Embed Size (px)
Citation preview
When to Promote, Encourage,Or Fire your ScrumMaster
Quick PollAudience Demographic
Hello!Jason Morillo▪ 19+ yrs (Start-up, Enterprise, Inflection Points)▪ RAD, Spiral, Scrum, Kanban, Tigers, and
Bears...Oh My!▪ Hook ‘em▪ Husband and father of two
Why we’re here
Simple Right?
SOME DATA EVALUATE
PROMOTE
ENCOURAGE
FIRE
But First, Foundation
Career / Progression Ladder
Exist? Well Defined?
● Junior● Associate● Senior● Advisory/Coach● Staff
Levels of Progression
Who’s Responsibility?
The manager AND direct report.
Measure & Context
Data Point Examples
Developer▪ Score cards▪ Commits▪ Lines of code▪ Tickets
Product▪ P&L▪ Experiments▪ Launches
Designer▪ Assets▪ Ideas▪ User
Feedback
What are some data points?
What are some SMdata points?
Accountability Data Points
1. Team Health Check Reviews
2. 360 Feedback
3. Milestones / OTD
*YMMV
Team Health Check Review
Spotify Health Model
For:1. The squad itself.2. People supporting the squad
Note: Not for comparing teams or passing judgement.
Health Check CategoriesTeamwork We feel that the communication within the Team is easy and happens often.
Collaboration is comfortable and 'Not my job' is not in our DNA.
Pawns Or PlayersWe feel that in the big picture we are more than just chess-pawns, game
pieces to be moved around. We feel that we are actually players who decide where the pawns are moved. You can control your own destiny.
Code IntegrityFor our release, we are developing code that is manageable, readable,
extensible...the opposite of "Quick and Dirty". We are unit testing, we are introducing little to no tech debt.
Mission and Vision
Very clear to us what the mission and vision of our work is beyond a sprint. The mission is defined as are the values behind it. Product ensures that we understand our milestone. (Ex. backlog for version is groomed, story maps
exist)
Suitable ProcessThis team has crafted a solid process that yields predictability and a
sustainable pace. The process does not slow us down, it is not in our way, it is there to serve us.
Fun We work hard, play hard together. We are a cohesive team that has fun.
PerformantOur Team is confident in hitting release goals. This team is stacked, capable,
and can deliver. We are aligned on intention, plan effectively, and manage well towards completion of the release.
Support We get great support & help from outside the team (i.e. leadership, architects) when we ask for it!
Celebrate We celebrate our team wins internally and externally.
FocusWe get ample heads-down time and don't feel bogged down that we can't get work done while in the office. 6+ hours/day of individual contributor time =
Yes, Less than 4 = No
Teamwork We feel that the communication within the Team is easy and happens often. Collaboration is comfortable and 'Not my job' is not in our DNA.
Pawns Or PlayersWe feel that in the big picture we are more than just chess-pawns, game pieces to be moved around. We feel that we are actually players who decide where the pawns are
moved. You can control your own destiny.
Code IntegrityFor our release, we are developing code that is manageable, readable,
extensible...the opposite of "Quick and Dirty". We are unit testing, we are introducing little to no tech debt.
Mission and VisionVery clear to us what the mission and vision of our work is beyond a sprint. The
mission is defined as are the values behind it. Product ensures that we understand our milestone. (Ex. backlog for version is groomed, story maps exist)
Suitable Process This team has crafted a solid process that yields predictability and a sustainable pace. The process does not slow us down, it is not in our way, it is there to serve us.
Fun We work hard, play hard together. We are a cohesive team that has fun.
PerformantOur Team is confident in hitting release goals. This team is stacked, capable, and can
deliver. We are aligned on intention, plan effectively, and manage well towards completion of the release.
Support We get great support & help from outside the team (i.e. leadership, architects) when we ask for it!
Celebrate We celebrate our team wins internally and externally.
FocusWe get ample heads-down time and don't feel bogged down that we can't get work
done while in the office. 6+ hours/day of individual contributor time = Yes, Less than 4 = No
Health Check Categories
AVENGERS 11/8/18 2/21/19 4/3/19 5/16/19 6/30/19
Teamwork
PawnsOr
Players
Code Integrity
Mission and Vision
SuitableProcess
Fun
Performant
Support
Focus
Up Level
Down Level
Trend Down
Trend Up
No change
No need for major improvement. Team is satisfied.
Important issues that should be addressed.
Significant problems that require urgent action.
Key:
Health Check:
JUSTICE LEAGUE 4/11 5/22 7/19 8/16
Teamwork
PawnsOr
Players
Code Integrity
Mission and Vision
SuitableProcess
Fun
Performant
Support
Focus
Team Wins
Health Check:
Up Level
Down Level
Trend Down
Trend Up
No change
No need for major improvement. Team is satisfied.
Important issues that should be addressed.
Significant problems that require urgent action.
Key:
360 Feedback
360 Review
▪ Inclusive▪ Established cadence ▪ Suit medium to scale▪ Measure something
360 Review Body
▪ Setting the Stage
▪ Align expectations of reviewee/reviewers
Example:
360 Review Body
▪ Setting the Stage
▪ Execution & Alignment
▪ Against company/org/team’s core values or principles
Example:
Five E’s▪ Empowerment▪ Empathy▪ Efficiency▪ Effective▪ Encouraging
360 Review Alignment
▪ Setting the Stage
▪ Execution & Alignment
▪ Skill Sets & General Feedback
▪ Query for specifics and action items
Example:
Milestones / Delivery
Accountability
▪ Shared Goals
▪ Shared Fate
“Same Boat”
Team Metrics
▪ On Time Delivery / Milestones▪ Throughput▪ Velocity▪ Estimated vs Actual▪ Feature work %▪ Defects ( %, cycle time, closure)▪ Tech Debt▪ ...
Point of No Return?
Leadership and Introspection
▪ Coach Up or Coach Out▪ One applicable action
Leadership and Introspection
▪ Coach Up or Coach Out
▪ Can’t vs. Won’t▪ Capability vs. Motivation
Irreparable?
COACHABILITYTRUST
Summary
Summary
▪ Define an Agility career “ladder”
▪ Define data and discussion points to help make a decision
Inspirations/References
▪ Spotify Squad Health Check Model, Henrik Kniberg
▪ ScrumMasterChecklist.org, Michael James
▪ Radical Candor, Kim Scott
