Discover the practical steps you need to take within your first 3 months on the job to confidently solidify your position in your Scrum Team. Image Imagine your company has recently asked you to take over the Scrum Master role within your Scrum Team, or maybe you've personally chosen to pursue a leadership position in…
Discover the practical steps you need to take within your first 3 months on the job to confidently solidify your position in your Scrum Team. Image Imagine your company has recently asked you to take over the Scrum Master role within your Scrum Team, or maybe you've personally chosen to pursue a leadership position in…
Then, obviously, you are at the beginning of your Scrum Mastery journey, which is a challenging adventure.
So, most likely, you are experiencing these worries and fears:You feel anxious: Picture yourself in your first month on the job. You simply don’t know where to start, and you feel lost, anxious, and overwhelmed.
No mess up: You don’t want to mess up, and you feel time is tight and you need to prove yourself soon.
You want to prove yourself: You want to prove that your company has made the right decision by appointing you to the Scrum Master role.
You need a practical pathway: You want to solidify your position in your Scrum Team within the first few months, but you don’t have a practical pathway to do it.
In context
- Topic: Proyectos, PMO y Riesgos — Gestión de proyectos, oficinas de proyecto y riesgo del portafolio.
- Source: Scrum.org
- Published: 14/10/2026
Continue reading at the original source →
Excerpt published automatically by the site radar. The full text belongs to its publisher and is linked above.
Why it matters
In project management, nearly everything discussed as a technical problem is really a problem of expectations badly negotiated at the start. Scope, time and cost were agreed at a moment when nobody had enough information, and afterwards nobody wanted to reopen the conversation.
What I look at first in a case like this is not the plan, it is how often it gets corrected. A project that replans every month with fresh data lands far closer than one that spends a year defending the baseline it signed when it knew least.
What usually goes wrong
Where it usually breaks is the handover to operations. The project is declared finished when it is delivered, not when the receiving area can sustain it. Three months later the team has dissolved, nobody documented anything, and operations lives with something it does not understand and cannot change.
What to watch
- Who the sponsor is and how often they actually show up — not on the org chart, in the calendar.
- Whether the status report shows any red projects: an all-green portfolio is a portfolio without information.
- Which risks are identified, who owns each one, and when they were last reviewed.
How I read this entry
The way I would bring this down to earth is by shrinking the size of the deliveries. An eighteen-month project with nothing visible before month twelve is a bet, not a plan. I would rather have six deliveries that stand on their own, even if the total takes a little longer, because each one corrects the course.
This entry is an excerpt from the original source, selected by the site radar. The commentary above is the site's own and does not belong to the cited publisher.
Comments
No comments yet. Yours can be the first.
Living through this in your own team?
Open the chat and tell me how you're handling it. I'm interested in comparing notes.
