Measuring Performance: Quantifying the Work of a Scrum Master
summary
Provides 15 concrete metrics grouped into facilitator, servant leader, change agent roles and shows how to collect them: measure meeting savings as cost saved by meeting efficiency (minutes × average hourly rate), ROTI and participation tallies, skills matrix to raise the bus factor, counts of context switches and unplanned overtime, sprint commitment vs delivered (velocity) for predictability, impediments escalated to track decision power, lead time for value flow, and stakeholder NPS in sprint reviews. Advises rotating metrics, anonymity for sensitive data, and never comparing teams.
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chapters (19)
- 0:00Start
- 8:19Raise the Efficiency of the Team
- 12:09Facilitator Aspect
- 13:58Increasing Meeting Efficiency
- 14:29The Increase of Meeting Effectiveness
- 16:03Bus Factor
- 16:49How Do We Measure the Rise in the Team Bus Factor
- 17:59Measure the Understanding of Scrum
- 19:05Context Switching
- 22:50Measure the Team Spirit
- 24:18Improve Predictability
- 26:42Scrum Master Stakeholders
- 27:00Merit Money
- 35:11Figure Out Good Metrics
- 39:27What Should You Watch Out for When Working with Metrics
- 41:12Call to Action
- 42:51Do You Consider Scrum Master a Full-Time Rule or Is Alternating the Scrum Master Hat between Eager Developers a Better Solution
- 43:26Why Do We Want To Measure a Scrum Master in the First Place What Is the Problem You'Re Trying To Solve with this Proposal
- 46:07How Do You Measure How Other Stakeholders Not the Team Are Satisfied with the Scrum
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