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Scrum master competencies master

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Scrum master competency
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Scrum master competencies master

  1. 1. Competency Framework for Coaches and ScrumMasters This framework was developed to help ScrumMasters and coaches understand where they are on their 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 …”, instead statements are more like high level goals for each competency. There are a number of reasons for this: The world is rarely so simplistic that even in similar situations you can apply the same practices and expect the same results. Every organisation will be different, we cannot presume to tell you what you must do as a ScrumMaster (no-one can). Therefore this is a framework to be adapted for your situation; however we have found that keeping it high level is better. Rather than it being a detailed set of things you must do it is preferable to use it as a basis for collaborative sessions with a more experienced coach, your managers, your team or your peers. Scoring There are four levels against each competency: New – What are the rules Shu – Follow the rules Ha – Break the rules Ri – Become the rules For each level there is some guidance about what it means to have achieved that level of maturity in that 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.
  2. 2. Agile New Shu Ha Ri Principles (Agile Manifesto, Agile Principles and Lean Principles) The principles are not something we do, but they guide our thinking and actions when approaching new situations. They also help us apply processes and practices in the way they were intended. New to helping teams adopt Agile Understandsthe Agile principles and manifesto. Able to help a team adopt Agile principles. Recognises when decisions help or hinder the adoption of Agile principles. Able to help those outside of your immediate team adopt Agile principles. Understands how lean principles can benefit Agile approaches. Able to apply Agile principles naturally in all situations. Able to help small to large organisations adopt Agile principles. Respected outside of the immediate work environment as somebody who lives the Agile principles. Processes / Frameworks (E.g. XP, Scrum, Kanban, Crystal, DSDM, FDD, etc.) New to helping teams adopt Agile processes. Understands at least one process framework and can apply it as intended. Can compare and contrast the differences between different Agile approaches. Helps the team evolve the process that is most suitable for them. Helps the organisation evolve the process that is most suitable for them. Respected outside of the immediate work environment as somebody who knows about at least 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 helping teams adopt Agile practices. Can help a team adopt at least one practice that helps them to deliver successfully in an Agile environment. Understands the benefits of a wide range of Agile practices and can help the team adopt them as appropriate. Can help teams apply existing practices in a more Agile way, i.e. Collaborative Design over design upfront, testing right from the start. Can apply Agile practices beyond the team. Respected outside of the immediate work environment as somebody who knows about at least 1 Agile practice.
  3. 3. Core New Shu Ha Ri Facilitation New to facilitation. I am able to apply facilitation techniques of others and use them in the way they were intended. Facilitates teams retrospective. Facilitates requirements workshops. Able to use facilitation techniques in contexts other than they were intended. Able to adapt existing facilitation techniques. Does not dominate, able to facilitate from the side of meetings / workshops. Use your facilitation skills in any context. Able to facilitate meetings for senior leaders. Develop own techniques to use when facilitating. Teaching New to teaching Agile. Conveys knowledge to individuals in your team. Delivers existing training. Adapts existing training to meet your context. Build training from scratch and deliver. Able to train the trainer. Make use of multiple learning styles. Leadership New to leading in an Agile way. Removes impediments. Ability to recognise and understand your moods and their impact on others. Able to guide the team through continuous improvement. Serves the team. Encourage leadership in others. Ability to control or redirect disruptive impulses before acting. The propensity to suspend judgement to think before acting. Ability to understand the emotional make-up of other people. Ability to find common ground and build rapport. Exhibits empathy with others. Outside of your team you are seen as someone who develops the organisation. Agent for change. Comfortable with who you are. Confident with ambiguity. Openness to change. Optimism even in the face of failure. Skilled in treating people according to their emotional reactions.
  4. 4. Coaching and Mentoring New to coaching. Able to observe what’s going on in the team and feedback. Able to mentor the team in at least one area. Guides the team through conflict. Able to ask powerful questions that will move the team forward. Give feedback without interpretation or judgement. Able to mentor in a number of areas. Able to mentor outside of team. Able to guide other leaders. Creates awareness by presenting hard facts even if difficult – Be the mirror. Mentor other leaders in the organisation. Domain New Shu Ha Ri Technical (This is about focusing others on Technical Excellence.) Little understanding of the tools, technologies or techniques used in Engineering. You have some understanding of tools, technologies and techniques (TDD, Pairing, Continuous Delivery, etc.) that are used in Engineering. You have enough understanding of tools, technologies and techniques that are used in engineering. You understand engineering techniques that might help the team improve and you can articulate those ideas to your team. You understand engineering techniques that might help the organisation improve and you can articulate those ideas to others in the organisation. Able to coach people hands on in technical practices. Business Little understanding of the business strategy or domain. You have some understanding of the business strategy and domain that helps you guide the team. Understands what is valuable to this business. You have enough understanding of the business strategy and domain to help you guide the team. Able to guide the team and Product Owner on what is valuable. You have enough understanding of the business strategy and domain to help you guide others in the organisation. Able to guide the organisation on what is valuable.

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