Hello {ParticipantName}, Welcome to your {AssessmentName} assessment! Please take a few minutes to complete the following questions and provide textual feedback on your duties and responsibilities in your current role.
A Scrum Master leads the team by providing guidance as well as protecting and serving the team.
Self-Organizing Teams - Skill Development
A Scrum Master fosters growth and development in the teams by challenging them and creating opportunities to cross-train and learn new skills and techniques. A person's skills can be described as I-shaped where a person is limited to specialized activities, and T-shaped to describe a person who is specialized and able to engage in a broad group of activities.
Pre-Crawl (1-2): I do not foster an environment where the team can focus on specialized skills sets and take tasks related to their skills.
Crawl (3-4): I encourage the team to self-organize. The team members mostly work within their siloes of expertise (i.e., I-shaped) and need to broaden their scope of expertise.
Walk (5-6): I introduce techniques (e.g., Pairing) and activities (e.g., lowering WIP) to encourage the team to work outside their area of expertise. I include techniques and activities to increase overall business domain knowledge by the team.
Run (7-8): I enable the team to work outside of their specialization as part of our day-to-day plan. I encourage the team in supporting each other through activities that require specialization (e.g., short-term activities like database server configuration), or those requiring high technical complexity (e.g., build meisters).
Fly (9-10): I facilitate opportunities for the team to continuously learn key skills needed for success through cross-training. We are a team of generalizing specialists (i.e., T-shaped) and the team can swarm on different tasks outside their specialization.
Pre-Crawl: 1-2 | Crawl: 3-4 | Walk: 5-6 | Run: 7-8 | Fly: 9-10
Self-Organizing Teams
A Scrum Master helps the team feel empowered and have the autonomy to find the right solutions to solve the business and customer problems.
Pre-Crawl (1-2): I do not empower the teams to self-organize, deliver value rapidly, reliably, or predictably. Morale is low and so is performance.
Crawl (3-4): I make sure each team member is assigned specific tasks and gets them done. However, I have the tendency to micro-manage the work and provide solutions. All decisions need approval from leaders, the Product Owner, or myself.
Walk (5-6): I empower the team to deliver work in smaller increments but we still have challenges with quality and speed. We don't have the right data to understand where to improve.
Run (7-8): I have coached a culture where teams self-organize around the work and focus on continuous improvement, where teams are measuring maturity, performance and leveraging actionable data for improvement.
Fly (9-10): I have provided a safe environment for the team to innovate, be creative and take ownership of designing solutions that meet the desired outcomes. I empower them to make decisions within their span of control.
Effective Facilitator
A Scrum Master is effective at preparing for, scheduling, and facilitating our Agile meetings & team dynamics in an efficient, and collaborative manner.
Pre-Crawl (1-2): I am not well organized and struggle to guide the team toward achieving expected meeting outcomes. I have difficulty remaining neutral when facilitating.
Crawl (3-4): I understand the difference between facilitating and directing work, but the team continues to rely on me to provide direction with respect to meeting deliverables.
Walk (5-6): I demonstrate the ability to facilitate a group discussion that results in a decision or outcome about which there is team consensus. I help to keep the team organized and on track to achieving its deliverables.
Run (7-8): I have encouraged an environment in which team members can challenge each other constructively as they find a common ground for decisions that impact the team. Our meetings and collaborations happen in a safe space.
Fly (9-10): I am a neutral facilitator who can plan and effectively facilitate discussions that result in high-quality outcomes. I know many facilitation techniques and understand which to use in a given situation.
Enable Autonomy - Model for Predictable Delivery
A Scrum Master is a leader who guides the team to achieve predictable delivery through consistent and timely completion of planned work.
Pre-Crawl (1-2): I do not know my team's capacity. We do not estimate the size of our work and have difficulty setting our targets.
Crawl (3-4): I have identified my team's capacity. We have begun to incorporate estimation in our processes, but need consistency with timing and delivery.
Walk (5-6): I enable the team to estimate work and plan based upon capacity. We are starting to be more consistent in our throughput and track target vs. actual delivery.
Run (7-8): I empower the team to adopt tools and implement practices from delivery all the way to production. The team has delivered targeted outcomes over the past several months or iterations.
Fly (9-10): I lead the team in achieving consistent and predictable delivery, and our planning is reliable in predicting future performance. We have learned to build contingencies into our plans enabling the team to deliver targeted outcomes. Our team is a role model for predictable delivery and we share our practices with other teams.
Enable Autonomy - Serve the Team
A Scrum Master serves the team by focusing on the growth and well-being of the team and having the commitment to support them in delivering value.
Pre-Crawl (1-2): I lack competency with owning tasks or following through on my commitments. I often delegate my responsibilities to others and can't find time to support the team.
Crawl (3-4): I have started supporting the team by following through on my commitments but I have difficulty supporting the delivery of value.
Walk (5-6): I follow through on my commitments and lead the team to improve and take responsibility for their actions.
Run (7-8): I enable the team to have organizational effectiveness and become high-performing, with a passion for continuous improvement.
Fly (9-10): I am always willing to step up and own any task that will support my team. I demonstrate integrity, solid work ethics, and a strong desire to serve the team.
Positive Encourager
A Scrum Master encourages the team to be curious and open for learning, to continuously inspect and adapt, and to experiment with new ways of working. They support teams in building a positive environment and healthy culture.
Pre-Crawl (1-2): I do not contribute to an environment of positive support, nor celebrate our successes. It is not the Scrum Master's responsibility to motivate the team to do their work.
Crawl (3-4): I have started to influence and create a positive environment for the team. I recognize that it is important to celebrate team /individual successes but do so more as the exception than as the rule.
Walk (5-6): I influence the team to be optimistic about their roles, contributions, and environment. I often recognize and celebrate individual/team successes.
Run (7-8): I am the advocate for the team focusing on motivation and empowerment. We inspire one another at work, bounce back from challenges and difficulties, forgive mistakes, and avoiding blame.
Fly (9-10): I demonstrate a "can-do" attitude and contribute to a professional environment. I find ways to motivate the team each day, how to build strong relationships across the team, and stay positive even during stressful/adverse times.
Protect from Disruptions
A Scrum Master protects the teams from disruptions and interferences that might hinder them from delivering value. They empower the team to maintain the integrity of their processes and be comfortable in addressing distractions.
Pre-Crawl (1-2): I don't feel empowered to protect the team from distractions during iterations. This is negatively impacting the team's ability to meet their commitments.
Crawl (3-4): I keep track of the team's work priorities, and ensure there is visibility to their progress.
Walk (5-6): I embrace the responsibility of Scrum Master as protector of the team. I've developed tools for accounting, and radiating disruptions that impact the team.
Run (7-8): I identify the source of disruptions, engage to mitigate, and partner proactively to handle the disruption before the team is impacted.
Fly (9-10): I protect the team from distractions and interference. I empower the team to maintain the integrity of the agile process and deliver iteration objectives.
Add any additional thoughts about "Leadership - Leadership"
A Scrum Master supports a foundation of team ceremonies, activities and execution rooted in Agile Values and Principles.
Team Norms
The Scrum Master promotes the team norms as an established set of collaboration rules and behaviors that are agreed upon by the team on how work will be done.
Pre-Crawl (1-2): I have yet to facilitate discussions with the team for us to establish our team norms.
Crawl (3-4): I have facilitated discussions about Team Norms and Working Agreements, but the agreement is informally understood and not honored by the entire team.
Walk (5-6): I have published the Team Norms and Working Agreements, where it is visible and accessible by all team members. The team has adopted the established rules and behaviors with their ways of working.
Run (7-8): I collaborate with the team to revisit the Team Norms and Working Agreements on a cadence, or as needed. The team has matured in its adoption of these norms and agreements, which has helped build trust and respect among team members.
Fly (9-10): I ensure that the Team Norms and Working Agreements are routinely inspected and adapted to reflect team learnings and/or account for future improvements.
Roles and Expectations
A Scrum Master ensures that the teams have clarity in roles and expectations, which includes defined responsibilities, behaviors, and interactions that are essential to delivering value.
Pre-Crawl (1-2): I do not communicate the roles and expectations with the team. There is a lack of clarity and alignment of responsibilities.
Crawl (3-4): I create and communicate a shared understanding of the roles and responsibilities among team members. However, individuals on the team primarily function within limited expectations for their role.
Walk (5-6): I enable the team to be cross-functional and focus on acquiring the skills required to implement the solution or service for which we are responsible. Individuals on the team primarily function within the expectations for their role.
Run (7-8): I empower the team to create a safe environment in which individuals can work beyond the limitations of their functional description with the goal of becoming generalizing specialists (i.e., T-shaped team).
Fly (9-10): I coach the team on the role definitions and attached responsibilities, so we can confirm that responsibilities are being supported across the team. The team is composed of cross-functional team members who cover all facets of delivery.
Team Structure
A Scrum Master surfaces the team structure as the foundation of how the team operates (i.e., hierarchy, roles) and how the activities (i.e., collaboration, development, testing) contribute to the end-to-end delivery of value.
Pre-Crawl (1-2): I do not play a part in confirming the roles and skills that are allocated to the team. The team is unstable.
Crawl (3-4): I advocate for the team to have the right size, and to be cross-functional for the agile implementation approach we are adopting. I promote that all ceremonies are attended by core team members.
Walk (5-6): I have a cross-functional team with dedicated team members. I have experimented with technical solutions and tools to maximize our ability to collaborate as a team.
Run (7-8): I have helped the team identify the gaps in skills that may be impeding the flow of work during the iteration and introduced concepts to improve skillset through practices such as paired programming, knowledge sharing, or advocating for technical training/consulting. I have used technology to maximize engagement with distributed team members.
Fly (9-10): I help the team fill any gaps in skills or team composition, maintain a focus on cross-training, and escalate gaps and impediments. I help all team members understand the impact of their roles. I leverage technology to the fullest to enable collaboration and self-organization.
Agile Values and Principles
A Scrum Master guides the team on Agile values and principles implemented through processes and practices.
Pre-Crawl (1-2): I am not familiar with agile methods and practices and their connection to the Agile Manifesto. I am unable to help my team adopt Agile values and principles.
Crawl (3-4): I have begun learning about Agile and helping the team adopt Agile in our ways of working.
Walk (5-6): I have enabled the team to embrace the Agile values and principles, and we apply them to our ways of working.
Run (7-8): I guide the team towards a deeper understanding of the Agile values and principles. We continuously review our ways of working and experiment with practices and processes to continuously improve.
Fly (9-10): I have gathered expertise in various Agile frameworks and methods, and leverage them to coach the team effectively. The team has matured and is able to optimize its processes and practices.
Add any additional thoughts about "Foundation - Foundation"
A Scrum Master provides guidance, support and direction as the team matures into a high performing team.
Healthy Culture
A Scrum Master has the ability to promote a healthy culture that fosters trust, collaboration, and the desired behaviors.
Pre-Crawl (1-2): I do not have the knowledge and experience to help the team develop a healthy culture.
Crawl (3-4): I talk about our desired culture, but need to spend more time and energy modeling them.
Walk (5-6): I am learning the desired team behaviors and work with the team to build a healthy culture.
Run (7-8): I am focused on demonstrating our desired culture and mentor others to follow the same.
Fly (9-10): I am a good role model for the desired culture and my team emulates a healthy culture.
Observing & Listening
A Scrum Master has the ability to accurately observe the team, events, and environment. They actively listen to absorb and understand discussions, resolve issues, and implement the decisions made.
Pre-Crawl (1-2): I am often multi-tasking or distracted during team meetings.
Crawl (3-4): I listen to respond and begin solving the problem internally whenever a person comes to me with a problem. I am more comfortable when speaking.
Walk (5-6): I actively engage in team collaboration and problem-solving discussions. I work to make sure that all voices are heard and team members are engaged. I listen for understanding and curiosity, not to respond.
Run (7-8): I am effective at listening and leverage my senses to tune with individual moods, thoughts, and feelings. I am aware of the content and context of conversations during ceremonies and activities.
Fly (9-10): I am a master at active listening with individuals and with the team. I am very in tune with my team's moods and expectations.
Teacher and Coach - Teacher
A Scrum Master shares knowledge on Agile values, principles, and practices to educate the team.
Pre-Crawl (1-2): I do not have the knowledge and capability yet to teach Agility to the team.
Crawl (3-4): I am not confident yet at teaching Agility, Agile principles, or practices to the team. I struggle to answer 'why' we're following these processes and don't have a great onboarding process for new team members to learn what we do and why.
Walk (5-6): I am a subject matter expert and am beginning to become effective with teaching the team about Agility, Agile values, principles, and practices.
Run (7-8): I am effective at teaching and delivering knowledge in a way people can understand and apply practically. The team is now able to identify and differentiate the various principles, and where and how to apply the appropriate practices. We have a plan in the process for onboarding new team members to our team's Agile practices.
Fly (9-10): I am confident and effective at helping team members learn Agility through Agile and other principles, as well as the reason 'why' we follow Agile practices. We share our methods for onboarding new team members with other teams.
Teacher and Coach - Coach
A Scrum Master coaches the team on Agile behaviors and inspects and adapts the ways of working.
Pre-Crawl (1-2): I do not have the knowledge and experience yet on how to coach individuals and teams.
Crawl (3-4): I have started coaching the team to improve processes, address conflict, or find solutions collaboratively as a team.
Walk (5-6): I am becoming effective in coaching by being vulnerable and asking questions. I nudge people to inspect and adapt, to identify the right direction, and the path towards healthy behaviors.
Run (7-8): I am effective in coaching to develop healthy behaviors through sharing relevant experience and knowledge. I guide the team to inspect and adapt in response to challenges, impediments, and opportunities.
Fly (9-10): I am an expert at coaching the team on using Agile behaviors and improving their ways of working. The team has adopted behaviors allowing them to respond to challenges and impediments as a normal part of the execution.
Effective Communicator
A Scrum Master effectively manages communication within the team, cares deeply, and ensures that everyone on the team clearly understands the priorities, progress, impediments, and what is required of them.
Pre-Crawl (1-2): I cannot provide the team with clarity, transparency, and visibility.
Crawl (3-4): I engage with the team to ensure there is a shared understanding about what the team is working on, why it is important, and the team’s progress against its commitments.
Walk (5-6): I facilitate conversations that result in productive dialogues, skillfully defuse potentially emotional conversations, and mediate conflicts between team members in a timely manner. I am empathetic to challenges expressed by team members.
Run (7-8): I work with the team to build open communication channels, so we have real conversations resulting in impactful problem-solving and maximizing our ability to work together. Our ability to communicate allows the team to be accountable and innovative.
Fly (9-10): I promote a culture where the team members feel safe to take risks, be bold, speak honestly, and courageously. Our team members feel empowered to engage each other and the leadership team in a constructive manner.
Relationship Builder - Culture of Trust
A Scrum Master has the ability to build and develop healthy working relationships anchored on trust, respect, and accountability.
Pre-Crawl (1-2): I rarely create time and opportunities for our team to focus on engaging with each other to create a culture of trust.
Crawl (3-4): I try to get team members to engage with each other by incorporating trust-based activities during the iteration as well as to work collaboratively (e.g., Pairing) to achieve our commitments.
Walk (5-6): I encourage team members to make time to engage and be accountable for their commitments, have open and honest conversations, and work to build an environment of trust where it is ok to be vulnerable to each other.
Run (7-8): I encourage team members to create time and be transparent about their work and share information openly. I encourage team members to support one another unconditionally, particularly in stressful situations, as well as recognize each other’s contributions.
Fly (9-10): I help the team build a strong sense of identity based on hallmark values including trust, courage, accountability, and mutual respect. I engage the team in exciting and valuable activities that build our culture of trust.
Add any additional thoughts about "Coaching - Coaching"
A Scrum Master promotes clarity to the short-term, mid-term and long-term plans and advocates behaviors that enable the team to plan and meet commitments.
Backlog Refinement
A Scrum Master facilitates backlog refinement meetings in each iteration to ensure there is clarity in priorities, and the team has everything they need to be successful in delivering value.
Pre-Crawl (1-2): I do not facilitate backlog refinement conversations. We do not have a clear definition or acceptance criteria of the work to be done.
Crawl (3-4): I set aside capacity during the course of the iteration for the team to work on building the Product Backlog for the next iteration. Some User Stories continue to be refined within the iteration planning meeting.
Walk (5-6): I facilitate frequent backlog refinement meetings with the team during the course of the iteration. I ensure that the team has a refined backlog that meets the Definition of Ready with clear acceptance criteria, design documentation, and targeted outcomes in advance.
Run (7-8): I am able to optimize the team refinement activities, while simultaneously maintaining at least one iteration worth of backlog in a “ready” state. I work with the team to incorporate learnings into revising the Definition of Ready prior to the next iteration.
Fly (9-10): I work with the team to ensure the product backlog contains at least two iterations of work and meets (or exceeds) the team's Definition of Ready. We share our backlog refinement processes with other teams.
Planning at Scale
A Scrum Master facilitates and guides the teams with planning at scale to ensure that the discussions highlight areas that need to be coordinated across teams (i.e., with common goals clarified across teams, dependencies are identified, risks and mitigation plans in place).
Pre-Crawl (1-2): I lack experience in planning at scale and do not know how to guide my team. Our team primarily works in isolation and is often gated by dependencies with other teams.
Crawl (3-4): I am working to provide visibility and clarity on cross-team dependencies. We often lack visibility and clarity with other teams.
Walk (5-6): I ensure that the team's planning is represented cross-functionally and we have visibility to cress-team dependencies and provide input, identify priorities, dependencies, and integration points.
Run (7-8): I actively pursue having and creating visibility to cross-team planning, enabling alignment to the outcomes of the program/portfolio and dependencies.
Fly (9-10): I have deep experience in various scaling frameworks and have guided my team/program with the proper approach. The work my team plans is stable and well aligned with the priorities and needs of the larger program. Other Scrum Masters reach out to me for scaling recommendations and best practices.
Short-Term Planning (Iteration or weekly)
A Scrum Master facilitates the discussion and guides the team to develop, align, and update the short-term plans.
Pre-Crawl (1-2): I do not schedule short-term planning sessions.
Crawl (3-4): I don't guide the team to discuss and set short-term plans. We often experience unplanned work and alignment issues that change the plan shortly after it has been set.
Walk (5-6): I am working to guide the team on planning and estimating for the short term. We are experimenting with new planning and estimating methods.
Run (7-8): I have coached the team to establish a consistent, dependable short-term plan. We have practices for estimating, breaking down work, and planning work effectively.
Fly (9-10): I optimize effective short-term planning sessions and maximize our ability to respond to change. We share our practices for short-term planning with other teams.
Reporting and Visibility
A Scrum Master provides transparency into the team's work/efforts by leveraging reporting tools to measure and track maturity improvement, team performance, and delivery of business outcomes.
Pre-Crawl (1-2): I do not leverage the Scrum/team ceremonies to provide visibility. I focus on status reports with detailed task progress but not overall goal/value achievement.
Crawl (3-4): I have introduced the Scrum/team ceremonies to the team. We have yet to start identifying our Definition of Done and map the path to achieve our goals.
Walk (5-6): I facilitate the Scrum/team ceremonies and create artifacts to help the team with visibility into their performance and maturity.
Run (7-8): I have established a cadence for the Scrum/team ceremonies and updating artifacts. We provide clear visibility to overall outcome delivery, risks, impediments, capacity constraints, dependencies, and team maturity.
Fly (9-10): I encourage engagement in Scrum/team ceremonies to maintain high visibility and transparency into goals/value. Our team models reporting and visibility and share our practices with other teams.
Reporting and Visibility - Metrics
A Scrum Master is responsible for identifying metrics and data points, to measure and guide the team on improving efficiency and effectiveness against their goals.
Pre-Crawl (1-2): I do not have the knowledge to define the right metrics and reporting that the team needs.
Crawl (3-4): I am beginning to provide visibility into the right metrics that the team needs to effectively grow. However, we don't spend time reviewing our performance reports to assess where to improve.
Walk (5-6): I define clear metrics but we don't visit them frequently and work is loosely aligned to them.
Run (7-8): I have engaged my teams in defining our metrics and aligning work. We review, discuss and communicate the metrics on a regular cadence.
Fly (9-10): I am effective at gathering the right maturity, performance, and value-related metrics and making them easy to consume and accessible for the team and stakeholders. I ensure the data is used and translated to actions.
Add any additional thoughts about "Planning - Planning"
A Scrum Master provides support for the team to execute effectively and efficiently.
Daily Stand-up (Scrum)
A Scrum Master maintains the daily cadence of team conversations on the visibility of work completed, commitments on work to be done, and escalation of impediments.
Pre-Crawl (1-2): I run daily ceremonies that are often too long and feel like a status meeting. I don't address dysfunctional behaviors or we do not stick to the format.
Crawl (3-4): I run daily ceremonies and encourage team members to share what they did yesterday, what they will do today, and are there any impediments in their way. However, our conversations often lack focus or we move to analysis and problem-solving, causing our meetings to go long.
Walk (5-6): I help the team focus on getting value out of our daily ceremonies by creating and sticking to meeting norms. We start and end meetings on time and we parking lot sidebar conversations.
Run (7-8): I collaborate with the team on how to maximize the value of our daily ceremonies, and we identify questions/establish guardrails for discussion that help the team focus on progress towards goals. We share, commit, and escalate impediments.
Fly (9-10): I facilitate valuable daily ceremonies where we regularly review the momentum as the team is progressing towards its commitments. We are role models and share practices for creating visibility, committing to work, and removing impediments.
Impediment Management
A Scrum Master effectively manages impediments for the team, both within our team and across other teams.
Pre-Crawl (1-2): I do not escalate nor am I empowered to follow-up, on impediments.
Crawl (3-4): I track impediments and instruct the team to seek out their resolution. Impediments are not resolved in a timely manner.
Walk (5-6): I help the team implement practices for escalating impediments. I communicate the impact of impediments to leaders and stakeholders.
Run (7-8): I resolve impediments within the team’s “sphere of influence” as quickly as possible. I actively work across the program teams to identify impediments and escalating to leadership when the team needs help to resolve them.
Fly (9-10): I guide the team to manage impediments through looking ahead, clearing the runway, and developing contingencies. We share our practices for impediment management with other teams.
Cross-Team Dependency Management
A Scrum Master effectively manages cross-team dependencies for the team.
Pre-Crawl (1-2): I do not escalate nor am I empowered, to follow up on cross-team dependencies.
Crawl (3-4): I track cross-team dependencies and instruct the team to seek out their resolution. Cross-team dependencies are not resolved in a timely manner.
Walk (5-6): I help the team implement practices for escalating and expediting cross-team dependencies. I communicate the impact of cross-team dependencies to leaders and stakeholders.
Run (7-8): I coordinate the resolution of cross-team dependencies that are impacting the team's deliverables as quickly as possible. I actively work across the program teams to identify cross-team dependencies and escalate to leadership when the team needs help to resolve them.
Fly (9-10): I guide the team to manage cross-team dependencies through looking ahead and clearing the runway and developing contingencies. We share our practices for cross-team dependencies management with other teams.
Subject Matter Expertise
A Scrum Master is knowledgeable and provides the team guidance on the product, business operations, and technical development.
Pre-Crawl (1-2): I do not have a good understanding of our product, nor the technical knowledge to guide the team in decisions pertaining to tools, delivery designs, and practices.
Crawl (3-4): I am learning about the delivery pipeline my team has developed. I have a basic understanding of our product, tools/systems, and delivery practices.
Walk (5-6): I have a fundamental understanding of my team’s discovery practices, delivery pipeline, and technical practices. I am able to support the team as a subject matter expert.
Run (7-8): I am an active participant in innovating on ways to improve our discovery practices, delivery pipeline, and technical practices. I push for experimenting and adopting new approaches to product and business operations.
Fly (9-10): I am an expert in guiding the team to continuously improve the quality of their deliverables and create a culture of excellence. I am seen as a subject matter expert and sought out by others for help and guidance with their teams.
Value Delivery
A Scrum Master guides the team to maintain focus on delivering value for the customer.
Pre-Crawl (1-2): I do not work with the Product Owner and team to ensure the work in the Product Backlog provides incremental business value.
Crawl (3-4): I collaborate with the Product Owner to ensure that customer impact is represented in the Product Backlog and is understood by the team.
Walk (5-6): I collaborate with the Product Owner and the team to produce potentially shippable increments of work every iteration for customer review.
Run (7-8): I collaborate with the Product Owner and the team to engage customers to validate the value delivered, and use customer feedback to inform the Product Backlog.
Fly (9-10): I lead the team to continuously improve our methods for engaging customers and experimenting with new ways of delivering value. We share our methods and processes for focusing on the customer with other teams.
Stakeholder Engagement
A Scrum Master partners with the Product Owner and the team to engage the Stakeholders and hear their voices.
Pre-Crawl (1-2): I do not schedule demos and reviews. We often are not able to demo working software.
Crawl (3-4): I have started facilitating demos and reviews, but only if there is time or when requested. These ceremonies often get canceled whenever the team needs more time to finish work increments.
Walk (5-6): I facilitate demos and reviews at the end of each development timebox, with all team members and stakeholders present. I ensure the goal is clearly stated at the outset of the demo/review.
Run (7-8): I facilitate demos and reviews to create alignment between the team and stakeholders. I foster good collaboration where the Product Owner and team members play a role in demonstrating the value delivered. Feedback is actively solicited and regularly incorporated into new backlog items for the team as appropriate.
Fly (9-10): Our team is a role model when it comes to demonstrating value delivered and engaging stakeholders for feedback. We share our practices with other teams for engaging stakeholders.
Definition of Done
A Scrum Master leads the team in putting together their criteria for work completion (i.e., delivering a potentially shippable product, defining Definition of Done).
Pre-Crawl (1-2): I have not led the team in a conversation to discuss what it means to deliver completed work.
Crawl (3-4): I have facilitated a discussion with the team to define work completion criteria, but the agreement is informal and inconsistently applied.
Walk (5-6): I ensure that the criteria for work completion are visible and accessible by all team members. The team references the criteria during work acceptance ceremonies.
Run (7-8): I incorporate the work completion criteria during iteration planning to determine release readiness. The team is committed to delivering our definition of done.
Fly (9-10): I coach our team to routinely inspect and revise the work completion criteria for continuous improvement. We share our practices with other teams.
Inspect and Adapt
A Scrum Master helps the team continuously improve by maintaining focus on inspecting our ways of working and experimenting on improvements.
Pre-Crawl (1-2): I do not have inspect and adapt ceremonies in place. The team is busy and does not have time for retrospectives.
Crawl (3-4): I schedule retrospectives with the team, but it is not a priority and gets canceled when urgent work comes up. Team Members do not see Inspect and Adapt ceremonies as adding value.
Walk (5-6): I facilitate retrospectives on a consistent cadence. We identify growth items for future iteration, but we often don't follow up on them.
Run (7-8): I facilitate fun and engaging retrospectives, and the team is focused on completing growth items. I set aside time to focus on intentionally growing and maturing the team.
Fly (9-10): I have a diverse toolkit of retrospective techniques that I leverage to help the team continuously improve. We have strong feedback systems and share with other teams how we regularly inspect and adapt, and measure the impact of our changes.
Add any additional thoughts about "Execution - Execution"
What are the top strengths for the Participant?
What do you recommend as top areas for improvement/growth?
What do see as impediments to growth?
