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RE: [scrumdevelopment] Re: Team Member Performance Reviews under Scrum - any guides?

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  • Steven Gordon
    Jeff, A nicely structured way to do a disciplined 360 degree kind of review. But, given the one sentence I extracted below, sucking up to customers is
    Message 1 of 107 , Jul 1 8:38 AM

      A nicely structured way to do a disciplined 360 degree kind of review.

      But, given the one sentence I extracted below, sucking up to customers is permitted/encouraged?


      -----Original Message-----
      From: scrumdevelopment@yahoogroups.com on behalf of Jeff Sutherland
      Sent: Fri 7/1/2005 6:44 AM
      To: scrumdevelopment@yahoogroups.com
      Subject: [scrumdevelopment] Re: Team Member Performance Reviews under Scrum - any guides?

      If customers say the developer is a 9, it overrides all
      other ratings.

      Jeff Sutherland
      Certified ScrumMaster Training
    • ldrews
      I like it! Very nice balance. Larry in Florida ... you read ... was used ... company ... public and ... spreadsheet. ... most of ... seen at ... question as
      Message 107 of 107 , Jul 15 9:09 AM
        I like it! Very nice balance.

        Larry in Florida

        --- In scrumdevelopment@yahoogroups.com, Jeff Sutherland
        <jeff.sutherland@c...> wrote:
        > Jim,
        > I've done performance reviews in a way that meets your needs (did
        you read
        > my previous posting on this?). In fact, a variant of what follows
        was used
        > at IDX which has some similarities to Siemans.
        > Prior to IDX, I was VP of Engineering at Individual and guess who was
        > ScrumMaster? Ken Schwaber! Together, we completely reengineered that
        > around Scrum. We had great fun at Individual. It had just gone
        public and
        > had $60M to spend on buying other internet startups in 1996.
        > I just put the performance evaluation process we used on the web at:
        > http://jeffsutherland.com/Individual/review_process.html
        > At the end of a document is a link to:
        > http://jeffsutherland.com/Individual/review_template.html
        > The review allowed the rating to be autocalculated in an Excel
        > It was great for developers because it was so quatitative.
        > Everyone liked it except Ken who is averse to any paperwork so I did
        most of
        > them. I thought it worked better than any review process I have ever
        seen at
        > any company and I've used a variant of it at several companies.
        > Jeff Sutherland
        > Certified ScrumMaster Training
        > On 7/13/05, Jim Schiel <james.schiel@s...> wrote:
        > >
        > > I'm going back to the original email to take a crack at the
        question as
        > > asked. As a manager with a strong interest in techniques in
        > > management and great respect for Scrum as a way for enabling a
        level of
        > > collaboration between team members unmatched (and, indeed, nearly
        > > ignored by previous "non-agile" methods), how to reward my employees
        > > and evaluate their performance has been a matter of great concern to
        > > me. I may not have found the best solution, but the method I am using
        > > is the result of discussions with the team itself to understand what
        > > they thought was the fairest way to handle it. Understand also that my
        > > company requires performance plans to be written and maintained
        > > throughout the year. Performance plans are written as a discussion
        > > the employee (not in a vaccuum by just the manager). Annual
        > > reviews are the method we use, and annual raises (if any) are a direct
        > > result of the rating in the performance review.
        > >
        > > What I do with my employees now is create multiple objectives. One
        > > (possibly two) of these objectives are TEAM objectives -- where the
        > > employee receives the same rating as everyone else on the project. If
        > > the project is successful, the employee benefits from that success.
        > >
        > > At the same time, I work on specific, individual objectives with my
        > > employees, targeting improvement in skills that will in some way
        > > improve the employee's career possibilities (technical skills,
        > > professional experience and skills, ability to be a Scrum Master,
        > >
        > > To balance the individual objectives vs. the team objectives, each
        > > objective has a weight that is used to determine the final rating. The
        > > weight can be used to help me account for the individual's ability to
        > > influence the course of the sprint.
        > >
        > > Now -- before the posts begin with regard to influence...
        > >
        > > New employees and inexperienced employees don't necessarily have the
        > > ability to influence a project or sprint outcome in the same way
        that a
        > > more experienced employee can. Similarly, some employees are added to
        > > the project team late in the project cycle and can have only a limited
        > > affect on the course of the project. By using weights on objectives, I
        > > can provide some balance between the relative experience of an
        > > and their ability to affect a project outcome.
        > >
        > > This method allows me to encourage positive team behavoirs and project
        > > ownership while, at the same time, helping support the growth of an
        > > individuals' skills and even how those (hopefully) improved skills
        > > provide benefit to the team in general.
        > >
        > > Jim Schiel
        > > Siemens
        > >
        > >
        > > --- In scrumdevelopment@yahoogroups.com, "Adrian Ferrier"
        > > <aferrier@a...> wrote:
        > > > Hi All,
        > > >
        > > > Are there any texts out there you can point me to that guide Annual
        > > > Team Member Performance Reviews under Scrum for Agile Managers?
        > > >
        > > > thanks
        > > > ajf
        > >
        > >
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