How would you evaluate a Scrum Master?
I certainly understand the underlying cynical part of 'evaluating' SM from organizational point of view and how hard is to quantify the 'soft' or intangible impact a Scrum Master brings to the team and organization. Since, Scrum Masters has no direct 'delivery' responsibility, this makes it even harder.
Every scrum master would actually know and understand what they bring to the table, but it's gets tricky when asked to explain or introspect oneself or even assess /interview another fellow scrum master. SM understands the team's maturity level but does he/she can explain where their own scrum mastery maturity level stands to the team or organization?
How can one measure the benefits of
-Removing impediments?
-Improving self-organization?
-Transparency within team and organization?
- Contribution of SM in delivered product value ...etc etc...
I am curious to know how others are doing or thinking, appreciate all of your inputs.
Hi Kamal. Have you considered asking the team?
Hi Nicholas - Yes, I did consider the "Feedback" aspect from the team. As a matter of fact, teams usually provide the frequent feedback. However, am curious to know if there are any ways or methods to translate that subjective nature to more concrete objective and quantifiable feedback (in terms of KPI if you will).
A Scrum Master’s value lies in helping others to better understand and deliver value.
The value of a dedicated Scrum Master can thus be evidenced, in part, by the actions they take to make themselves increasingly redundant and organizationally more useful elsewhere.
Thanks Ian for your reply. Making oneself redundant is the ultimate goal while helping the team and deliver value - Agreed.
How would one can attribute the success of building a well matured team to SM alone, where the reasons behind could be umpteen?
"What gets measured, gets done" - Can this be applied to Scrum Master in anyway?
How would you measure the value creation of a Scrum Master?
Have always enjoyed reading your perceptions in this forum. So, am even more curious to know your take on this. :)
How would one can attribute the success of building a well matured team to SM alone, where the reasons behind could be umpteen?
Suppose that a team does prove successful, and achieves agile maturity with little or no assistance from a Scrum Master. What would you expect a good Scrum Master to do in that situation?
I will not answer the question above, as the "ironical and funny" answers I can think of would probably bring no addded value to the discussion :)
However, there is an aspect of Kamal's question that we have not really discussed: how to recruit a SM? How could you tell a good story teller from a SM? How would you spot a bad SM? Or maybe one could start by asking him Ian's question above?