RE: [scrumdevelopment] Re: Team Member Performance Reviews under Scrum - any guides?
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?
From: email@example.com on behalf of Jeff Sutherland
Sent: Fri 7/1/2005 6:44 AM
Subject: [scrumdevelopment] Re: Team Member Performance Reviews under Scrum - any guides?
If customers say the developer is a 9, it overrides all
Certified ScrumMaster Training
- I like it! Very nice balance.
Larry in Florida
--- In firstname.lastname@example.org, Jeff Sutherland
> Jim,you read
> I've done performance reviews in a way that meets your needs (did
> my previous posting on this?). In fact, a variant of what followswas used
> at IDX which has some similarities to Siemans.company
> 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 gonepublic and
> had $60M to spend on buying other internet startups in 1996.spreadsheet.
> I just put the performance evaluation process we used on the web at:
> At the end of a document is a link to:
> The review allowed the rating to be autocalculated in an Excel
> It was great for developers because it was so quatitative.most of
> Everyone liked it except Ken who is averse to any paperwork so I did
> them. I thought it worked better than any review process I have everseen at
> any company and I've used a variant of it at several companies.question as
> 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
> > asked. As a manager with a strong interest in techniques inperformance
> > management and great respect for Scrum as a way for enabling alevel of
> > collaboration between team members unmatched (and, indeed, nearlywith
> > 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). Annualperformance
> > reviews are the method we use, and annual raises (if any) are a directetc.)
> > 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,
> >that a
> > 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
> > more experienced employee can. Similarly, some employees are added toemployee
> > 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 email@example.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