{"id":28898,"date":"2021-06-16T08:13:59","date_gmt":"2021-06-16T15:13:59","guid":{"rendered":"https:\/\/agileeducation.org\/?p=28898"},"modified":"2021-06-18T07:33:05","modified_gmt":"2021-06-18T14:33:05","slug":"how-to-interview-the-scrum-master-from-paolo-sammicheli","status":"publish","type":"post","link":"https:\/\/agileeducation.org\/es\/how-to-interview-the-scrum-master-from-paolo-sammicheli\/","title":{"rendered":"\"C\u00f3mo entrevistar a un Scrum Master\" de Paolo Sammicheli, Agile Business Coach y Scrum Trainer"},"content":{"rendered":"

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“How to Interview a Scrum Master<\/a>” from Paolo Sammicheli, Agile Business Coach and Scrum<\/a> Trainer<\/h1>\n

by Paolo Sammicheli | June 16, 2021<\/p>\n[\/et_pb_text][et_pb_text _builder_version=”3.27.3″ text_line_height=”1.8em” header_font=”Open Sans|800|||||||” header_2_font=”Raleway|700|||||||” _i=”1″ _address=”0.0.0.1″]\n\nAre you an Agile Coach<\/a>, Scrum of Scrums Master<\/a>, Chief Product Owner<\/a>, or Human Resources Hiring Manager looking for a valuable tool to help hire Scrum<\/a> Masters<\/a> at your organization? Look no further. Scrum<\/a> Trainer by Scrum<\/a> Inc.<\/a> and Scrum<\/a>@Scale Trainer Paolo Sammicheli<\/a> presents his process for identifying suitable candidates for several companies.\n\n\"\"Paolo Sammicheli<\/a> is an Italian Entrepreneur, International Speaker, and Author of the book “Scrum<\/a> for Hardware,” the first significant publication in the world on the topic. Today Paolo works as an Agile Business Coach, specialized in Scrum<\/a>, Scrum<\/a>@Scale, Kanban, Design Thinking, and Lean Startup. He helps organizations uncover better ways of delighting their customers. Paolo is currently working on his next book, “Scrum<\/a> in AI<\/a>.” The book comprises Agility’s foundations, a detailed description of the methods, the engineering practices, and case studies with real examples and suggestions on how to implement them in your company.\n\n“How to Interview a Scrum Master<\/a>”<\/strong> [View Original<\/a>]\n\nThe selection of a Scrum Master<\/a> is not defined anywhere in the Scrum<\/a> Guide. Who chooses them? With which criteria?\n\nDifferent methods can be observed across Agile Organizations: in some cases, the Scrum Master<\/a> is set up voluntarily and is then appointed by the management; in others, they were born as a member of the Team and elected within it, and often partly continue to carry out development activities, as a team member.\n\nAt the beginning of 2018, one of my clients needed to reorganize the development department to harmonize his teams. His Scrum<\/a> Masters, elected among the team members, carried out their part-time role and continued to work on development as well. Various problems were emerging: in some teams, there was an overabundance of aspiring Scrum<\/a> Masters while in others, the role had been played by the person with more seniority of service, without, however, demonstrating a great enthusiasm. Playing a role partially also reduced the focus<\/a>. It provided an alibi for not devoting time to the study of coaching practices.\n\nI suggested taking advantage of the reorganization to experiment with a different method of choosing the Scrum<\/a> Masters.\n\nConsidering the existing constraint, which required maintaining the number of people employed (headcount), Scrum<\/a> Mastery would become a full-time assignment. Each Scrum Master<\/a> would be assigned to two teams. Those wishing to become Scrum<\/a> Masters should apply to an internal Job Posting and pass an assessment interview held by the Coaches who led the transformation. After that, the teams would indicate their preferences among the selected people. The management would finalize the pairings, trying to satisfy as many people as possible.\n\nThe idea of having full-time and professionalized Scrum<\/a> Masters convinced everyone in the company, and the managers decided to experiment with this different method. The top management assured me that Scrum Master<\/a> would be a role and not a mere job title. With the mantra “Job and Salary safety, Role unsafety,” the new organization was announced to the company’s entire development department.\n\nSelection Criteria<\/strong>\n\nI began to think about what could be the way to select candidates. Scrolling back to the book by Lyssa Atkins, “Coaching Agile Teams,” I pondered on the diversity of roles<\/a> that the Agile Coach must play, and in particular on its three main functions:\n