Since Keepler was born more than four years ago, we have always been committed to Agile from the point of view of how to approach the projects and products in which we are involved. This has provided us with a lot of learning as we have been collaborating with different clients who are often large companies with a very deep-rooted and long-lived culture, resistant to change by nature and with very established habits in terms of project management.
Our position here has been to try to adapt in order to provide a better service. Adapt to them, yes, but without forgetting our belief in the way we manage projects. The result is a process of internal inspection and adaptation that has led us to make many changes, one of them being our interpretation of the management role.
What is a Scrum Master?
At Keepler we have never seen the Scrum Master as a profile that just follows what the Scrum guide says, applying the framework mechanically in projects.
Instead, we have seen him/her as a change agent: someone with a backpack full of tools (skills) that he/she can use in one way or another depending on the context in which he/she is interacting.
And from Keepler’s point of view (“Boutique” of professional services) it means that these skills have two areas:
- Internal skills: those in which they generate value internally. This is important because for us any citizenK is not only a person who develops with the client, but also, to the same extent, with the processes and people “internal” in the company.
- External skills: those related to our impact on the clients we work with.
With these premises in mind, from Keepler’s Agile circle we decided to “refactor” the parameters in which we ourselves measured our performance and the way we did it was following our philosophy in the company: we created a self-organized working group formed by people from the same Agile circle.
The backpack of an Agile management profile
What should we measure from any Keepler Agile profile? How do we group what we currently have? What activities do we actually do on projects? Should we continue to do them?
Those were the first questions we asked ourselves when we started to tackle the change.
What we had until that moment when evaluating and measuring a management profile was a compendium of aspects to assess differentiated by level of experience such as Scrum framework, Agile scaling, Management 3.0, product inception… But it was not weighted and we left it up to the people who were evaluating to decide what had more weight when deciding if a person had enough knowledge and experience at any level. It was something that covered pretty well what clients were asking for, but the skills that were in the backpack were not weighted so we decided to create a set of pillars on which to base our professional career as a way to evaluate the following: