TL; DR: Your Unfit Product Goal and the Product Goal Canvas
We plan a lot in Scrum: There is a daily plan when the Developers think about progressing toward the Sprint Goal during the Daily Scrum. Of course, the Sprint Goal reflects an intermediate target the Scrum team considers valuable to solve their customers’ problems. Moreover, there is the Product Goal, a mid- or long-term objective of the Scrum team.
The problem is that when Scrum teams already struggle with embracing the concept of the Sprint Goal—first, you agree on the objective of the Sprint, then you pick the work you consider necessary to accomplish it—they most likely also struggle with proper Product Goals.
Let’s check three critical issues Scrum teams have with Product Goals and a practical tool that helps you avoid the mess.
There are plenty of failure possibilities with Scrum. Indeed, given that Scrum is a framework with a reasonable yet short “manual,” this effect should not surprise anyone. For example, the Scrum Guide clearly states the importance of self-management at the Scrum team level. Nevertheless, the prevailing cause of many messed-up attempts to use Scrum result from what I call agile micromanagement, a pseudo-commitment to agile principles only to be overridden whenever it seems beneficial from a stakeholder’s or manager’s perspective.
Join me and delve into the importance of self-managing Scrum teams in less than two minutes.
There are plenty of failure possibilities with Scrum. Given that Scrum is a framework with a reasonable yet short “manual,” this effect should not surprise anyone. For example, what if there is no Sprint Goal — Sprint after Sprint? What if the Scrum team is always only working on a random assortment of work items that seem to be the most pressing at the moment of the Sprint Planning?
Join me and delve into the importance of the Sprint Goal for meaningful work as a Scrum team in less than two minutes.
There are plenty of failure possibilities with Scrum. Given that Scrum is a framework with a reasonable yet short “manual,” this effect should not surprise anyone. For example, what if your Scrum team repeatedly faces unengaged stakeholders at the Sprint Review? How can the Scrum team stay on track in accomplishing the Product Goal when a vital feedback loop is missing?
Join me and delve into how to support your stakeholders in living up to their part of the collaboration with the Scrum team in less than two minutes.
There are plenty of failure possibilities with Scrum. Given that Scrum is a framework with a reasonable yet short “manual,” this effect should not surprise anyone. What if, for example, not all of your Scrum team’s members feel enthusiastic about the Sprint Retrospective, the critical event when the Scrum team inspects itself? How can you help them become dedicated supporters instead? Join me and delve into how to avoid teammates feeling like prisoners of Retrospectives in less than two minutes.
TL; DR: Ignoring the Capacity Check during Sprint Planning
There are plenty of failure possibilities with Scrum. Since Scrum is an intentionally incomplete framework with a reasonable yet short “manual,” this effect should not surprise anyone. For example, the Developers are ignoring a capacity check during the Sprint Planning, and as a result, the Scrum team creates a Sprint Goal that most likely cannot be accomplished.
Join me and delve into the effects of this trust-shattering practice in less than 80 seconds.
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