Hybrid - Swindon or London
Accountable to
Scrum/Kanban Team, Agile Team’s Scrum MastersAgile LeadResponsible for:
Championing delivering Better Value Sooner Safer Happier via improving Ways of Working (WoW) inside Scrum and/or Lean Agile (Kanban) teams, and contributing to such efforts across the wider organisation (both PayTech and wider Edenred).
You will be a self-learner who rapidly expands their knowledge of Lean, Agile, business, leadership, and other practices, frameworks, and techniques. It is likely that you attend Agile meetups either inside or outside the company, and share ideas and learning with your peers. You will be confident in presenting ideas to a diverse audience at meetup style events.
You will have a level 1 qualification in Agile such as PSM1, CSM, DASM, KMP, or ICP. Ideally you should have achieved a level 2 / advanced qualification in Agile. Additional qualifications in Lean, leadership, and Emotional Intelligence are highly relevant.
Your background and experience is of paramount importance to help teams adopt an holistic view of software engineering. You may come from a computer science, pure science, business, military, or any other background. The key is being able to demonstrate knowledge of, and application of agility in practice & context with those whom you work with.
You will have extensive experience of working in an Agile iterative and/or incremental environment regularly solving problems and delivering value to customers. This does not need to be a software delivery environment, however the nature of our work means that knowledge of various Software Delivery Lifecycles is advantageous.
You will practice the 8 stances of the Scrum Master, and will be able to shift your approach according to needs of the team.
Working relationships
Agile TeamProduct Owner & Product ManagerDevelopment & QA ManagersOperations & ServiceBusiness stakeholdersLeaders across PayTech and Payment SolutionsCross-collaboration with other teams via other Scrum MastersKey result areas
Establishes Sprint Goals and enables team to focus upon, and achieve these. Ensures that Sprint Goals are aligned to quarterly team-level Programme Increments and associated value definitions .Assists in establishing department-wide Goals.Embeds good Lean and Agile practices, and associated Ways of Working (WoW) at team and department levels, and influences the Engineering, Infrastructure, Operations, and Product departments via wider conversations, for example through our Agile Community of Practice.Discovers and commits Objectives and Key Results at the team level to measure success of WoW changes; uses metrics-as-feedback (eg: via LinearB) to establish a culture of evidence-based continuous improvement.Coaches and influences the Scrum Team towards improving WoW while taking into account, and balancing all aspects of Better Value Sooner Safer Happier.Takes leadership, coaching, and mentoring stances with other Scrum Masters to accelerate individual and collective learning and WoW improvements inside the Agile Team.Proactively identifies, triages, unblocks, and escalates impediments impacting the Scrum Team. Establishes a culture of preventing impediments from occurring in preference to mitigating after-the-event.Role Specific
Significant experience / knowledge with a variety of Lean and Agile frameworks, and associated methods.Able to communicate “why Agile” as well as “how to do Agile” to a varied audience including both those from software-technical and non-software-technical backgrounds.Experience of adopting Lean Principles (eg: focus on value, waste identification and elimination) with examples of successful changes to behaviour and practice yielding positive impact upon customer value delivered.Pragmatic / Agnostic Agile: selects methods and techniques best suited to context always in the context of people over process over tool.Evolving the team’s WoW to support the business’ North Star and associated key Values (Values | Edenred ).Experience of scaling Agile WoW across at least two teams using appropriate elements of a core scaling framework such as Disciplined Agile, Nexus, LeSS and/or SAFe.Agile Planning focused on incremental delivery of internal and external customer value over volume of work.Able to shift from Servant Lead to Leader when initial or follow-up direction is needed to kickstart changes to working patterns or learned behaviour.Close working with Product Owner and Product Manager to curate a backlog of options for potential commitment to deliver.Ability to challenge and push back to defend the team to ensure focus remains on the safe delivery of value.Detailed knowledge of Agile practices and techniques such as (but not limited to) Story Mapping, Impact Mapping, Event Storming and Behaviour-Driven Development (BDD).Experience of working in a DevOps environment beneficial.Behavioural
Learner: seeks out new ideas from the worldwide Agile community, and can rapidly assimilate new knowledge, test such for applicability in-context, and apply that which has value to the team and customer.Critical thinker: can analyse the facts and form a judgement based on the evidence; is able to rapidly shift world view when new evidence supplants the old. All, with the aim of delivering better customer value from a motivated, happy team.Personable: enthusiastic, go-to member of the team who is emotionally intelligent and able to balance different emotional needs and viewpoints of team members and stakeholders.Servant Leader: supporting the team in achieving Better Value Sooner Safer Happier.Agile mentor and coach: supporting the Agile team to discover options for improving their Agile WoW, and reason why.Influencer – can articulate and challenge ideas and concepts relating to agility and/or DevOps in Engineering and Product to better align outputs to outcomes delivering customer value.Able to work with a high degree of autonomy with team to determine effective ways to deliver value in an emergent context.Demonstrates high degree of Emotional Intelligence with regard to self and others.Encourages autonomy and ownership inside own team.Accountability: takes ownership for actions such as improvement initiatives, leading to conclusion.
