Lean/Agile Pratictioner

Facilitation

Dependencies management

Enterprise Agility

Product Delivery Management

Training & Mentoring

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1

2

3

4

5

Scrum Master Skills Self-Assessment

Lean-Agile Coach Skills Self-AssessmentLevel 0: ?!?! Never heard about that!

Level 1: Novice  Rule based behavior, strongly limited and inflexible

Level 2: Experienced Beginner Incorporates aspects of the situation and context

Level 3: Practitioner Act consciously taking into account long term goals and plans

Level 4: Knowledgeable practitioner Sees the situation as a whole and acts from personal conviction, invents and introduces small scale innovations, personal improvement is self-sustaining

Level 5: Expert Has an intuitive understanding of the situation and zooms in on the central aspects, has an easy and creative way of doing things, invents and introduces large scale innovations to deal with truly unique situations.

Scrum Master Skills Self-AssessmentGuidelines for assessing your competency levels and rating yourselfWhen you assess your level for a competency area, remember that the purpose is to visualise your opportunities for improvement and to track your progress over time. Rating yourself too high or too low would defeat the purpose. This is an example of how to rate yourself correctly.

• Levels are cumulative, it means that a level, say level 3, implies you match everything is described in level 1, in level 2, and in level 3.

• When you don’t match completely the description of a level, say level 2, you should rate yourself below that level, for example 1 or 1.5.

• When, for example, you match the description of level 3 for a competency area (i.e. facilitation), but you don’t match something specified in level 2 description, don’t rate yourself at level 3 or 2. Instead rate yourself below 2, for example 1.5, to highlight the opportunity for improvement that you have discovered at level 2.

Follow-up after completing your radar:Here few ideas to follow-up after you completed your radar:• Organise a mentoring session with a more senior Scrum Master. Use your radar as a starting

point for a mentoring conversation. • Create an action plan for self-development as Scrum Master, and review your radar in a month• Share your radar with the team and ask for feedback

Scrum Master Skills Self-Assessment

Lean-Agile Practitioner

Knowledge and understanding of Agile, Lean, Scrum, as well as other frameworks such as Kanban and eXtreme Programming, etc.

Enacting Lean/Agile mindset, values and principles, and mastering various Lean/Agile practices.

Having experienced Agile and Lean in various teams, organizations, and industries. Has a direct experience of what good looks like in Lean and Agile.

Training & Mentoring

Ability to effectively train team members on Lean/Agile mindset and values, on Scrum, on non violent communication, on giving and receiving effective feedback, on deep collaboration and co-creation.

Ability to train business people, managers, and BAs on Product Ownership, agile requirements, agile estimation, and agile planning.

Ability mentor team members on Scrum and Agile, POs and stakeholders on agile product ownership.

Facilitation

Ability and the experience in facilitating Scrum and agile recurring meetings and ceremonies, including bigger and more complex workshops such as Inception.

It’s the ability to facilitate discussions, to facilitate common understanding, to manage conflict, to facilitate consensus making and collective sense making, to help collective decision making. It includes the ability to practice active listening with curiosity, openness, and without being judgmental. It consists in perceiving what has been told, emotions, body language, posture, tones, and the surrounding context and environment.

Scrum Master Skills Self-Assessment

Product delivery management

It’s the knowledge, understanding, and experience in agile release management that includes the ability to manage backlog priorities and estimates, to create agile roadmaps, to define delivery success criteria, to express delivery constraints using the agile triangle, to identify risks and unknowns and prioritise accordingly.

It’s also the knowledge and experience of agile management principles such us those for example described in Radical Management and Management 3.0. It includes the ability to adopt different management approaches that fits the specific challenge at hand, as described for example in the Cynefin framework.

It includes the knowledge of different techniques and practices to manage self-organising teams.

Dependencies management

It is the ability to help team to identify, visualise, weight, and manage dependencies. It includes both technical, business and people related dependencies. It includes both things that team is depending on and things others are depending from the team.

It’s also the ability to manage stakeholders, inform them on the status of the dependencies and get updates on dependencies from supplier teams, and handle the consequences.

It includes the ability to organise dependent work in ways that suits the circumstances (e.g with queues, staggered sprints, or syncronised sprints).

Enterprise agility

Knowledge and understanding of traditional and modern organisational culture, organisational development, ogranisations.

Understanding of traditional and modern organisations structure (e.g. hierarchical organisations, networked organisations, flat organisations), functions (e.g. PMO, Marketing), and governance processes.

Having direct experience of different organizational cultures and their relation with Scrum and lean/agile. Having direct experience of paradigms shift related to lean/agile mindset, and of agility at business and organisation level. Understands and applies lean/agile theory for organisations, including for example systems dynamic, and complex adaptive systems.

CREDITS:

THANKS TO LAURA RE, COACH AND TRAINER, LONDON: FUTUREFOCUSDEVELOPMENT.ORG FOR HER FEEDBACK AND VALUABLE SUGGESTIONS.

LUCA MINUDEL - LEAN-AGILE COACH & TRAINER

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