During my experience with the Scrum Enterprise Model (SEM), I’ve held technical leadership roles across multiple teams, where a significant part of my responsibility involved making decisions. I believe I performed well in this role, as decisiveness and confidence naturally align with my personality.
However, these personality traits didn’t serve me as effectively when I transitioned into roles such as Scrum Master and later Product Owner. As a new Scrum Master, I made several mistakes—common pitfalls that many Product Owners also encounter. One of my main issues was asserting my views too strongly. To succeed, I needed to learn to ask more questions. Initially, this was challenging, as it went against my natural style and differed from what had brought me success in my career.
Through persistent effort, my questioning skills improved significantly. I’d like to share some of the most effective questions I’ve learned to ask. These are helpful whether you’re a Scrum Master or a Product Owner.
Estimation: Questions 1 and 2 Sometimes, I ask Scrum teams for a very rough estimate without pressuring them for precise commitments. (Estimates and commitments are not the same.) Usually, a rough estimate suffices for initial decision-making. Two effective questions here are:
- “I don’t need a precise number, but if I asked for an estimate, would you measure this in hours, days, weeks, months, or years?”
Although there can be overlaps between these units, hearing the team say “a few weeks” is usually enough to guide the next steps.
When a formal estimate is presented, I often ask:
- “How confident are you in this estimate?”
This question helps gauge both the confidence level of the estimate and whether team members share similar views. High overall confidence typically indicates reliability, whereas varied and low confidence signals potential inaccuracies or rushed estimation processes.
Decision-Making: Questions 3, 4, and 5 As a Scrum Master or Product Owner, sometimes it’s important to understand how thoroughly a team considered their options. Here are three insightful questions:
- “What were three alternative options you considered before deciding on this approach?”
- “If we pursue this direction, what is the worst possible outcome?”
- “What conditions must be met for this to become the best possible decision?”
These questions are not meant to challenge the team’s authority but rather to clarify the team’s confidence and alignment regarding decisions. The intent is to reveal any hidden disagreements or potential issues early on.
Meetings: Questions 6 and 7 Personally, I dislike unnecessary meetings. Thus, I frequently ask:
- “Can we achieve this meeting’s goals effectively with fewer participants?”
- “Is there anyone else who should be here but isn’t?”
The first question helps identify if someone’s presence is not adding value, reducing unnecessary attendance. The second ensures no key contributors are inadvertently excluded. Striking the right balance between minimizing meetings and ensuring necessary attendance maximizes productivity and engagement.
Casual Conversations: Question 8 Often, valuable discussions occur informally. When I overhear important decisions being made, I ask:
- “Does anyone else need to know about this?”
If the conversation impacts others, such as technical writers or stakeholders, this question ensures important information is effectively communicated across the team.
Daily Stand-ups: Question 9 When reviewing progress during a Daily Scrum, if I notice a discrepancy between the team’s optimism and the reality reflected by data, I ask:
- “What information do you have that I might not be aware of?”
This helps synchronize our assumptions and identify gaps or misalignments early.
Ultimately, asking the right questions often yields richer insights than making direct statements. I hope these questions will effectively support your SEM implementation and improve your overall practice.