, and Confirmation). An SM, with no hands-on experience, will also be able to provide value.
业余SM可以了解产品领域。 SM甚至可以帮助他们的团队理解它。 SM还可以学习管理产品积压的工具和技术。 SM可以学习3C的公式(卡片，对话和确认)。 没有实践经验的SM也将能够提供价值。
Ron Jeffries gave 3Cs formula for writing user stories.
罗恩·杰弗里( Ron Jeffrie)为3C提供了编写用户故事的公式。
With the help of this formula, they can collaborate with the Product Owner to write better user stories.
在此公式的帮助下，他们可以与产品负责人合作编写更好的用户案例。
But “understanding the product planning in an empirical environment” may become a challenge for SM, if the Product Owner does not have sufficient experience to handle it. An inexperienced SM may not be able to offer much to it. But will not having this understanding create any bottleneck? Maybe not. It could be that the Product Owner has good experience to perform product planning.
但是，如果产品负责人没有足够的经验来处理“了解经验环境中的产品计划”，对于SM来说可能会成为挑战。 经验不足的SM可能无法提供太多帮助。 但是，这种了解不会造成任何瓶颈吗？ 也许不会。 产品负责人可能具有执行产品计划的良好经验。
But if the Product Owner is unprepared and does not have much direction, it is SM’s role to guide the Product Owner. SM needs to encourage the Product Owner to explore how to follow the right path to product planning. An amateur SM might not be able to observe this behavior.
但是，如果产品负责人准备不足并且没有太多指导，则SM负责指导产品负责人。 SM需要鼓励产品负责人探索如何遵循正确的方法进行产品计划。 业余SM可能无法观察到此行为。
Now, let us look at what Scrum Guide tells us about “service to the Development Team.”
现在，让我们看一下Scrum指南告诉我们的“为开发团队提供服务”。
辅导与便利 (Coaching and Facilitation)
“Coaching the Development Team in self-organization and cross-functionality.”
“在自组织和跨职能方面指导开发团队。”
“Coaching the Development Team in organizational environments in which Scrum is not yet fully adopted and understood.”
“在尚未完全采用和理解Scrum的组织环境中指导开发团队。”
“Removing impediments to the Development Team’s progress.”
“消除开发团队进度的障碍。”
“Facilitating Scrum events as requested or needed.” — The Scrum Guide, 2017
“根据要求或需要促进Scrum事件。” — Scrum指南，2017年
As we see, “coaching” and “facilitation” are the two keywords in the above statements.
如我们所见，“教练”和“便利化”是上述陈述中的两个关键词。
“The underlying philosophy behind coaching is that we humans have immeasurable resources of energy, wisdom, ability, and genius waiting to be set in motion. We can create the life we want faster and more easily by partnering with a coach who helps us utilize these resources to facilitate change and realize our potential.” — As mentioned in LifeCoachTraining
教练背后的基本哲学是，我们人类拥有不可估量的能量，智慧，能力和天才，这些资源正等待被发动。 通过与教练合作，我们可以更快，更轻松地创造我们想要的生活，该教练帮助我们利用这些资源来促进变革并发挥我们的潜力。” —如LifeCoachTraining中所述
Can we measure coaching? I came across the CMI — Coaching Mindset Index.
我们可以衡量教练吗？ 我遇到了CMI-教练心态指数。
The Coaching Mindset Index™ (CMI) is a validated psychometric assessment which measures “how you coach” — versus how well you coach. It increases self-awareness of an individual’s coaching style and behaviors and enables you to accelerate your impact as a coach. Leadership with a Coaching Mindset | LinkedInwww.linkedin.com › showcase › leadership-with-a-coachi…
教练心态指数™(CMI)是一种经过验证的心理测验，可以衡量“您的教练方式”与您的教练水平。 它增强了个人对教练风格和行为的自我意识，使您能够更快地发挥教练的作用。 领导心态与领导力| LinkedInwww.linkedin.com›展示›领导能力…
Coaching is an essential element for the successful implementation of the Scrum Framework.
指导是成功实施Scrum框架的基本要素。
Will an amateur SM be able to coach well?
业余SM能够很好地教练吗？
What about Facilitation? To “facilitate” assists the team to achieve the desired outcome.
关于便利化呢？ “促进”协助团队达到预期的结果。
Facilitation requires techniques and skills quite different from those of traditional instruction. An hour or two of training and possession of a casually prepared company booklet on principles of facilitation are far from adequate preparation for becoming a facilitator.” — What Is Facilitation and Why Use It, R. Dismukes, G. Smith, Published 2017. DOI:10.4324/9781315255576–7
便利化所需要的技术和技能与传统教学完全不同。 一两个小时的培训和掌握一本关于便利化原则的临时编写的公司手册，远远不足以成为一名促进者。 -什么是促进和为什么使用它， R. Dismukes ， G.史密斯，2017年出版DOI： 10.4324 / 9781315255576-7
We need experience more than reading articles or books on facilitation.
除了阅读有关便利的文章或书籍之外，我们还需要更多的经验。
招聘启事 (Job Posting)
Since I was still not clear on responding to the question — “Can you make me a Scrum Master?” I thought of exploring further.
由于我仍然不清楚回答这个问题-“您能让我成为Scrum Master吗？ 我想到了进一步的探索。
I created a job posting. The job description of the posting was straightforward. It said — “Uphold Scrum, Coach, and Facilitates team. Help implement Scrum Framework across the organization. Help teams to deliver maximum value to our clients”.
我创建了一个职位发布。 该职位的职位描述很简单。 它说：“坚持Scrum，指导和促进团队。 帮助在整个组织中实施Scrum框架。 帮助团队为我们的客户提供最大价值”。
I received the following varieties of applications -
我收到了以下各种申请-
- Applications from people with QA expertise. They are currently practicing the Scrum Framework in their projects. They have some Scrum Master certifications in their kit and looking for an opportunity to become SM. 具有QA专业知识的人员的应用程序。 他们目前正在其项目中实践Scrum框架。 他们的套件中包含一些Scrum Master认证，正在寻找成为SM的机会。
- Applications from Project Managers who had been delivering projects but not using Scrum. They have undergone Scrum training. They are waiting for the right occasion to implement and practice their knowledge. 来自曾交付项目但未使用Scrum的项目经理的应用程序。 他们已经接受了Scrum培训。 他们正在等待正确的时机来实施和实践自己的知识。
- Applications from managers whose organizations are in the process of Agile Transformation. They have undergone Agile training and according to them they are ready to play the SM role. But they do not have any prior SM experience. 组织正在进行敏捷转型的经理的应用程序。 他们已经接受了敏捷培训，并据此准备好扮演SM的角色。 但是他们之前没有任何SM经验。
- A developer who got so fascinated by Scrum that once she played the role of a temporary SM. She later found that it is her passion. 一个对Scrum着迷的开发人员，以至于她扮演临时SM的角色。 后来她发现这是她的激情。
- Experienced Scrum Masters. 经验丰富的Scrum大师。
My search made it clear to me that we have the following types of SM in the job market:
我的搜索清楚地表明，我们在就业市场中拥有以下类型的SM：
- Experienced SM. 有经验的SM。
- Experienced PM (project managers), trained on Scrum and Agile. 经验丰富的项目经理(项目经理)，接受过Scrum和Agile培训。
- Experienced people who have not done project management but have received training on Scrum and Agile 经验丰富的人员，他们没有进行项目管理，但是已经接受了Scrum和Agile的培训
Our guy falls into the third type. And based on my observations on coaching, facilitation, servant leadership, I think it may not be easy for me to make anyone the SM. Well, now it was the time to answer the question. With all this knowledge and data that I had collected, I replied —
我们的家伙属于第三类。 根据我对教练，便利化和仆人领导的观察，我认为让任何人成为SM可能并不容易。 好了，现在该回答这个问题了。 凭借所收集的所有这些知识和数据，我回答-
“No, I cannot make you a Scrum Master. But, I can assist you in your journey to becoming a Scrum Master.” This is the skill that you have to learn yourself and improve with your experience. I can coach you, but I cannot make you a Scrum Master.
“不，我不能让您成为Scrum Master。 但是，我可以帮助您成为Scrum Master。” 这是您必须学习并随着经验而提高的技能。 我可以指导您，但不能使您成为Scrum Master。
Let us also look at the second type — experienced PMs with Scrum and Agile knowledge. These could be riskier. They have experience as Project Managers with a theoretical understanding of Scrum. This behavior can lead to multiple scrum anti-patterns. And before you know it, the Scrum implementation might have failed.
让我们也看看第二种类型-具有Scrum和敏捷知识的经验丰富的PM。 这些可能风险更大。 他们具有作为项目经理的经验，对Scrum具有理论上的理解。 此行为可能导致多个Scrum反模式。 而且在您不知道的情况下，Scrum实施可能会失败。
很少有智慧的话 (Few words of wisdom)
In his book “Scrum Mastery”, Geoff Watts has mentioned-
杰夫·沃茨(Geoff Watts)在他的《精通掌握》一书中提到-
“A good Scrum Master grasps the responsibilities of the role. A great Scrum Master grasps the skills and mindset of the role.”
“优秀的Scrum Master掌握了角色的职责。 出色的Scrum Master掌握了该角色的技能和思维定势。”
The knowledge of roles and responsibilities of the Scrum Master is not enough. To be a successful Scrum Master, one has to get into servant leadership’s mindset and culture. One has to learn and gain experience to coach and facilitate. One can read the Scrum Guide and millions of articles over the internet. One can get training and certifications. These certifications may prove that they have the skill to be a Scrum Master. However, for a successful implementation of Scrum, the team needs to understand the spirit of Scrum.
仅了解Scrum Master的角色和职责是不够的。 要成为一名成功的Scrum Master，必须深入了解仆人领导的思维方式和文化。 必须学习并获得经验来指导和促进。 人们可以通过Internet阅读《 Scrum指南》和数百万篇文章。 一个人可以得到培训和认证。 这些认证可能证明他们具有成为Scrum Master的技能。 但是，为了成功实施Scrum，团队需要了解Scrum的精神。
翻译自: https://medium.com/serious-scrum/knock-knock-can-you-make-me-a-scrum-master-500a83f5bf90
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