If you are hiring a ScrumMaster or Agile Coach, Resume keyword searches for won’t find the right person for your teams, and your organization.
Start thinking about the work, the role, the team, and the job.
Here’s a job analysis of the role for a client I worked with. I used the job analysis template from Johanna Rothman‘s very useful book, Hiring the Best.
First, I considered the qualities, preferences, and skills. Second, I thought about the sort of knowledge and understanding that’s essential for the role. Then, I identified elimination factors. Those are the patterns of thought and behavior that eliminate a candidate from consideration.
Obviously, you can’t ask yes/no questions for any of the characteristics on this table. But, using behavioral interview questions and auditions, you can get a good indication.
| Data Type | Method | Examples | Notes |
|---|---|---|---|
| Qualitative | Spider or Radar Chart | Use of XP practices. Satisfaction with various factors. Adherence to team working agreements. Level of various factors (e.g. training, independence) | Shows both clusters and spreads. Highlights areas of agreement and disagreement. Points towards areas for improvement. |
| Leaf Charts | Satisfaction.
Motivation. Safety. Severity of issues. Anything for which there is a rating scale. | Use a pre-defined rating scale to show frequency distribution in the group. Similar to bar charts, but typically used for qualitative data. |
|
| Sail boat (Jean Tabaka) | Favorable factors (wind), risks (rocks), unfavorable factors (anchors), | Metaphors such as this can prompt people to get past habitual thinking. | |
| Timelines | Project, release, iteration. events over time.
Events may be categorized using various schemes. For example: positive/negative technical and non-technical levels within the organization (team, product, division, industry). | Shows patterns of events that repeat over time. Reveals pivotal events (with positive or negative effects). Useful for prompting memories, showing that people experience the same event differently. | |
| Tables | Team skills profile (who has which skills, where there are gaps) | Shows relationships between two sets of information. Shows patterns. | |
| Trends | Satisfaction.
Motivation. Safety. Severity of issues. Anything for which there is a rating scale. | Changes over time. | |
| Quantitative | Pie Charts | Defects by type, module, source. Severity of issues. | Shows frequency distribution. |
| Bar Charts | Bugs found in testing by module + bugs found by customers by module. | Frequency distribution, especially when there is more than one group of things to compare. Similar to histograms, but typically used for quantitative data. | |
| Histograms | Distribution of length of outages. | Frequency of continuous data (not categories). | |
| Trends | Defects. Outages. Stories completed. Stories accepted/rejected. | Shows movement over time. Often trends are more significant than absolute numbers in spotting problems. Trends may point you to areas for further investigation—which may become a retrospective action. | |
| Scatter Plots | Size of project and amount over budget. | Show the relationship between two varianles. | |
| Time Series | Outage minutes over a period of time. Through-put. | Show patterns and trends over time. Use when the temporal order of the data might be important, e.g., to see the effects of events. | |
| Frequency Tables | Defects Stories accepted on first, 2nd, 3rd, demo. | A frequency table may be a preliminary step for other charts, or stand on its own. | |
| Data Tables | Impact of not ready stories. | Show the same data for a numberr of instances. |
R = Required, D = Desirable
After I had a handle on the skills, qualities, and characteristics, I could think about the context. I considered the interactions, activities, and deliverables involved with the job.
[table “6” not found /]What you look for in an agile coach or Scrum Master will be different. Each team has different needs for coaching. One team may need more (or less) help with specific engineering practices. Another team may need more support with retrospectives or planning. The key is to approach hiring a ScrumMaster o Agile Coach as you would any other important role. ScrumMaster or Agile coach are not a plug-and-play roles. Hire based on your teams and your organization.
Love this! Great run down on ScrumMaster and Coaching roles. Will definitely use!
Thanks Esther, what an awesome post at such great timing – just about to hire 2 SMs for permanent roles and was going through the SFIA framework to find similar descriptions – now i have my template for all new hires, and I will read the recommended Hiring the Best book before any interviews.
Fantastic post, Esther! Thanks for crystallizing the essential elements so well!
The CSM training by itself is so minimal that it is really quite shameful for anyone to call it a certification. Two days being coached and lectured, at best, assuming the person doing the training is any good, you could consider it Agile 101.
This is great!! Thanks.
A few of comments:
– For some teams, the Coach and ScrumMaster could be the same person – two different roles, two different work but the one person. An experienced ScrumMaster often makes a good coach and often the work overlaps.
– Noticed ‘Coach on agile practices’ and ‘Coach on technical practices’ was listed as an activity. Should ‘Coach on agile thinking’ be an activity too? I think the practices and the thinking are different.
– Coaching at an organization/enterprise level is important when scaling agile – this is distinctly different to ‘Coach one or more teams’. Should this be an agile coach activity? or do you see this as an organizational change role?
HI, Chris
I agree that it is important to coach on the thinking behind practices. That’s why “Ability to explain the “why” behind agile practices” is listed as a required skill. If I were hiring, I would want the candidate to demonstrate understanding of Agile values, principles, methods, practices.
Agile coach/ scrum master is an organizational change role, by its very existence.
Large scale Agile change efforts do require coaching and steering. But changing a large organization requires a different set of skills than coaching a team. The expectation that a lone scrum master / coach can lead change across the organization misses the complexity of the job.
When you have seen situations where there was a scrum master and a coach, how was the work allocated? Who did what? Was the coach role permanent, or a temporary role to coach on specific skills?
e
Hello Esther!
I have some fresh experiences from two different views of what was meant with “ScrumMaster”. In one case it was suddenly clarified that setting up a Scrum Master meant “you can have a ScrumMaster so that you can have fun, but when it gets close to deadline then I, the projectleader, will decide how you do your work” (sorry about the somewhat bitter formulation…).
In the other case, being a ScrumMaster meant to “be an oil in the machinery” and to be around wiping peoples noses.
As Jerry Weinberg writes in The Secrets Of Consulting: “The name of a thing is not the thing”
Your stories illustrate some of the reasons behind this post. People hear that the team needs a “scrum master,” and appoint one, without any real understanding of the purpose of the role.
e
Awesome post Esther…thank you so much for putting this together!!
Kris
Excellent!
Would that the hiring managers used this to make their decisions, and actually understand what it is they are asking for. However, as an Agile Coach/Scrum Master, I especially like the “deliverables.” That’s an area we need to really own and acknowledge to ourselves as well as to our management who sometimes struggle in understanding what it is we do.
Esther,
When we have both a ScrumMaster and a Coach, it is usually when the team and ScrumMaster are still learning agile. In all cases, the ScrumMaster is a permanent team member and part of the ‘core team’. The coach depending on the team’s maturity and experience with agile works with the team a few hours a week to the full 5 days a week. In this capacity, the coach is a temporary role or an ‘extended team member’. I think this works as it keeps the coach out of the weeds and can provide the independent views, observations, mentoring and coaching.
The coach would work with team members of specific skills based on team needs and the ScrumMaster can concentrate on the actual delivery with the team. For new teams the coach starts off working with the team 5 days a week and tapering off to a few hours as they become more self-sufficient. At first the coach may facilitate the first few ceremonies side-by-side with the ScrumMaster and in later ones just be present to observe to provide feedback.
The feedback I often get from the teams I coach is what they value most from having a coach is the questioning and challenging of their mental models based on traditional thinking. Hence, a large part of the coach’s role is to coach the team on the use of agile principles and behaviours so they can become self sufficient.
CC
This is brilliant and very helpful. Thank you! 🙂
Awesome post!
This is a great starting point to crystallize your ideas.
There may be unique needs of each team that require some tweaks to this define the role / job description.
This blog post can save hiring managers hours of work!
GREAT post. Time spent on reading your blog is time well spent.
Greetings Esther,
Joining this conversation very late, but better late than never. as coaches, we’ve been trying to identify our areas of strengths and opportunities for improvement, and created a similar multi-dimensional list to help us grow.
had a couple of questions:
a. what’s the difference between “agile practices” and “ability to explain the why behind them”? is that thinking along the lines of maybe a junior coach knowing the practices, but not necessarily the why, and someone with more experience knowing the why? because it seems to me that without a grasp of the “why”, it would be hard to convince anyone to adopt something.
b. along similar lines, i’m assuming “low threshold for frustration” means “low threshold for visibly expressing frustration” – frustration that’s felt internally, and then channeled into constructive feedback is perhaps not as bad?
Thanks!
Hi,
I’ver been using this very nice post for years when people have asked about what Scrum AMster role entails.
I just looked at it again and saw this:
“Secondary role: Integration with other agile teams”
It looks a bit like the Scrum Master would do project manager duties and synchronize with other teams, or that he/she would do knowledge transfer. I think that would not be accurate for the Scrum Master role, nor helpful to organisations.
Is there another interpretataion of that line?
Best
Henrik
Hi, Henrik.
I do not see the Scrum Master as a project manager role. I agree with you, that would not be helpful (coordinating roles are usually an org. design “smell” in my experience).
I see the integration more as facilitating information flow and ensuring that lateral linking happens.
Thanks for commenting. I’m glad you’ve found this post helpful.
Warm regards,
Esther