Ultimate Straightforward Communication among Scale Scrum Teams

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The sixth principle of the Agile Manifesto, “The most efficient and effective method of conveying information to the development team is face-to-face conversation”, should be a wake-up call for the team’s internal communications.

The broad and open communication of project members increases the visibility of problems, solutions and significantly reduces rework. For good communication, it is necessary to talk, with everyone on the project and preferably in person.

However, just conversation is not enough. It is necessary to focus on the meetings. Important decisions and key points of the project also need attention. So that they can be consulted if there is any doubt about that point.

In this article, we will discuss how to communicate well with your team in a project, looking for a large at scale scrum working and performing well.

Advantages of straightforward communication in LeSS teams

All project decisions must be made to everyone as quickly as possible so that opinions can be issued and all project stakeholders move towards the same goal. A common practice in agile teams is to use a wiki to share information among all team members.

Another advantage of team communication, especially in person, is that it unites the team. First, you need to turn employees into a team. Working on the same project doesn’t mean working in a team.

Teamwork is not just about sharing the same environment with the person during the workday. Creating complicity between project members is a complex job. Small steps should be encouraged.

Feeling comfortable, trusting, and getting to know other members is essential to good teamwork. And working as a team greatly increases the potential and productivity of a team.

Working with people requires interaction. You need to know the competencies, abilities, and shortcomings of all team members, including the PO and ScrumMaster.

A well-aligned team that talks clearly and transparently is a key factor for success. But it’s good to make it clear that an aligned team is not a homogeneous team.

Once this atmosphere is created, we will have a cohesive team, which knows its capacity and has more precision and confidence in estimating costs and deadlines. Furthermore, the team becomes highly adaptable, able to respond quickly to changes and new requirements, becoming truly agile.

 

Effective communication with the Team

In heterogeneous teams, it is common to find members shyer than others. People are more focused on results than others, some members can be more inquisitive, and thus, the differences will appear.

Based on this principle, the Scrum Master must act as a mediator for these differences. It respects the individuality of each member, as long as these individualities do not conflict with the smooth running of the projects.

If any member is contributing negatively to the progress of the project, the Scrum Master does not have the power to punish them. A good practice is to highlight the problems that have occurred, and convince the member that their contribution could be better for the project. Also, it can be solicitous to make the necessary changes to improve their posture.

The daily meeting is defined by Scrum as the daily moment where the team talks about what happened the day before, what is happening, and what are the obstacles to the progress of activities.

Daily Scrum with communications

This definition is not as a 15-minutes to the conversation in 8 hours of daily work.

The daily meeting cannot be the only time where people talk during a working day. This moment is as the moment where the whole team shares the current state of a certain project.

If you detect issues before the scheduled time for the daily meeting, they can communicate before the daily meeting so that corrective action can be taken immediately.

At the time of the daily meeting, these previously identified problems should go on the public to the rest of the team.

Good practice by the Scrum Master is, at the beginning of a working day, to talk informally with each team member in an attempt to identify if they find impediments.

They only become real problems when there is a delay in their communication after they have been identified.

When it comes to identifying and reporting issues, the team must be confident and confident enough to report identified issues.
Again, the key scenario for this is to maintain an enabling environment for these things to happen naturally.

Problems are inherent in the lifecycle of any Software project

There’s no getting away from them! What must be there is proactivity to report problems and deal with them from the first indication of their occurrence.

You cannot impose the practice of any methodology. With Scrum, it can’t be different. It is important to understand that we have people on our side, with different personalities, with varying levels of criticality, and full of their own opinions.

Thus, simply accepting the imposition of a methodology can be a not-so-pleasant step for people at first sight, especially when you define some level of the process.

A good practice for accepting Scrum is to highlight and highlight its importance in a software development process when good results start to appear.

This gives the team the confidence to practice Scrum. A great moment for the mistakes and successes that occurred during the Sprints is the Retrospective.

Controlling Expectations

Management expectations involve not only the technical requirements of key stakeholders. As leaders, we need to identify all the parties are in the project and understand what motivates them. Also, how they feel about the project, and how it affects them.

Understanding this relationship, you can customize the message to the audience. And also bring them to the team, as effective partners.

By working on communication with this network, everyone will understand how the changes are present. And it will be more open to it. They will feel part of the change and not just “handouts”.

By doing so, you increase the chances of your project. In addition to finishing on time, within the scope, and within budget, bringing expected value.

Scrum: a powerful framework for organizing software development teams

However, you need to take some precautions to maximize this power. One of the major concerns s concerning communication between the people involved.

The form and environment created so that information can circulate among the people of a project are as important as the technical aspects necessary for its smooth running.

However, there is no perfect guide or set of rules that can guarantee that communication is as agile as we hope.

On the contrary, the psychological aspects involving the way each person communicates with others leave us with ample scenarios for new experiences.

GitScrum supports your team to better and understandable self-organization!

Set your workflow and board to guide your Agile team, assign Tasks, Subtasks and keep in charge of the whole process evolvements. Allow your Agile team to collaborate.

Test our User Stories features to do like these companies and satisfy the customer, first of all, communicate constantly to respond to their expectations ASAP, with collaborators easily interacting at the workboard.

Be able to adapt to workflow changes, use Kanban boards and Gantt Charts to monitor vital information and team performance.

Reach higher levels of efficiency, productivity, and deliverability with GitScrum. Work focused on prioritizing what’s valuable and tracking your flow to overcome results.

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