Abstract: What if your Agile Transformation continued to keep pace with rapidly evolving tools and processes but one of the key roles for driving agile continuous improvement did not? That’s the situation we found ourselves in at Capital One as we shifted to an engineering mindset and innovation culture that demanded more than basic scrum facilitation out of our Agile practitioners.
This talk will identify key symptoms to look for in determining when this role needs a reboot and additional support in their growth. We will share our approach to rethinking the role beyond the Scrum Guide. Once we had a new vision for the role, we focused on understanding what our Scrum Masters would need to achieve it. We will share lessons learned of how we rallied leaders across a diverse enterprise to provide clarity in role growth, training, recruiting, and communities to strengthen our Scrum Masters and improve our organizational agility.
Learning Outcomes: - Attendees will learn the complexities of raising expectations for Scrum Masters in a way that:
- encourages growth in a positive manner
- allows department lines some level of autonomy
- strengthens the Scrum Master community
- involves everyone (Leadership, People Managers, Scrum Masters, Engineers)
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