Like most other professions, software development requires special tools and techniques to succeed. Scrum is one of successful frameworks that is frequently used in software development. Using the proper framework, you can make your budget more predictable and build functionality that matches your customer expectations as much as possible.
One of the primary reasons why Scrum is so successful is that it divides each project into small chunks of work strictly enforced within a time frame which are called iterations or sprints. At the end of each planning session, you review your work with your team to see how well you’ve done. This is called a retrospective. The purpose of this meeting is to analyze what has gone right and what has gone wrong and come up with some action items to improve it for the next planning session. Below are some things to consider and discuss with the team at the time of the retrospective meeting:
- Number of estimated story points
So the first thing to look at is the number of completed story points in the sprint that has just concluded. This should be roughly equal to the number of estimated story points committed to at the previous planning session. You will know there’s some slippage in your process if it isn’t.
If there are more estimated than completed story points, this is an indicator that you have scope creep, scope change, team performance or that at some point, the team took on more than it could complete in the time it had. On the other hand, seeing more completed story points than estimated it could be a good sign that you’re delivering value ahead of schedule.
- Sprint Burndown
The purpose of the Sprint Burndown is to track progress towards the Sprint Goal. It displays the remaining work in terms of the total “story points” that need to be done in the Sprint. Each team member’s task is represented by a single line in the chart legend, based on each task’s assigned “story point” values. When a User Story is completed, it is checked off in the Kanban board, and this amount’s corresponding line on the Burndown chart is moved to the right
This chart is an excellent way of visualizing your team’s performance against its Sprint Goal. With this visualization tool, you can easily spot trends that occur when you miss tasks or add new tasks, for example. You can also compare this data against past Sprints and see how your team’s performance has changed over time. In addition, the burndown chart can be customized in some ways to provide more detail about what’s happening during Sprints.
- Business value realized by the stakeholders (ROI from using Scrum)
The essential part of any business value program is achieving business value. As the Scrum Guide states, “the primary audience for a product backlog is the product’s stakeholders.” It is, therefore, essential to define a method for measuring the success of this primary audience. While commercial off-the-shelf (COTS) software provides some basic measurements (e.g., number of unique website visits and page views), it does not provide a measurement of business value. Business value is the net economic benefit derived from using or producing a good or service. Business value is usually expressed in terms of money. Still, it can also be expressed in non-monetary terms, e.g., quality of life, level of customer satisfaction, or other benefits that have a dollar value. To learn more, visit this site
- Team member satisfaction
Scrum is a level of maturity for agile development. It provides the framework for productive and efficient teams to develop high-quality products sustainably over time. Teams using Scrum enjoy the higher engagement, morale, higher quality, more predictability and predictability, and improved customer satisfaction.
Meaning of Success
When you hear the word “success,” how do you gauge whether it’s a business or an individual who succeeds? Is it money? Fame? Power? For most, it’s all those things plus happiness and fulfillment.
What is success for a Scrum team, Scrum Master, or Scrum product owner? For me, success is simply the achievement of the outcome you hope to achieve. If your goal is to build a product that delights your users, you’ve succeeded if your goal was to build a product delivered on time, with high quality, and in the budget, again, success.
In other words, I believe success is subjective. It’s also not something that a stopwatch or a tangible result can measure. True success is measured by how you feel about the experience – not how someone else feels about it.
