First and foremost, it is essential not to make too many assumptions about the organization’s readiness with Scrum. Scrum is a framework; therefore, the implementation will vary from one corporation to another. There is also an observation to be made about the Agile maturity level. If this new position is within a company that is just starting with Agile, the expectations will be minimal. The scrum framework is about Scrum values and Scrum roles, events, and artifacts. Understanding the Agile culture of your new organization is also paramount: is it Agile all the way? Or just a little bit of Agile and still a foundation of waterfall management.
When you are responsible for promoting and supporting Scrum, you need to make sure you are not doing too much or not enough. Reach out to other Scrum masters to get a sense of how Scrum events and artifacts are implemented and managed. You may also look at the organizational chart, from top to bottom, and try to make sense of where you stand. Is there a functional manager you can relate to and help you understand better when and how Agile was implemented.
