If you are a manager and above in agile work environment and you need to go with appraisal, you might have encountered situations where what to expect from your team members compare to traditional model. The focus is on collaboration, pairing, individual ownership for self and team. The “Working for team” culture over work for “self” make it more difficult. One of the recommendation I have for all the managers or individuals responsible for doing appraisals for agile team is to have a certain percentage allocated to team success in everyone’s goal, and further how the team collaborates and how well they work together. The percentage can differ with experience of an agile team member and expectations what you have from your team.
When it comes to individual performance (obviously there is a percentage attached to this as well which is typically little above than team success), I prefer to look at three factors which covers it all.
1. Competence – Demonstrates strong leadership in one or more areas (e.g., technical, project management, process, etc.). Consistently works to leverage skills for team and larger organization success.
- Breadth and depth of knowledge and skills
- Problem solving ability
- Technical, communication, interpersonal, business skills
- Leadership and innovation, applied to people, processes, and projects
2. Contribution – Someone who has a lot of initiative, is a leader across the organization, and has outstanding productivity.
- Ability to meet commitments
- Overall productivity and volume of output
- Early communication of problems and contribution to workarounds that meets business goals
- Versatility – willingness and ability to adapt to new tasks
- Teamwork – willingness and ability to help others
- Leadership skills such as architecture, project management, change management, communication, and mentoring
- Ability to motivate others, manage self, and demonstrate initiative.
3. Value to business – This is very critical. What kind of value you are adding to business. There could be high competence and contribution to build a product while ROI (Return on investment) should never be ignored.
- Knowledge and skills as mapped to needs of the business
- Extra points here for unique skills we need
Every agile member should ask three questions to himself/herself frequently
- Am I learning?
- Am I contributing?
- Am I making a difference?
The manager should ask the same questions to himself/herself and same for his team. If the answer is no then appropriate development goals must be planned and discussed.
The biggest goals for a manager should be in while managing agile project should be
- Sprint success
- Continuous Improvement
- Constant Learning
- Building Self Organizing Teams