Describe how you coach a new Scrum team.

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The roles of a Scrum Master and a Project Manager are different in terms of their focus, responsibilities, and how they operate within a team or organization. Here’s a breakdown of the key differences.

Coaching a new Scrum team involves a combination of teaching the "what" and mentoring them on the "how." The goal isn't just to tell them the rules of Scrum, but to help them understand the principles behind it and empower them to become a self-organizing unit.

1. Start with the Basics

Begin by introducing the core concepts of Scrum:

• The Three Pillars: Explain transparency, inspection, and adaptation. These are the fundamental values that underpin the entire framework.

• The Five Events: Clearly define the purpose and time-box for each Scrum event: Sprint Planning, Daily Scrum, Sprint Review, Sprint Retrospective, and the Sprint itself. Explain why each event is essential for team collaboration and continuous improvement.

• The Three Roles: Describe the distinct roles and responsibilities of the Product Owner (the "what"), the Scrum Master (the "how"), and the Development Team (the "doers"). Emphasize that these roles work together as a single team.

2. Focus on "Why" Not Just "What"

Don't just list the rules; explain the value behind them. For example:

• Instead of "The Daily Scrum is a 15-minute meeting," say, "The Daily Scrum is a quick sync to inspect progress toward the Sprint Goal and adapt the plan for the day, which helps the team stay aligned and remove blockers."

• Instead of "The Sprint Retrospective is at the end of the Sprint," say, "The Sprint Retrospective is a safe space for the team to inspect their process and identify small, actionable improvements, which is the core of continuous improvement in Scrum."

3. Lead by Example

For the first few sprints, the Scrum Master should be highly involved, acting as a coach and facilitator.

• Facilitate the Events: Guide the team through each Scrum event, ensuring they stay on track and understand the purpose. For the first few Daily Scrums, you might need to remind them to talk about their progress toward the Sprint Goal instead of just giving status updates.

• Embody Servant Leadership: Proactively identify and remove impediments for the team. This demonstrates the value of the Scrum Master role and builds trust.

• Model Good Behavior: Show the team what it looks like to be transparent, to welcome feedback, and to own your mistakes.

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4. Encourage Self-Organization

Gradually step back and allow the team to take ownership.

• Empower the Team: Encourage the team to solve their own problems and make their own decisions. When they ask you what they should do, turn the question back to them: "What do you think is the best way to handle that?"

• Trust the Process: Let the team experience the natural learning cycle of Scrum. They might struggle with a Sprint Goal or a Retrospective at first, and that's okay. These experiences are valuable learning opportunities.

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