In its popular, standard form, the Daily Scrum (“the Standup”) hurts teamwork. Follow this PM to understand how and why the meeting causes that--and discover alternatives that work better.
|A.||Traditional teams may have a 15-20% contingency cushion in time and cost on their project estimates. Routinely subtract a similar agile contingency from the number of backlog items you accept to make sure you finish all planned work within a single iteration.|
|B.||Agile is expected to be flexible, and velocity can vary. Just complete what you can and adjust your velocity for the next sprint if you don’t finish all of the stories you committed to complete this time.|
|C.||Be sure you are acknowledging hours that team members will spend in Scrum ceremonies, personal time commitments and non-team directed organizational work before calculating the capacity for this iteration.|
|D.||Ask the ScrumMaster to speak to anyone on the team who did not finish his or her work during the previous iteration. This person is making the team look bad and should be disciplined if it happens again.|
In agile, we often think of having an experimental mindset where we try something, measure the results, retrospect and replan. We need to do that for our projects. And, as agile leaders, we need to do even more. We need to have the agile mindset.
Successful agile development requires that people collaborate in self-organizing their own work. Being told how to do that is counterproductive, yet waiting for them to discover agile practices that work can take a very long time, perhaps forever. What’s a manager to do?