Abstract: In my current role at Express Scripts, I serve as one of the people leaders for our 100 scrum masters. Since I began this role, the biggest challenge in my mind was “How do we know our scrum masters are doing a 'good job?' And what does it mean to do a 'good job' in our highly contextual roles as scrum masters?"
In this session I will share how we are trying to answer this question, and how it is evolving as we learn more.
Lessons Learned from Your Experience: - I've learned some ways to create feedback loops between the scrum master and the team, the team to the scrum master, the people leader to the scrum master, and the scrum master to the people leader. I've learned how important it is to make the expectations clear to scrum masters, coach them, and help them grow.
- I've also had some experiences with things that didn't work - we originally started out with a survey that went out to the teams, asking them to assess their maturity. The problem is that the teams don't know what "good" looks like. And perhaps they were worried about what their boss would think. So they gave themselves high scores on everything. :( I
Attachments:
