Scrum

Scrum – A Productivity Booster

Scrum is iterative and delivers incremental customer value when teams become self-organized.  When a team lacks in self-organizing itself in the right way and impedes the work in progress for continual value delivery, a struggle for scrum implementation is always there. Likewise, when members don’t mature themselves from transactional ( assign work to me and explain me to do it” mentality) to transformational (focusing on customer requirements and acknowledging the tasks needed within their Scrum team), the members become a reason for project failure. Though you can measure the Agile software development lifecycle through metrics, it offers; most organizations are still not aware of the right way to use it to improve teams’ productivity.

This post maps out the ways you can use to improve the productivity of your agile team by optimizing scrum.

Make Value From Sprint Retrospectives

Most Scrum teams tend to ignore essential agile aspects like retrospective meeting which is a must-have for everyone in a team. This is the time when you interact, define impediments, velocity charts, analyze burndown and much more. Scrum managers get an idea of a project’s progress while motivating to make changes in every sprint. If you want to have more fun, then go for retrospective games which turn meetings into events. There is so much to explore in Scrum and get better with passing sprints. You probably need to master scrum with the help of an agile and scrum training to keep it efficiently running in your organization.

Allow Your Team to Decide their Sprint Capacity

A sprint usually continues up to four weeks. Make sure nothing measures the sprint capacity of your team except your team members. Only a Scrum team can decide who works on what and how the strategy would be followed. You can also use this approach to determine the team’s sprint capacity. Sometimes, team members inform to complete a particular task within a sprint and teams, even if they have not completed it.  

Being a product owner if you compel your team to deliver the task in a sprint, it is a sign that you are impeding your team members calculate their capacity. Here comes the role of the Scrum Master. He allows the team to work according to its capacity in a sprint. This will keep them awake during Sprint Planning and delivers what they have promised. You can opt the Fist of Five technique that helps you understand your team’s level of commitment to the Sprint plan. Moreover, it will foster stress-free work environment.

Keep Track

Using velocity in team enables you to keep track of each iteration in a project, and you can use that data to measure the productivity of a team. Keep your monitoring strong to check each move within each iteration. You would need to consider how many team members are working, how many hours they are spending to complete a task. Check how velocity varies within an iteration. There should not be a significant difference between the velocities of other iterations, but if the velocity fluctuates drastically, you would need to reconsider the plan.  

Prevent Reworking

What disrupts a Scrum team’s success is the failure to meet customer requirements. A Scrum Master should ensure that stakeholders and the development team work on the same page to drive progress. If miscommunication and misinterpretation crop up, try to solve them in the early stages of a Scrum project. Keep in mind, producing high-quality code takes time to build, but it takes only a few minutes to destroy it. A constant rework of the code is damaging not only to deadlines but employee satisfaction and morale too.

Sprint burndown

Time-boxed sprints decide the development of Scrum teams. Teams need to determine the amount of work they can complete during a sprint. A sprint burndown report checks the completion of work in the sprint. The x-axis denotes time, and the y-axis indicates the amount of work to be completed, calculated in either story points. The aim is to achieve the decided work by the end of the sprint.

If a team consistently completes its forecast, then you can use it to advertise for agile amongst other teams. Sometimes, teams declare task completion before it really is in an attempt to fudge the numbers and work on next sprint. This may result in shorter sprints, but a compromise on quality and learning would also be there.  

Conclusion

Scrum ’s primary objective is to boost performance with continuous improvement. Scrum is not magic as it only shows results when teams are realistic in approach towards the implementation of Scrum. There might be a time when teams won’t be able to complete their forecast during a sprint, but this does not mean the future sprints would also be the same. The proper implementation of scrum requires a well-planned strategy for iterations, adequate analysis, committed approach, and ready to learn behavior. Let your teamwork creatively, but make sure they keep up speed and value throughout the development process.

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