When to Promote, Encourage, Or Fire your ScrumMaster · 2020-01-11 · Fun We work hard, play hard...

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

Thank You!Any questions?

You can find me at:jmorillo.atx@gmail.com

orLinkedIn