Causing the removal of impediments to the Scrum Team’s progress

Absence of piece, kein Frieden. (impediment)
Extinction of a culture, because they are squashed between nature and technology. They are using technology wrong (building virus) and should instead use technology to ensure total collaboration. Otherwise, the virus will be a great filter. (impediment)

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This article is about an interpretation of that sentence from the 2020 Scrum Guide. There is no real definition of “impediments” in there, or how each Scrum Master should cause this removal of impediments to the Scrum Team’s progress.

I’d like to show an interpretation of this sentence by using Extreme Teaching and Extreme Project Management. Extreme Programming is done by others.

  • Project Team (Basically a group of self-managed Scrum Teams, which solve their dependencies instead of managining them) should be large enough to tackle a large impediment,
  • Materialcosts near min. (Materialcosts would need to be handled decentral, and this shouldn’t have a negative impact on teamsize)
  • First milestone according to the Impedimentsize as soon as possible,
  • Collaboration (should be preferred means for Scrum Masters respecting the Scrum Values Openness, Committment, Courage, Focus) near max.,
  • Acceptable risk needs to be determined by each scrum team,
  • Impedimentsize near max.

Project Team size

There is a loose definition of how many members a Scrum Team would have at maximum in 2020 Scrum Guide: small, or typically 10 or fewer people. Minimum: The Scrum Team consists of one Scrum Master, one Product Owner, and Developers . Since it’s Developers, this would make 4.

Teamsize={4 — typically 10 or fewer people}

(Fun fact: in germany the number 4 is called vier, which is pronounced as “fear”. Since courage is one of the scrum values, maybe german teams could have 5— typically 10 or fewer people)

Larger Project Team size could be={11.040.000–typically 27.600.000 or fewer people} + some Scrum Masters, scrum masters not on Linkedin and their teams.

Fun fact: One of the two inventors of Scrum — Jeff Sutherland — mentioned in a scrum master training that the Scrum Master role is also based on, what he observed in Japanese teams. Some of those have an older team member without a hierarchy or management position towards the team, who supports them. This team member sometimes acts as Product Owner and Scrum Master alike.

Larger Project Team size now could be={11.040.000–typically 27.600.000 or fewer people} + some Scrum Masters, scrum masters not on Linkedin and their teams, and some Japanese Scrum Master/Product Owners and their teams.

“Scrum Master” isn’t handed to someone by somebody else, it’s not a position where a minimum set of skills would be required, it’s not a title and it isn’t even limited to being employed with a paycheck and can be done when sitting at home. Maybe a team is a family.

Even Larger Project Team size now could be={11.040.000–typically 27.600.000 or fewer people} + some Scrum Masters, scrum masters not on Linkedin and their teams, and some Japanese Scrum Master/Product Owners and their teams + more {determine by yourself how much more these teams should be}

Scrum is a lightweight framework that helps people, teams and organizations generate value through adaptive solutions for complex problems.

Still — there is an accountability in there:

The Scrum Master is accountable for establishing Scrum as defined in the Scrum Guide. They do this by helping everyone understand Scrum theory and practice, both within the Scrum Team and the organization.

What the organization would be, isn’t defined. The Scrum Teams would need to find that out by themselves.

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