Scrum Master helps remove impediments. Scrum Master is also accountable for team’s self-management. So how do these two contradictions work together? Well, the truth is: not everything that seems to be an impediment is actually an impediment.

I have already discussed the topic of self-organization (self-management) before through the lense of a Scrum Master’s role. In this latest video, I talk a bit more about impediments.

What is an impediment?

Team often replace the word “impediment” with “blocker”. While it seems like these are the same words, I would argue that “impediment” represents the essense of what the Scrum Master is accountable for much better.

In my book, impediment – is an issue or a challenge the team is unable to resolve on their own. It’s not only outside of their control, it’s outside of their influence.

So what does it mean for the team and their self-management? Let me tell you a bit more about that in this video:

Scrum Team is self-managing

One of the essential characteristics of a Scrum Team is that they are self-managing, “meaning they internally decide who does what, when, and how”.

Self-management doesn’t stop there. It also means that the team is self-sufficient and doesn’t rely on a single person to solve all their problems. Otherwise, they would be waiting around on someone, while they could resolve the issue themselves.

This, of course, means that if a blocker can be potentially resolved by the individual, or by Developers, or by the Scrum Team together – it should be. As a minimum, they have to try first.

What can you do as a Scrum Master?

With a much better understanding of impediments and self-management, you should now have a plan. Let me give you some pointers.

• Whenever your team raises a blocker and turns it to you to resolve, look at it closely. Is it really an impediment? Or is it something the team has control or influence over?
• If it’s not an impediment, take stances of a teacher and a coach. Ask the team what can be done. Be as blunt as saying that you don’t know how to approach this situation, and ask for their help. Direct them towards a solution they can implement themselves.
• Offer help, but don’t take charge. If the solution to the issue is a bit too daunting to your team (say they need to go talk to a manager), suggest doing it together. However, don’t take this off their hands – it’s still on them to resolve it.

Your goal is to provide the tools and knowledge the team needs to be self-sufficient first, so that you can actually go on vacation once in a while!

With this I’m going to leave you to it. Continue bringing benefits of Scrum into your team and organization.