Revisiting Agile Teams after an abrupt shift to Remote
McKinsey Insights | April 2020
Agile teams traditionally excel when their members are co-located. Here’s how to ensure they’re effective now that COVID-19 has forced them to work remotely.
Sustaining the people and culture of a remote agile team
– Revisit the norms and ground rules for interaction
– Cultivate bonding and morale
– Adapt coaching and development
Recalibrating remote agile processes
– Remote agile ceremonies come with unique challenges
Chart w/Scrum Ceremonies : Objectives, challenges for remote teams, solutions
– Establish a single source of truth
– Adjust to asynchronous collaboration
– Keep teams engaged during long ceremonies
– Adapting leadership approach
– Various approaches can help teams engage customers and external stakeholders
Chart w/Challenges ; Engaging purposefully, providing transparency, effective collaboration
Note: Article recommended by Bob Schatz, one my Scrum instructors.
Authors = Santiago Comella-Dorda, Lavkesh Garg, Suman Thareja, & Belkis Vasquez-McCall (McKinsey Insights, McKinsey & Company)
Scrum Framework: Illustration
Agiletrick | Undated
Came across this cool illustration covering the Scrum Framework, Roles, Artifacts & Ceremonies.
The source is Agiletrick, an Indian Education company offering “Live Virtual Classes: Upskill . Get Trained and Get Certified. SAFe, Scrum, Kanban, DevOps, PMP®, Prince2®, Six Sigma, ITIL, BUSINESS ANALYSIS”
Author = Agiletrick.com
The Scrum Guide Reordered is based on about 90 percent of the text of the 2017 Scrum Guide, extending its original structure by adding additional categories. For example, you will find all quotes that can be attributed to the role of the Scrum Master in one place. While the Scrum Guide is mainly focused on the three roles, five events, and three artifacts, I aggregated quotes on specific topics as well, for example, on self-organization, finance or technical debt.
The Scrum Guide–Reordered allows you to get a first understanding of Scrum-related questions quickly. For example, it is good at relating a specific topis — say “stakeholder” — with Scrum first principles such as Scrum Values, or empiricism.
Note: Need to sign up to obtain the Free PDF
Author = Stefan Wolpers
Epic and release burndown
Cumulative flow diagram
Author = Dan Radigan
What are Scrum Metrics and KPIs?
Scrum metrics and KPIs are part of a broader family of agile KPIs. Agile Metris include lean metrics, which focus on the flow of value from an organization to its customers, and Kanban metrics, which focus on workflow and getting tasks done. While most agile metrics are applicable to scrum teams, scrum-specific metrics focus on predictable software delivery, making sure scrum teams deliver maximum value to customers with every iteration.
Scrum KPIs have three major goals:
- To measure deliverables of the scrum team and understand how much value is being delivered to customers.
- To measure effectiveness of the scrum team; its contribution to the business in terms of ROI, time to market, etc.
- To measure the scrum team itself in order to gauge its health and catch problems like team turnover, attrition and dissatisfied developers.
Scrum Metrics—Measuring Deliverables
1. Sprint Goal Success
2. Escaped Defects and Defect Density
3. Team Velocity
4. Sprint Burndown
Scrum Metrics—Measuring Effectiveness
1. Time to Market
3. Capital Redeployment
4. Customer Satisfaction
Scrum Metrics—Monitoring the Scrum Team
1. Daily Scrum and Sprint Retrospective
2. Team Satisfaction
3. Team Member Turnover
Scrum Reporting—Which Metrics to Report to Stakeholders?
- Sprint and release burndown—Gives stakeholders a view of your progress at a glance.
- Sprint velocity—A historic review of how much value you have been delivering.
- Scope change—The number of stories added to the project during the release, which is often a cause of delays (many agile tools can show this automatically).
- Team capacity—How many developers are on the team full time? Has work capacity been affected by vacations or sick leave? Developers pulled off to side projects?
- Escaped defects—provides a picture of how your software is faring in production.
The Missing Scrum Metric—Software Quality
Author = Sealights
Last year, I ran a (non-representative) survey on how Scrum Masters are allocating their time when working with a single Scrum Team. Much to the surprise of many readers, the direct Scrum Master engagement with a single Scrum Team of average size and a typical 2-week Sprint turned out to be about 12 hours per week.
This result immediately prompted two additional questions: What are Scrum Masters doing during the rest of the week, and in what way does a Scrum Master’s work manifest itself over time? While answering the above question requires additional research and data collection, the latter can be answered to a certain grade by focusing on a few common scenarios.
The first article of this series will address the Scrum Master engagement with the Development Team.
The Scrum Master Responsibilities According to the Scrum Guide
Scrum Master Engagement with the Development Team
(…) three main scenarios for the Scrum Master’s support of the team:
The Co-located, Stable Scrum Team Scenario
The Distributed Scrum Team Scenario
The Remote, Outsourced Scrum Team Scenario
Scrum Master Engagement Pattern—Conclusion
Author = Stefan Wolpers
Zombies: (…) they are here, and their number is growing rapidly. Mindless, drooling herds of developers, testers, designers and others moaning ‘chaaaange’ and shambling around the building to all sorts of brainless Scrum-activities.
Symptoms of Zombie Scrum
Symptom #1: No beating heart
Symptom #2: No (desire for) contact with the outside world
Symptom #3: No emotional response to success or failure
Symptom #4: No drive to improve
Causes of Zombie Scrum
Cause #1: A bit too homegrown, or ‘Cargo Cult Scrum’
Cause #2: No urgency
Cause #3: Competing Values
Treating Zombie Scrum
Treatment #1: Become a Zombie-whisperer
Treatment #2: Introduce Healthy Scrum into the population
Treatment #3: Shake things up (don’t continue the stumble)
Treatment #4: Involve the broader Scrum Community
Author = Christiaan Verwijs
Is your team suffering from Zombie Scrum? And if so, what can you do to improve? Do you wonder how other teams work with Scrum? How many members they have? What the usual length of a Sprint is? Is Scrum really helping teams deliver value to stakeholders faster and making them happier as a result? Find out with the first version of the Free Zombie Scrum Symptoms Checker.
The mission of our app “Our mission with this app is to use an empirical approach to better understand how teams and organizations work with Scrum, what it makes possible for them, what enables or impedes their success and how to better support them.“
Based on a scientific approach
Receive your team’s profile
Open-source data and replication
Next steps for our research
Give it a try!
Author = Christiaan Verwijs (Scrum.org)
Fight Zombie Scrum!
Link to the Free Online Tool to Diagnose your team
Author = The Liberators
I’m not a fan of measuring velocity. Velocity is a point-in-time measure of capacity. That means that when things change for the team or in the code, the velocity often changes. (See Velocity is Not Acceleration.)
Instead, I like to measure cycle time. Cycle time is the entire time it takes a team to finish something on their board.
Cycle time indicates how much the team collaborates together and how small the stories are. We want more collaboration and smaller stories in any agile approach. That’s why measuring cycle time creates a virtuous (positive) feedback loop.
Here’s how to measure cycle time: I like to use a value stream map to see the wait times and work times.
Note every time the work changes state: is it a work time (above the line) or a wait time (below the line)
Add all the work times together.
Add all the wait times together.
Cycle time is all the work time plus all the wait time.
Map the Value Stream for a Collaborative Team
Map the Value Stream for a Team Where People Work as Individuals
Use Cycle Time to Estimate Story Duration
Author = Johanna (Rothman Consulting Group, Inc.)
Scrum master, project manager interview questions shared by candidates.
Author = Various (Glassdoor)