|A.||Management usually has a different set of driving motivators, and therefore unless you educate them they will not understand that measuring by velocity already allows teams to speed up and produce better quality to its maximum ability.|
|B.||Velocity is figured per person, as some individuals are better educated and more talented than others. Management should understand that a team without your team’s stars can’t work as fast.|
|C.||When teams figure velocity, they are just guessing. Pressure to meet the standards set by other teams will increase productivity and give the organization more value for their money.|
|D.||Ignore management and other customer leaders who want to know details about your progress. Tell them a finish date and make sure you deliver everything as planned.|
|A.||You are correct is thinking that building a tangible construction is very different than creating a software application that is only electronic bits. The methodologies for each are at odds with each other.|
|B.||If you change the wording, such as “customer demos” to “site inspections” and “constant quality testing” to “meeting technical requirements”, you will find that SCRUM, TDD and other IT methodologies can be used in construction and have extensive training available to you.|
|C.||It is a mistake to believe that agile IT practices are the entirety of what the methodology has to offer. If you investigate the true methodology, you will find there is much to blend with your current processes to add to construction project success.|
|D.||You can use part of the agile philosophy in your construction projects, but plan for extra time and cost to accommodate the changes the customer is now entitled to add as you go.|
Virtual teams may well be the next step in the evolution of work. So it is interesting to ask if today’s management principles and processes are optimized to support them. To help answer this question, let’s take an illustrated tour of work through the ages and also review how management has progressed along the way.
Question: Is there a way to improve velocity of an agile team? There seems to be a lot of advice not to change estimates, overpromise and not to overwork team members. But sometimes there just needs to be a way to jump start productivity.
|A.||There is no sense in “falsifying” estimates to give the appearance that you will increase team velocity. It just moves you back to more traditional practices where you don’t meet the project timeline goals. Velocity cannot be improved.|
|B.||Even though you don’t want to change estimates arrived at honestly, there are some team tune-ups that have a good chance to increase agile team velocity.|
|C.||Since velocity is based on the performance of team members, if you reduce each person’s estimates by the square root of the velocity of the last iteration you will eliminate slack and increase motivation, resulting in increased velocity.|
|D.||Add 15% to the velocity each sprint or iteration. That way the team slowly learns to work faster and the speed with which projects are completed will be affected positively.|