Technical Skills
Despite being less hands-on, you can instantly pick up and understand technical problems, recommend debugging tactics, and choose a solution from options presented
When presented with a number of solutions, you can quickly and confidently select the best option to allow your team to progress
You can predict market trends and steer your team through architectural changes.
You frequently attend technical conferences, absorb and share key messages across your teams
Project software architects come to you for input
Soft Skills
You appreciate, and take into account, other teams’ perspective on technical projects (PMO, Operations etc). You have a good working relationship with these teams and they come to you for advice.
You can gauge the wellbeing of your team and constantly work towards improving it
You are a confident public speaker in your chosen domain, you can clearly articulate your thoughts
Getting Code Live
You are able to provide advice on estimation in multiple environments
You can ask the right questions to enable a team to generate confidence in their deployment process
You have the right contacts in other teams to get help troubleshooting deployment issues on multiple platforms
Impact
Solution Ownership
You are responsible for technical decisions and releases within a large project of multiple scrum teams
You can identify and delegate to engineering leads across multiple teams
Your recognisable ways of working can be seen across the teams in your projects
You are not afraid to identify and correct solution deficiencies, even if you are far down a project timeline
Technical Assessment and Adoption
You are able to evaluate and make decisions on technology propositions
You keep up to date with industry direction, and contribute your opinions to the industry
You delegate, and ensure progress on, team development towards your recommended technical directions
Business Awareness
Your opinion is sought by the customer on solutions to improve business value
You are aware of your business domain knowledge limitations and able to clearly define the lines / decision matrices within a team
Developing Our Team
You assign reviewers to benefit the team, and ensure that the team has attainable targets to show progress throughout the year
You encourage team initiatives and side-projects, and work to enable funding and time for these projects
You work hard to promote the team as a great place to work, and to make sure that this promoted image is true
You look for new pools of talent and grow the talent within the team
Winning New Work
You are involved in the review and signoff of bids
You create packages for the sales team to take out to clients
You are the go-to person for client presentations, and you are able to delegate and hand over to team members that you know will be able to fill in for you
Team Leadership
You are a true Agile Coach i.e. you are is responsible for creating and improving Agile processes within our company, collaborating with other scrum masters, and guiding teams to find the correct agile process for their project
You take responsibility for your team’s performance
You make changes to the team structure when you see that it is appropriate
Advocacy and Ambassadorship
You are known and respected as a Software Engineer outside of Capgemini
You are invited to influence the direction of our technology partners
Whilst you are still an expert in a specific technical or procedural area, you also have a holistic overview of other technical areas and how they interlink and influence each other
You form historical views of technology, spanning the length of your career