Scrum Master

Assessment Template Details

Lean Agile Intelligence

Scrum Master

This template focuses on the core competencies and characteristics of a great Scrum Master. Influenced by many Agile & Lean thought leaders, this template provides an opportunity for a Scrum Master to reflect and improve on the behaviors, qualities, and practices required to assist organizations in competing in today’s fast-moving business environments.


Works of thought leaders that influenced the Practice's Technique Criteria, assigned Agility Stage, and impacted Business Outcomes.

Go to References >

Questions/Practices by Practice Dimension

27 total practices

Value Driven

• Agile Planning Facilitation
• Backlog Management Coaching
• Sprint Review Facilitation
• Stakeholder Engagement Coaching


• Creating Accountability
• Creating Safety
• Working Agreements Coaching


• Definition of Done Coaching
• Technical Techniques Coaching


• Daily Scrum Facilitation
• Sprint Planning Facilitation


• Developing Cross-Functionality
• Metrics Coaching
• Retrospective Facilitation


• Coaching
• Courage
• Creating Visibility
• Facilitation
• Growth Mindset
• Lean Agile Practices Knowledge
• Outcome Focus
• Promoting Flow
• Promoting Quality
• Promoting Sustainability
• Scrum Master Service (Org)
• Self-Awareness
• Training Instructor

Practice Technique Criteria Example

Retrospective Facilitation

Starting (0)
  • The team is skipping retrospectives
Developing (1)
  • The scrum master coaches the team to have retrospectives on cadence. At a minimum, at the end of every iteration.
  • The scrum master facilitates the retrospectives in regards to people, relationships, process and tools
Emerging (2)
  • The scrum master uses different facilitation techniques to get all team members included in generating ideas
  • The scrum master fosters an environment of safety so that team members  bring up their concerns and feelings and problems are discussed without blame or accusation
Adapting (3)
  • The scrum master ensures improvement proposals are added to the backlog to be implemented in the future
  • Team members rotate facilitating retrospectives and is not solely up to the scrum master
  • Facilitates program level retrospectives when applicable.
  • Escalates issues coming out of retrospectives to others in the program when applicable
Optimizing (4)
  • Data is leveraged to gain insights such as flow and quality metrics
  • Retro improvement items are measured
  • The most important improvement proposals are implemented next iteration
  • As soon as a problem occurs, the team stops to inspect and adapt
  • Works with leadership in the organization to improve things outside of the teams control