Scrum Master 整天做什么？
引用维基百科：
Scrum 由 ScrumMaster 推动，他的主要工作是消除团队实现冲刺目标能力的障碍。 ScrumMaster 不是团队的领导者（因为他们是自组织的），而是充当团队和任何分散注意力的影响之间的缓冲区。 ScrumMaster 确保 Scrum 流程按预期使用。 ScrumMaster 是规则的执行者。”
在此基础上工作，而大多数企业一次运行 2-3 个项目的事实，SM 需要完成哪些实际工作任务来填补全职工作？或者，不是吗？有一份全职工作，并且负责其他工作，例如开发、销售等？
有 SM 有什么可以分享的吗？
To quote wikipedia:
Scrum is facilitated by a ScrumMaster, whose primary job is to remove impediments to the ability of the team to deliver the sprint goal. The ScrumMaster is not the leader of the team (as they are self-organizing) but acts as a buffer between the team and any distracting influences. The ScrumMaster ensures that the Scrum process is used as intended. The ScrumMaster is the enforcer of rules."
Working on this basis, and the fact that most businesses are running 2-3 projects at a time, what actual work tasks does a SM do to fill a full time job? Or, is it not a full time job and that individual do other things such as development, sales etc?
Do any SM's out there have anything to share?
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Scrum Master 就像团队的熊妈妈。 他们照顾团队的健康（项目方面），保护他们免受讨厌的外人的影响，并为团队消除任何障碍。 我为我的团队扮演 ScrumMaster，但我也是开发主管（同一团队！），参与技术讨论、设计讨论、协调我们团队的开发人员和 QA 之间的工作（如果他们自己还没有这样做的话）。 当时间允许时，我确实会尝试承担实际的开发任务来烧毁图表。
ScrumMaster 在多个团队中扮演这个角色不是非常分散注意力吗？ 天哪，我会觉得这很令人困惑。 哪个障碍又阻碍了哪支队伍？？ 等等谁在做这个任务？
Scrum Master is like the mother bear for the team. They look after the team's health (project wise), protect them from pesky outsiders and remove any obstacles for the team. I play ScrumMaster for my team but I am also a development lead (for the same team!) who takes part in technical discussions, design discussions, coordinating between the developers and QA on our team(if they arent already doing it themselves). I do try and take on actual development tasks to burn the chart down when time is available.
Isnt it extremely distracting for the ScrumMaster to play that role in multiple teams. God I would find that confusing. Which impediment is blocking which team again?? Wait who was working on this task??
正如人们普遍理解的那样，scrum-master 列表中的第一要务是消除团队报告的障碍。 但这不应该就此停止，他应该不断寻找潜在的障碍……更重要的是存在但尚未识别的障碍。 肯说，障碍也是机遇。 因此，scrum master 应该整天利用这些机会，让他的团队实现超高生产力。
Scrum 的最终目的是为项目带来成功。 拥有 Scrum Master 的目的是确保 Scrum 成功实现 Scrum 的目的。 现在为了实现 scrum-master 的目的，他/她必须思考并解决问题。 也要在战略层面采取行动。 这是全职工作。
As generally understood priority # 1 on scrum-master list is to remove impediments as reported by team. But this should not stop here, he should constantly look out for potential impediments.. and more importantly impediments that are there but not yet identified. Ken said Impediments are opportunities. So scrum-master should avail these opportunities all day along to bring his team(s) to hyper productivity.
Ultimately purpose of scrum is to bring success to projects. Purpose of having a scrum-master is to ensure that scrum succeed in fulfilling purpose of scrum. Now to to fulfill purpose of scrum-master, he/she must think & act at strategic level as well. This is full-time job.
正确实施的 Scrum Master 角色对于项目来说是无价的，不应被视为兼职角色。 该角色最重要的方面是充当开发团队在 Scrum 会议上提出的任何疑问的障碍消除者。 技术 Scrum Master（大多数 SM 往往是这样）不应该是团队中的开发人员，但应该能够就设计和解决方案提供建议（如果愿意，可以扩展为结对编程）。
他们负责更新 ProductBackLog（故事应由业务部门创建）、SprintBackLog 和 BurnLog，并负责与业务部门和 IT 管理层就进展情况进行联络。 他们还管理任何需要调查的项目的 SpikeLog，这些项目可能会演变为故事（同样由业务驱动）。
A Scrum Master role implemented correctly, is invaluable to the Project and should not be look upon as a Part time role. The most important aspect of the role is to act as an obstacle remover for any queries raised in the Scrum meetings by the Development Teams. A Technical Scrum Master (which is what most SMs tend to be) should not be a Developer on the team, but should be able to advise on design and solutions (an extension to pair programming if you will).
They are responsible for updating the ProductBackLog (stories should be created by the business), SprintBackLog and BurnLog and for liasing with the business and IT Management on progress. They also manage a SpikeLog for any items that require investigation that may evolve into Stories (again driven by the business).
正如驱动开发所暗示的那样，ScrumMaster 是一名正式的团队成员，因此应该是全职的。 我通常将我的角色视为“确保团队像一台运转良好的机器一样运转”，这在不同的时间可能有多种含义。 SM 通常会花费大量时间促进团队与团队外部人员的互动，尤其是与业务分析和利益相关者期望相关的互动。 除此之外，还需要满足卡姆列出的机械项目并照顾团队的身体和情绪状态。
与之前的答案之一相关，我坚持的基本方面之一是团队中的任何成员都不是直接向我汇报，也不是彼此直接汇报。 这使得假期、费用等事情无法成为我工作的一部分，但对于不扰乱必须存在的信任关系大有帮助。
As drivendevelopment implies, the ScrumMaster is a full team member and thus should be full time. I generally treat my role as "ensuring the team functions as a well oiled machine", which can have a number of meanings at different times. Frequently, a SM spends a lot of time facilitating the team's interactions with people outside the team, especially those related to business analysis and stakeholder expectations. Beyond that, it is a matter of meeting the mechanical items listed by Cam and looking after the physical and emotional state of the team.
Related to one of the earlier answers, one of the fundamental aspects I insist on is that no member of the team is a direct report to me, nor to each other. This precludes things like vacation time, expenses, etc from being part of my job, but goes a long way towards not cluttering the trust relationship that must exist.
这里的关键词是 Scrum Master 的角色是协调者的角色。 正如有人正确地提到的那样，他最重要的工作是确保他的团队拥有无缝、无干扰的环境，这意味着消除障碍，确保他的团队随时拥有他们需要的一切。 Scrum master 是产品团队和开发团队之间的纽带。 决策是由团队而不是 Scrum Master 完成的。
在多个团队之间共享一名 Scrum Master 并不是一个好主意，因为一个团队的要求可能会成为另一个团队的障碍，从而违背了 Scrum Master 的全部目的。
另外，让你的经理作为你的 Scrum Master 是非常危险的，因为经理身上的交付压力可能会迫使他进行微观管理，这对任何 Scrum 团队来说都是一个杀手。
除了常规的事情之外，
Scrum Master 每天必须管理的一些重要事情是
为未来的冲刺做准备
在 sprint 繁忙期间，一些流程会被忽视
最重要的是，Scrum Master 必须待命并支持他的团队。
所有这些工作都会占用大量时间，并且确实需要一名专门的 Scrum Master，他不执行其他角色。
The key word here is that a Scrum Master's role is a facilitator's role. And as someone rightly mentioned up there his most important job is to ensure seamless distraction free environment for his team, which means removing impediments, making sure his team has whatever they need at all times. Scrum master is a link between the Product team and the Development team. The decision making is done by the TEAM and not Scrum master.
It is bad idea to share one Scrum Master between multiple teams as requirement of one team may be an impediment for the other team and hence defies the whole purpose of a Scrum Master.
Also it is very dangerous to have your Manager as your Scrum master as the pressure of delivery on the manager may force him to micro manage which is a killer for any scrum team.
Other than the regular stuff which is
A few important things that a Scrum Master has to manage on a day to day basis is
preparation for future sprints
during sprint busyness some processes slip through the crack
Most importantly a Scrum Master has to standby and support his team.
All this work takes up a lot of time and does require a dedicated Scrum Master who performs no other role.
开发人员保持高效所需的一切。 订购披萨。 去与管理员、管理层和其他团队交谈。 做一些官僚主义的事情。 如果没有其他人可用，请修复构建服务器。
Everything and anything that developers need to keep being productive. Order pizza. Go talk to admins, management, other teams. Do bureaucracy kind of stuff. Fix the build server if no one else's available.
他们的技能范围内的任何事情都可以帮助团队实现目标。
ScrumMaster 最初并不打算成为一份全职工作。 ScrumMaster 是由团队中的某个人担任的角色。 该团队成员全职致力于产品。 因此，当他/她不履行 ScrumMaster 职责时，他们会默认重新烧毁 Sprint Backlog 上的任务。
Anything within their skillset to help the Team achieve the goal.
ScrumMaster was not originally intended to be a full time job. ScrumMaster is a role fulfilled by someone on the Team. That team member is dedicated to the product full time. So, when he\she is not doing ScrumMaster duties they default back to burning down tasks on the Sprint Backlog.
首先也是最重要的：消除障碍。
最好是一名 Scrum Master 专门为一个团队服务，以便尽快消除障碍。 其中一些可以主动完成，例如通过推动 PO 为下一个 Sprint 更好地分析某些故事。
如果有额外的时间，如果 SM 拥有一些可以让他在团队中担任开发人员或测试人员的技能，那会很方便。 我已经看到 SM 取得了良好的成果，他们将尽可能多的任务委托给（传统的）项目经理，并在大部分时间专注于开发。
First and foremost: remove impediments.
It is best if a Scrum Master is dedicated to one team, so that impediments are removed as soon as possible. Some of this can be done proactively, for example by pushing the PO to analyze certain stories better for the next Sprint.
If there is extra time available it is convenient if the SM has some skills that can make him function as a developer or tester on the team. I've seen good result with SM's that delegate as much as possible to a (classical) project manager and focus on development most of their time.
长话短说，Scrum Master 负责让事情发生。 在实践中，经常出现 Scrum Master 实际上是变相的项目经理的情况。 至少我公司是这样。
To make a long story short, the Scrum Master is responsible for making things happen. And in practice it is often the case that the Scrum Master is actually a project manager in disguise. At least that's the case in my company.
虽然 ScrumMaster 是 Scrum 框架中的一个角色，但履行该角色的个人必须是团队的成员。 在 Scrum 中，团队成员应该不惜一切代价成为全职。 团队成员应该能够接受 Sprint 待办事项列表中的任务。 它们可能是开发任务、测试任务、配置 CI 服务器任务等……如果您不能为燃尽工作做出贡献，那么为什么要加入团队呢？ 离开并加入另一个团队是最后一件事自尊的 ScrumMaster 应该这样做。ScrumMaster 应该是服务型领导者，融入并致力于他们的团队和产品。 ScrumMaster 是团队中的一个角色，而不是一个职位。 我不同意那些认为你可以同时担任多个项目的 ScrumMaster 并且仍然是世界一流的人的观点。 事实是，这不是 Scrum。
While ScrumMaster is a role within the Scrum framework, the individual fulfilling that role must be a member of the Team. In Scrum, Team members should at all costs be full time. Team members should be able to pick up tasks on the Sprint backlog. They might be development tasks, testing tasks, configuring the CI server tasks, etc... If you can't contribute to the burndown then why be on the team? Buggering off and joining another team is the last thing any self respecting ScrumMaster should do. ScrumMasters should be servant leaders that are embedded with and dedicated to their Team and product. ScrumMaster is a role on a Team, not a job title. I disagree with those that think you can be a ScrumMaster on more than one project at a time and still be world class. The fact is, that's just not Scrum.
请注意：这个问题和答案已经有十二年了。 从那时起，对 Scrum Master 角色的共识理解发生了巨大的变化，因此我不再认为这是问题的有效答案，更不用说值得被接受的答案了。 无论如何都要否决它。 除此之外，不用理会。
Scrum Master 会做一些事情，例如确保 Scrum 的发生、组织冲刺计划会议、回顾等。此外，他还能够向管理层解释团队正在做什么，以及为什么团队成员不能被挖去其他项目，直到出现问题为止。冲刺结束。 除此之外，Scrum Master 并没有任何明确的任务。 因此，一个人应该很容易成为 3 个团队的 Scrum Master，并且仍然有时间去做管理类型的工作（假期请求、程序、参加与董事的无聊会议或其他什么），或者可以自由地为开发做出贡献团队的资源。
Please note: this question and answer is over twelve years old. The consensus understanding of the role of scrum master has moved on massively since then and so I no longer view this as a valid answer to the question, let alone one worthy of being the accepted answer. By all means downvote it. Beyond that, pay it no heed.
The Scrum Master will do things like ensuring scrums occur, organising sprint planning meetings, retrospectives etc. Also (s)he will be able to explain to management what the team is doing and why the team members cannot be poached off onto other projects until the sprint finishes. Beyond that, there aren't really any defined tasks for the Scrum Master. So one person should easily be able to be Scrum Master for 3 teams, and still have time left over to either do management type jobs (holiday requests, procedures, attending boring meetings with directors or whatever), or be free to contribute to the development resources of the team.
不幸的是，我们没有足够的资源拥有专门的 Scrum Master。 我也是一名团队领导者和高级开发人员，这让我的一天过得很充实。
Unfortunately we don't have the luxury of having dedicated scrum masters. I am also a team leader and senior developer which more than fills the day.
我通常整天都在 Stack Overflow 上。 哦，我试着协调午餐。
I typically am on Stack Overflow all day. Oh, and I try to co-ordinate lunches.
ScrumMaster 角色的关键是消除障碍。
The key to the ScrumMaster role is to remove impediments.
ScrumMaster/迭代经理
Scrums ScrumMaster/迭代经理也是牧羊犬，即他们保护团队（群体）。 最后，ScrumMaster/迭代经理是团队与外部资源（但主要是项目经理）的联系点。
The ScrumMaster/ Iteration Manager
The ScrumMaster/ Iteration Manager is also the sheep dog, that is they protect the team (herd). Finally, the ScrumMaster/ Iteration Manager is the point of contact for the team to external resources but primarily the Project Manager.
“充当团队和任何分散注意力的影响之间的缓冲区”
这是一份全职工作。 有很多人希望从团队中获取信息，而 SM 则负责处理这些问题。 为了做好这项工作，重要的是要主动，而不是被动。 因此，他们应该保持所有车轮平稳运转。 当SM运作良好时，这是一个惊人的转变。
"acts as a buffer between the team and any distracting influences"
That is a full time job. There are a bunch of people who would love to get information from the team and it is the SM to handle those questions. To do that job well, it is important to be proactive, not reactive. Therefore they should be keeping all the wheels running smoothly. It is an amazing transformation when the SM is working well.
我想，有多少人回答这个问题，就会有多少答案。 在一个小团队中，成员大多都专注且知道自己在做什么，SM 的作用几乎是看不见的； 在一个试图应对模糊要求和权力斗争的大型团队中，SM 将非常引人注目，并且可能永远没有自己的时间，因为他们将成为团队（以及团队之外的利益相关者）所有挫折的避雷针。
知道自己想要实现什么目标并拥有一个知道如何实现目标的小团队是无可替代的。 如果您具备这一点，并且您“采用了 SCRUM”，那么您可能很快就会相信成为一名 Scrum Master 很容易。 但如果你的团队一团糟，目标不明确，还有很多政治斗争，而你“采用了 SCRUM”，那么你可能会认为成为一名 Scrum Master 是一份全职工作（也许不可能）的工作需要非常稀有的人才的结合。 大多数真正的团队可能处于这两个极端之间。
I think there will be as many answers to this question as there are people to answer it. On a small team with dedicated people who mostly know what they doing, the role of SM is almost invisible; on a larger team trying to cope with vague requirements and power struggles the SM will be highly visible and probably never have a moment to themselves, as they will become the lightning conductor for all the frustrations of the team (and stakeholders outside it).
There's no substitute for knowing what you want to achieve and having a small team of people who know how to achieve it. If you have that, and you "adopt SCRUM", you will probably be convinced quickly that being a Scrum Master is easy. But if instead you have a big mess of a team, and an undefined goal, and a lot of political fighting going on, and you "adopt SCRUM", you will probably come away thinking that being a Scrum Master is a full-time (perhaps impossible) job requiring a combination of very rare talents. Most real teams are probably somewhere between these extremes.