IReachAgility

Software development teams in different environments will typically employ:

► Relative estimation ►Absolute estimation and ► Historical data analytics to estimate different work items.

➡️ T-SHIRT SIZING
Assign sizes like S, M, L, XL to work items based on complexity and relative effort.

XS ► Extra Small
S ► Small
M ► Medium
L ► Large
XL ► Extra Large

➡️ STORY POINTS ESTIMATES
► Based on complexity, uncertainty in work in different work items.
► Fibonacci scale (0 1 2 3 5 8 13 ….), a reference for estimation.

N/B: BEST PRACTICE IS NEVER TO ATTEMPT CONVERTING STORY POINTS OR T-SHIRT SIZING TO DAYS.

OTHER WAYS TO ESTIMATE:

➡️ ABSOLUTE TIME-BASED ESTIMATES: Estimate the time required to complete a task in hours or days.

➡️ HISTORICAL DATA: Analyze past project data to predict future effort

N/B: Irrespective of what method employed, shared estimation and collaboration ensures best results.

There's no perfect estimation method as all have pros and cons.

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Some Sprint-wise good practices for Scrum teams.

💡In a Scrum project, it's not advisable to automatically move work from one sprint to another. Always return unfinished work to the product backlog first. This allows for a holistic reassessment of its priority.

💡Teams should only gain credits and velocity for completed work. Splitting story points to get credit for partially completed work doesn't paint a true picture of a team's velocity. Earning partial credit for partially completed stories distorts this metric and hinders your ability to accurately forecast future sprints.

💡True completion means the code is fully tested, meets the Definition of Done (DoD), and could be released to users with confidence.

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A junior Scrum Master I mentored about a year ago had joined a new environment and was eager to introduce backlog grooming to improve sprint readiness based on some gaps he had observed.

However, his eagerness led him to overlook the importance of building relationships.

He spent so much energy trying to identify gaps in processes while neglecting investing in social capital.

He got up one day and directly emailed the PO 'I want to offer you some Agile coaching' which he never got a response from his PO. From that day he sent that email, his relationship with his PO strained which took him time to repair.

Remember, relationships are crucial for a Scrum Master.

Investing in your team would equip you with best communication styles to adopt based on different scenarios and stakeholder in the picture.

And leveraging on these connections is your force to drive positive change.

My team has always been my greatest asset.

Build strong relationships and use them to make a lasting impact.

Talking to a good friend this afternoon who has in the past 5 months sent out 300+ applications and was feeling exhausted and overwhelmed.

To everyone facing the daunting job market, I see you. I've been there.

It can be discouraging when the results don't match the effort.

But you know what?

The dawn always comes and it's in the darkest moments that we often find the most strength and resilience.

This is not the time to give up!

Now is the best time to reassess your approach.

What tweaks can you make?

Is your resume truly showcasing your unique value?

Are you networking strategically?

Are you tailoring each application to the specific role and skill sets?

Remember, it's one thing to ask for a shot and another thing to seize the moment when it arises.

What are you doing to stay ready?

Are you investing in yourself?

Are you learning new skills?

Are you learning new tech?

Are you expanding your network?

Are you attending networking and recruiting events?

Diversifying your approach in today's market is the way to go.


What other strategies are you using?

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The role of a Scrum master succinctly summarized.

A servant leader, a change-maker, and a coach capable of forging cross-functional collaboration among software development teams for quality software delivery.

What makes a good Scrum master?