Hi Todd & Ryan thank you for YDS podcast, it's really amazing and getting more insight about Scrum and scrum master role. Can you please have 1 session for question - "Which activities scrum master should perform to make scrum team more effective?" OR "How Scrum master make sure that their scrum team working more effectively?" thanks in advance!
Effectiveness rather than maturity is an excellent point and needs to be taught more, oftentimes measuring maturity leads to comparing apples to oranges and is more of a waste of time than anything helpful, dare I say effective... for the team. Great topic!
This is an awesome conversation and a topic. I love the shift to effectiveness. Honestly, most execs also make the mistake of looking at their teams in isolation, without looking at the overall organization that the team works in. As an example, it is unrealistic on their part to expect effectiveness from a Scrum Team that is forced to work with entangled system architectures from years of working in a sequential development environment (Conway's Law).
I have experience this: Where the project manager already set the deadline and planned all the future sprints, and then a scrum master(me) was added to the team so that the project can be called "Agile"
I would say... if there's a deadline, then the scope has to be negotiated so there's a better chance of meeting that deadline. If the scope is not negotiable, then the deadline is
Thanks for this. It does sound to me that a shift from maturity to effectiveness is more useful and as was mentioned in the video maturity is very judgemental. I did frame the question initially to be can you measure the maturity of a team and if so should you? I think that was me already beginning to question the usefulness. EBM does provide a set of rounded areas to look at, the one I struggle with is Unrealised Value as where do you stop?
Hey guys. That is really a great topic. I'd like to make a question related to another subject. Maybe, this might become a new video. Who knows. :) I'd like to know when is the better time to detail the stories creating the criteria acceptances and sizing them. Would it be in the planning session or maybe, before that in a backlog refinement event per example? I imagine that it needs to happen before the planning but I'd like your view about that. Thank you!!
Very interesting topic once again 👍. I thought exactly about this question not long ago. My conclusion was that you can hardly measure the maturity but maybe you can assume a mature team when the velocity remains nearly the same over several Sprints(?). A constant velocity imo shows that almost all impediments and dependencies are removed or the team at least knows how to effectively deal with it. As we know, velocity is not a good way to evaluate a team. But its constance over several Sprints could eventually be considered a good indicator of the maturity of a Scrum Team. What do you think? Sure there are other factors that affect velocity. But I think the deviations of a mature team won't by far be as big as those of a team that is still growing up.
Consistent velocity could mean many things...perhaps the team has figured out how to game the numbers so that people stop asking questions about maturity? :-)
Can we take this question in next episode - "How Scrummaster will make sure Scrum team get more effective?" As per Scrum guide 2020 SM is accountable for Scrum team effectiveness but how or what way SM can achieve this. Please help us to understand same. thanks in advance
Hi Todd & Ryan thank you for YDS podcast, it's really amazing and getting more insight about Scrum and scrum master role. Can you please have 1 session for question - "Which activities scrum master should perform to make scrum team more effective?" OR "How Scrum master make sure that their scrum team working more effectively?" thanks in advance!
Effectiveness rather than maturity is an excellent point and needs to be taught more, oftentimes measuring maturity leads to comparing apples to oranges and is more of a waste of time than anything helpful, dare I say effective... for the team. Great topic!
This is an awesome conversation and a topic. I love the shift to effectiveness. Honestly, most execs also make the mistake of looking at their teams in isolation, without looking at the overall organization that the team works in. As an example, it is unrealistic on their part to expect effectiveness from a Scrum Team that is forced to work with entangled system architectures from years of working in a sequential development environment (Conway's Law).
Rishi!!! Great comments and thoughts. Glad to see you contributing here
How on earth did I catch this so late, this is amazing guys keep it up!
Welcome! We're glad you enjoyed the show.
How do you handle deadline driven product backlog items using Scrum?
I have experience this: Where the project manager already set the deadline and planned all the future sprints, and then a scrum master(me) was added to the team so that the project can be called "Agile"
Deadine setting misses all the point of Scrum and agile work.
@@taiyenwaibe4192 that's funny
@@taiyenwaibe4192 get your money and go
I would say... if there's a deadline, then the scope has to be negotiated so there's a better chance of meeting that deadline. If the scope is not negotiable, then the deadline is
Thanks for this. It does sound to me that a shift from maturity to effectiveness is more useful and as was mentioned in the video maturity is very judgemental. I did frame the question initially to be can you measure the maturity of a team and if so should you? I think that was me already beginning to question the usefulness. EBM does provide a set of rounded areas to look at, the one I struggle with is Unrealised Value as where do you stop?
So I believe there may be value in this question chaps as I believe it may be a type of question that could come up in the PSM3
Hey guys. That is really a great topic. I'd like to make a question related to another subject.
Maybe, this might become a new video. Who knows. :)
I'd like to know when is the better time to detail the stories creating the criteria acceptances and sizing them. Would it be in the planning session or maybe, before that in a backlog refinement event per example? I imagine that it needs to happen before the planning but I'd like your view about that.
Thank you!!
Very interesting topic once again 👍. I thought exactly about this question not long ago. My conclusion was that you can hardly measure the maturity but maybe you can assume a mature team when the velocity remains nearly the same over several Sprints(?). A constant velocity imo shows that almost all impediments and dependencies are removed or the team at least knows how to effectively deal with it.
As we know, velocity is not a good way to evaluate a team. But its constance over several Sprints could eventually be considered a good indicator of the maturity of a Scrum Team. What do you think?
Sure there are other factors that affect velocity. But I think the deviations of a mature team won't by far be as big as those of a team that is still growing up.
Consistent velocity could mean many things...perhaps the team has figured out how to game the numbers so that people stop asking questions about maturity? :-)
Can we take this question in next episode - "How Scrummaster will make sure Scrum team get more effective?" As per Scrum guide 2020 SM is accountable for Scrum team effectiveness but how or what way SM can achieve this. Please help us to understand same. thanks in advance
Haha...two "mature" PST sometimes have some "unmatural" jokes 😆...I prefer to do the health check every quarter.