I saw an interesting discussion on a Linked In group about how to measure the effectiveness of a Scrum Master. Someone suggested velocity should increase. I violently disagree with that one for a whole bunch of reasons but that’s not the point of this point.
Firstly, I don’t like metrics and measurements as it relates to “productivity” or “measurement” of people. I don’t know how to measure those and I haven’t heard any valid arguments for doing such.
For argument’s sake, let’s say you need some non-sensical measurement to rate the effectiveness of a Scrum Master because
you don’t trust them you want to reward high productivity.
I introduce to you, the Impediment Resolution Metric. Continue reading
I failed Scrum.org’s question about whether or not the Scrum Master is a management position. I still think it was a trick question, and I did manage a 77% so I guess I’m qualified enough to still talk about Scrum.
The textbook definition of a Scrum Master is someone who “removes impediments” and facilitates the process for the team. I suppose from a process perspective the Scrum Master does do management type of work but in general terms the Agile community doesn’t agree that the team’s manager makes a good Scrum Master. The general thinking is that a manager can circumvent team self-organization and creativity by directing the team and in theory this is fine but in practice it’s just not reality for medium to large sized organizations. Continue reading