• Save
Scrum master competencies master
Upcoming SlideShare
Loading in...5
×
 

Scrum master competencies master

on

  • 932 views

 

Statistics

Views

Total Views
932
Views on SlideShare
932
Embed Views
0

Actions

Likes
1
Downloads
34
Comments
1

0 Embeds 0

No embeds

Accessibility

Categories

Upload Details

Uploaded via as Microsoft Word

Usage Rights

© All Rights Reserved

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel

11 of 1

  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Processing…
  • I really like this simple framework and will be trying it out shortly. To work with in I have listed out in detail the competencies that I think a great Scrum Master should develop and will be combing both of these ideas together: http://www.journey-to-better.com/2014/04/scrum-master-competencies.html
    Are you sure you want to
    Your message goes here
    Processing…
Post Comment
Edit your comment

    Scrum master competencies master Scrum master competencies master Document Transcript

    • Competency Framework for Coaches and ScrumMastersThis framework was developed to help ScrumMasters and coaches understand where they are ontheir journey. It is a tool to help them reflect and identify potential next steps for personal growth.Intentionally this framework lacks statements such as “As a ScrumMaster I must do this …”, insteadstatements are more like high level goals for each competency. There are a number of reasons forthis:The world is rarely so simplistic that even in similar situations you can apply the samepractices and expect the same results.Every organisation will be different, we cannot presume to tell you what you must do as aScrumMaster (no-one can).Therefore this is a framework to be adapted for your situation; however we have found that keepingit high level is better. Rather than it being a detailed set of things you must do it is preferable to useit as a basis for collaborative sessions with a more experienced coach, your managers, your team oryour peers.ScoringThere are four levels against each competency:New – What are the rulesShu – Follow the rulesHa – Break the rulesRi – Become the rulesFor each level there is some guidance about what it means to have achieved that level of maturity inthat competency. Choose the level that you feel embodies where you are against that competency.If for example you feel you don’t quite make it to the Ha level then you are currently Shu.That leads you to the useful stuff, what do I need to do to move from Shu to Ha.
    • AgileNew Shu Ha RiPrinciples(Agile Manifesto, AgilePrinciples and Lean Principles)The principles are notsomething we do, but theyguide our thinking and actionswhen approaching newsituations. They also help usapply processes and practicesin the way they were intended.New to helpingteams adopt AgileUnderstandsthe Agileprinciples and manifesto.Able to help a team adoptAgile principles.Recognises when decisions help orhinder the adoption of Agileprinciples.Able to help those outside of yourimmediate team adopt Agileprinciples.Understands how lean principles canbenefit Agile approaches.Able to apply Agile principlesnaturally in all situations.Able to help small to largeorganisations adopt Agileprinciples.Respected outside of theimmediate work environment assomebody who lives the Agileprinciples.Processes / Frameworks(E.g. XP, Scrum, Kanban,Crystal, DSDM, FDD, etc.)New to helpingteams adopt Agileprocesses.Understands at least oneprocess framework andcan apply it as intended.Can compare and contrast thedifferences between different Agileapproaches.Helps the team evolve the processthat is most suitable for them.Helps the organisation evolve theprocess that is most suitable forthem.Respected outside of theimmediate work environment assomebody who knows about atleast 1 Agile process/framework.Practices(E.g. Continuous Integration,TDD, Refactoring, User Stories,BDD, Visual Management,Pairing, Collaborative Design,Estimation, Story Mapping etc.)New to helpingteams adopt Agilepractices.Can help a team adopt atleast one practice thathelps them to deliversuccessfully in an Agileenvironment.Understands the benefits of a widerange of Agile practices and can helpthe team adopt them as appropriate.Can help teams apply existingpractices in a more Agile way, i.e.Collaborative Design over designupfront, testing right from the start.Can apply Agile practices beyondthe team.Respected outside of theimmediate work environment assomebody who knows about atleast 1 Agile practice.
    • CoreNew Shu Ha RiFacilitation New to facilitation. I am able to applyfacilitation techniques ofothers and use them inthe way they wereintended.Facilitates teamsretrospective.Facilitates requirementsworkshops.Able to use facilitation techniques incontexts other than they wereintended.Able to adapt existing facilitationtechniques.Does not dominate, able to facilitatefrom the side of meetings /workshops.Use your facilitation skills in anycontext.Able to facilitate meetings forsenior leaders.Develop own techniques to usewhen facilitating.Teaching New to teachingAgile.Conveys knowledge toindividuals in your team.Delivers existing training.Adapts existing training to meet yourcontext.Build training from scratch anddeliver.Able to train the trainer.Make use of multiple learningstyles.Leadership New to leading inan Agile way.Removes impediments.Ability to recognise andunderstand your moodsand their impact onothers.Able to guide the team throughcontinuous improvement.Serves the team.Encourage leadership in others.Ability to control or redirectdisruptive impulses before acting.The propensity to suspendjudgement to think before acting.Ability to understand the emotionalmake-up of other people.Ability to find common ground andbuild rapport.Exhibits empathy with others.Outside of your team you areseen as someone who developsthe organisation.Agent for change.Comfortable with who you are.Confident with ambiguity.Openness to change.Optimism even in the face offailure.Skilled in treating peopleaccording to their emotionalreactions.
    • Coaching and Mentoring New to coaching. Able to observe what’sgoing on in the team andfeedback.Able to mentor the teamin at least one area.Guides the team through conflict.Able to ask powerful questions thatwill move the team forward.Give feedback without interpretationor judgement.Able to mentor in a number of areas.Able to mentor outside of team.Able to guide other leaders.Creates awareness by presentinghard facts even if difficult – Bethe mirror.Mentor other leaders in theorganisation.DomainNew Shu Ha RiTechnical(This is about focusing otherson Technical Excellence.)Littleunderstanding ofthe tools,technologies ortechniques used inEngineering.You have someunderstanding of tools,technologies andtechniques (TDD, Pairing,Continuous Delivery, etc.)that are used inEngineering.You have enough understanding oftools, technologies and techniquesthat are used in engineering.You understand engineeringtechniques that might help the teamimprove and you can articulatethose ideas to your team.You understand engineeringtechniques that might help theorganisation improve and you canarticulate those ideas to others inthe organisation.Able to coach people hands on intechnical practices.Business Littleunderstanding ofthe businessstrategy or domain.You have someunderstanding of thebusiness strategy anddomain that helps youguide the team.Understands what isvaluable to this business.You have enough understanding ofthe business strategy and domain tohelp you guide the team.Able to guide the team and ProductOwner on what is valuable.You have enough understandingof the business strategy anddomain to help you guide othersin the organisation.Able to guide the organisation onwhat is valuable.