How to Maximize Scrum Team Velocity & Predictability? Why Does It Matter for Stakeholders?
Hi everyone,
I'm looking for insights and best practices on improving velocity and predictability in Scrum teams.
- Maximizing Scrum Teams:
What strategies or tools have you found most effective in helping Scrum teams achieve their maximum potential in terms of velocity and predictability?
How do you balance optimizing these metrics while still fostering a sustainable work environment for the team? - Stakeholder Importance:
Why do you think stakeholders care so much about velocity and predictability?
How do you communicate these metrics in a way that is meaningful and actionable for stakeholders without overwhelming them? - Tracking & Analysis:
In your experience, why is it essential to keep track of velocity and predictability over time?
Are there any specific data points or trends you prioritize when analyzing these metrics?
I'm curious to hear about the challenges you've faced, the solutions you've tried, and the lessons you've learned regarding these topics.
Looking forward to hearing your thoughts and learning from your experiences!
How to Maximize Scrum Team Velocity & Predictability? Why Does It Matter for Stakeholders?
In my experience, it is best to help the Product Owner maximize value on their behalf. Predictability comes second, velocity no more than a distant third.
Maximizing Scrum Teams:
I have never maximized a team. I have helped teams maximize themselves by providing them information and support as they need. No two teams have been the same. As @Ian points out, the value that is being produced for the stakeholders is the key to a team understanding if they are being successful. Metrics like the number of points, number of tickets, or time it takes to "finish" a ticket are really not useful. The number of stakeholders that get what they need when they need it, the number of stakeholders that want to use your products instead of have to use it, the desire of stakeholders to participate in the discussions about your products are all relevant metrics. If a team is maximizing their own abilities, they will pick a sustainable pace that is right for them.
Stakeholder Importance:
They care about velocity because that is the only thing most teams give them to justify work. Predictability promotes trust. If you are constantly saying that you will "deliver a release in 4 months that has feature A, B, and C in it" but the release takes 6 months and has feature A, C, R and a few bugs fixes then they start to distrust you. That is especially true if you only engage with them once during that time period and it is to make the promise at the beginning. I do not believe that you "communicate these metrics in a way that is meaningful and actionable for stakeholders without overwhelming them". You let them experience being part of the process and they will not feel the need to see a status report of numbers.
Also, remember that stakeholders does not equate directly to customers. Stakeholders could be internal. Sales, Support, Marketing, Legal, and other Scrum Teams could be stakeholders for your team. The paying customer is a stakeholder if you produce something that is sold but that doesn't mean they are the only or even most important. Take time to evaluate closely who your stakeholders are how to involve them in the work being done.
Tracking & Analysis:
I don't, as a rule, track any kind of metrics. I tend monitor what the Scrum Team needs to be successful. If they need something to help them feel that they are being consistent, I lean towards flow metrics. These books by Daniel S Vacanti are great for getting started. (https://actionableagile.com/books/). Start at the bottom of that list and go up. Evidence-Based Management (https://www.scrum.org/resources/online-evidence-based-management-guide) is also something I've found useful.