Mastering Professional Scrum 7/7

stefan February 10, 2020 0 Comments

Ch7. Leveraging the Organization to Improve

Also Read: Previous Chapter. Ch06 | First Chapter. Ch01| Entire book

Drive by Dan Pink (Riverhead Books, 2011)

Techniques for distributed agileteams:

  1. Help the team to self-organize, rather than try to solve problems for them.
  2. Invest in the team’s growth with on-site collaboration sessions (at least once a year; quarterly is more desirable). Include activities focused on getting to know each other, establishing clear working agreements, aligning around product vision and understanding customers, and accomplishing shared goals together.
  3. Invest in communication and collaboration tools (e.g., video communication, interactive whiteboards).

PO brings for the Scope the:

  1. vision
  2. value
  3. validation
A figure shows a triangle whose two sides represent time and cost. The third side represents scope. Through this, the goal/objective, vision, value, and validation can be set.
Iron Triangle with a product mindset. (Photo by Stephanie Ockerman.)

At a high level, we recommend keeping estimates simple. A Product Owner conveys what is known about the initiative, including desired outcomes and the specific features or capabilities expected to achieve those desired outcomes. In turn, the Development Team estimates based on what is currently known. The smallest unit that can be budgeted for a Scrum Team is a Sprint. Therefore, it makes sense to create budgets in those units. Perhaps the Development Team will estimate a number of Sprints. Or perhaps the Development Team estimates the work as Small, Medium, or Large and establishes an understanding of what level of effort and complexity falls into those categories. The team will then have a rough forecast of how many Sprints it will take to complete the work—and the number of Sprints will provide the cost. Ultimately, it comes down to the number of Sprints.

A Scrum Team’s estimation of high-level initiatives.

A table shows the data of a team's high-level initiatives.

3 factors affect planning and forecasting for longer time horizons:

  1. Do you already have funding?
  2. Do you have history (i.e., empirical data) to help you plan?
  3. What is the level of trust in the organization? has created a measurement-based empirical improvement framework called Evidence-Based Management that provides ways of expressing goals and using measures to improve your ability to reach those goals.


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