How to Evaluate the Scrum Master's Performance

      I'd like to share about how to evaluate the Scrum Master's performance. The reason why I want to talk about this topic is that just a few months ago, a CEO of a multinational company, who is also my client, asked me: I've got so many Scrum Masters in the company, how do I know which one is valuable to the company? How do I know which one I should retain or not?. If you're also interested to learn more about this topic, don't go anywhere stay tuned. As you have seen in my previous video on the Scrum Master stances, the Scrum Master uses several stances to improve the organization's agility. If you haven't seen the video on Scrum Master stances, click the link up here and watch the video. One of the stances that the scrum master use is the coaching stance. If we look at the profession of a life coach, their performance or their hourly rate can be evaluated by how much transformation they can bring into the client's life, even though it's the client's' responsibility to transform his or her own life. If we look at the Scrum Master, the Scrum Master's performance or their awesomeness can be evaluated by how much influence they can bring into an organization, how much agility they can bring into an organization using the Scrum Master stances. If the Scrum Master's job is to improve the organization agility using the Scrum Master stances and if we measure agility using the Evidence-Based Management (EBM) metrics, we can evaluate the Scrum Master's performance by looking at how the Scrum Master influences the EBM metrics using the Scrum Master stances. If you haven't read the EBM guide from Scrum.org, click the link in the description down below. 

     I've also made a video on Evidence-Based Management. If you haven't watched the video, click the link up here and watch the video. If we measure agility using the Evidence-Based Management metrics, there are four key value areas (KVA) that we need to track. The first one is unrealized value, the second one is current value, the third one is time to market, and the last one is the ability to innovate. As we have seen on the Evidence-Based Management video that I have posted we can see that Awesome Scrum Masters will start working on the ability to innovate area and will try to influence those metrics underneath the ability to innovate, because a lot of organization dysfunctions to move towards agility can be viewed from their ability to innovate metrics. Some metrics under the ability to introduce are: innovation rate, the time spent for scrum team to context switching, technical debt in the product, production incident rate. The scrum master can influence the innovation rate metric by mentoring the whole scrum team on having a transparent Definition of Done and also the importance of technical excellence. By mentoring the whole Scrum team, the Scrum Master will be able to influence other metrics like technical debt and production incident rate. If the Scrum Master does not have the technical capability to mentor the development team on technical excellence, the Scrum Master can use the leadership stance by bringing in someone from outside the organization to mentor the development team on technical excellence. As per the time spent context switching metric, the Scrum Master can use the leadership stance to make a change within the organization so that the whole Scrum team can focus on working on a single product every single Sprint. The Scrum Master can also use the mentoring stance to mentor several people from the management about the importance of having the whole scrum team focus on a single product every single Sprint. If the Scrum Master has created a good foundation for agility and able to influence the metrics under the ability to innovate are, the Scrum Master can now optimize the metrics under the time to the market area. Some metrics under the time to market area are Kanban metrics like lead time, cycle time, and Lean UX metrics like time to learn, and also DevOps metrics like release frequency. The Scrum Master can influence the metrics under time to a market area by mentoring the whole organization on Kanban practices like trimming the product backlog, slicing the Product Backlog items, making a commitment as late as possible, limiting the work in progress (WIP), visualize the value stream and also Lean UX practices like hypothesis-driven development and DevOps practices and release strategies like feature flagging, blue/green deployment, canary release and so forth. As we can see the metrics under ability to innovate and time to market area talks about the organization capability to deliver value to its customers. 

      The Scrum Master also used the Scrum Master stances to influence the metrics under current value and unrealized value, which is the business metrics. Some metrics under current value area are product cost ratio, revenue per employee, customer usage index, and employee satisfaction. To influence the metrics under the current value area, the Scrum Master uses the mentoring stance and the leadership stance to influence the Product Owner and the management about the importance of value-driven delivery and measuring value rather than fixing scope, time and budget and having that project mindset. If the Scrum Master is doing an awesome job to bring in positive change into the organization without using a command and control was and top-down approach, people should be happier in a new way of working using Scrum and that should influence the metric employee satisfaction. If the Scrum Master has done an awesome job to build a foundation for agility and also influence the whole organization about value-driven delivery over project mindset, the whole organization can focus on their unrealized value and optimize the metrics under the unrealized value area. The metrics under unrealized value area are sustainability index market, share and customer satisfaction gap. The Scrum Master can influence the metrics under unrealized value area by mentoring the whole organization about goal alignment, objective key results (OKR) practices and also mentoring the product owner on goal driven delivery rather than feature-driven delivery. So that is all from me today folks. I hope you found today's video helpful to help you evaluate the Scrum Masters performance in your organization. Start measuring your organization agility using the EBM metrics and see which Scrum Masters in your organization that can influence the EBM metrics and doing an awesome job to improve your organization agility.

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