The Skills Matrix and Performance Evaluation on Agile Teams


  2. Set development goals and action items.
  3. Regularly review performance in relation to the development goals.





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9 thoughts on “The Skills Matrix and Performance Evaluation on Agile Teams”

  1. I don’t believe in this approach. What I believe in is a talk. I talk with people and get know them. We define 1-2 areas that should be improved in the next 6 months, no more. It is a waste of time to create complex matrix and say something “hmm, you should improve these 8 skills”. It is demotivating. Clear focus works much better.

    1. Hi Michael,

      Of course talking is important!!! The skills matrix is not just a performance evaluation tool. In fact, it is primarily a tool for the team to use to self-organize. I probably should have made that clear in the article 🙂 As for it being demotivating, it is only so if as a manager you tell your team members what skills they “should” improve. If team members decide for themselves what skills they will work on, then it can be highly motivating. In your comment you say “Clear focus works much better.”… could you please clarify that comment? I’m not sure what you mean by “clear focus”.

  2. What should one do if a team member does over- or under-evaluate his own skills in the self-assessment? Should there be a discussion inside the team about the self-assessment in order to get good results?

    1. This can be a tough challenge. However, there are some things that make this relatively rare and self-correcting. First of all, the visibility of the skills matrix with other team members and management helps people to be honest about their own skills. Additionally, the skills matrix should be reviewed fairly regularly in a retrospective-like setting and in this situation there can be open discussion. Finally, if goals are set to improve a particular skill, it is very easy to verify if a particular level has been achieved. That said, it may be possible for someone to be inaccurate about a particular skill and for that to be unnoticed for some time. Usually in that case, the skill isn’t terribly important for the team. A good coach will also help the team use this effectively (coach can be ScrumMaster, manager, or external consultant).

  3. i ve tried many times to introduce a “skills market” in my teams…it didn’t or team members know what the don’t know and what the know..what is missing is to set the direction towards specific goals…and these “constraints” need to be set in every team by the organization (i don’t like management) so to help grow a self organized team…frequent follow-up to secure that we are in the right directions will help!

    1. …by the way…the different phases in skill development is really great!!!..much much better and up to the point than the A B C D T levels that i am seeing….

    2. Hi Nikos,

      Thanks for your comment! I hope you let us know if you use the above “Skills Matrix” in your team!

      In my consulting organization, we have introduced the skills matrix to many teams and organizations and it is always a useful tool… as long as it is kept visible! Some organizations (or people) don’t feel comfortable with the transparency that the Skills Matrix introduces.

  4. Improvement in skill happens over a period of time and based on capability of a person, his ability to acquire and demonstrate the same repeatedly. How do you assess the skills and when do you say he has cross the threshold of level -1 and gone to level-2.

    1. The unusual aspect of the Skills Matrix is that individuals self-evaluate when they cross the thresholds from one level of skill to another, and they do so publicly. The Skills Matrix is meant to be visible to the whole team and all its stakeholders at all times – posted on the wall! The team looks at the Skills Matrix on occasion, usually during a retrospective. The “boss” does not have a say in how a person does their own self-evaluation. Instead, the team, through the visibility of the Skills Matrix, may self-regulate.

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