The Scrum Master is responsible for facilitating the day-to-day running of an Agile team and ensuring that progress is visible to all key stakeholders.
They ensure that the team functions as effectively as possible and protects the team from external impacts.
This is a facilitative leadership role. The Scrum Master should seek to promote self-organisation within the team, i.e. the team collectively optimises itself to achieve the defined Sprint and project goals, rather than the Scrum Master acting as authority and coordinator.
The Scrum Master takes ownership that the right things are happening, preferably not ownership of the activities themselves.
The role holder may be required to facilitate delivery of end to end IT change which is particularly :
requiring high levels of stakeholder management
Duties will include :
Ensuring that the team follow the values and principles of Agile as far as possible and apply the Aviva Agile framework appropriately.
Ensuring transparency on team activities including sprints, velocity, risks, team and stakeholder happiness.
Delivering integrated change across multiple Development Centres.
Ensuring quality is driven into all aspects of the delivery lifecycle and defects are driven out as early as possible.
Being part of the Agile community across Aviva CIO.
Respecting end customers’ interests in compliance with Aviva Values the principles of Treating Customers Fairly
Working in partnership with Run teams to ensure long term integrity and maintainability of our software assets.
Management and control of resources and suppliers ensuring that supply and capability meets agreed commitments including engagement or engineering initiatives.
Communication and collaboration in the team are highly effective
Realistic Sprint goals set and are consistently achieved
Issues impacting successful team delivery are raised and resolved efficiently. This may be achieved by direct action, or by escalation to the appropriate level.
Risks are managed as they arise, escalating to Project Manager or technical roles as required
The team is protected from outside influences that could impact the ability to deliver both at sprint and release level
Scrum meetings are booked, relevant stakeholders invited, meetings take place, follow the Aviva Scaled Scrum framework and are of value to the project
Relevant metrics are collected every sprint and used to inform future planning and continuous improvement
Progress is visible to all key stakeholders
There is a culture of continuous improvement in the team, ensuring standards are adhered to and processes optimised for effective delivery
Project reports are produced to a high quality and conform to relevant reporting timescales.
Tools and techniques utilised are those mandated (Agile as Default, Software Engineering Toolset etc).
The needs of the customer are key and decisions are challenged that are not in their best interests as defined by Aviva Values.
Team members are supplied to meet agreed demand with delivery priorities balanced against people development requirements
Estimates are based on Agile approaches using Team based relative estimation ensuring delivery is stretching but realistic.
Support the team in ensuring that technical assets remain viable for the long term taking into account both support and future development
Quality processes are applied to drive out defects during development
Team members are coached in a way that recognises and develops potential and challenges them to continually improve performance
Team is actively represented and effective relationships are built and maintained with the stakeholders.
Communication - Able to relate to and communicate with both business and technology people
Stakeholder management Able to understand and respond to the drivers and concerns of a wide range of both business and technical stakeholders
Servant Leader ship Must be able to gain respect from his / her team and be willing to get their hands dirty’ to get the job done.
The Scrum Master must be able to achieve their responsibilities by getting the team to collectively work towards the same goals, rather than through a control and command’ approach
Facilitation Must be able to lead and demonstrate value-add principles to a team
Assertiveness Must be able to ensure Agile / Scrum concepts and principles are adhered to, must be able to be a voice of reason and authority, make the tough calls.
Situationally Aware Must notice differences and issues as they arise and respond appropriately
Conflict resolution - Must be able to facilitate discussion and the development of alternatives or different approaches
Transparency Must drive transparency to the business about development progress and grow business trust
Sensitivity to team dynamics - the efficiency of a team can vary significantly depending upon the behaviours and interactions within the team the SM should be sensitive to dynamics of the team and have strategies for changing behaviours where necessary.
Political awareness - Be able to work / collaborate / communicate effectively with upper management, stakeholders and other external dependencies.
Problem solving skills - organizational and analytical skills, and the ability to work round obstacles to get things done
Partner / Supplier management Understanding of key processes and how to get the best from Aviva’s Partners.
A solid understanding of Agile values and principles (the why and the how )
A good overall knowledge of the Scrum process
A good working knowledge of Agile practices and some of the different applications
Basic understanding of software development processes
Business and Commercial Awareness
QMS and Agile Solution Centre
Delivery and support management tools and techniques
Experience of working in an Agile project (in any role)
Experience of software delivery processes
Building a collaborative team culture
Facilitation of workshops with business stakeholders and development teams
Management and development of people within a delivery team.