In our Agile transformation process, my team and I tracked sprint confidence every day for 2 sprints. This data allowed us to identify personal attitudes toward the sprint goal and the level of confidence different team members had in the full completion of the sprint. The result was a very interesting insight that sparked an honest conversation and acknowledgment that something was different in the way each of us interpreted the sprint goals, something that we had to clear out among ourselves before it became a bigger problem.

 
 

Outline/Structure of the Experience Report

  • Present the company and team environment
  • Describe goal of the experiment and methodology of data collection
  • Present results, with charts
  • Draw conclusions & illustrate how those were used

Learning Outcome

  • Continuous learning does not only happen during Sprint Retrospectives
  • Soft aspects like confidence scores can help identify fundamental team discrepancies
  • Transparency in the Agile process is fundamental for an engaged team

Target Audience

Scrum Masters

Prerequisites for Attendees

  • Know Scrum principles
schedule Submitted 1 year ago

Public Feedback

comment Suggest improvements to the Speaker
  • Tathagat Varma
    By Tathagat Varma  ~  1 year ago
    reply Reply

    Maria, the idea of "sprint confidence" looks interesting. Do you have a deck or a past talk to share more details on it?


  • Liked Gayatri D Kalyanaraman
    keyboard_arrow_down

    Gayatri D Kalyanaraman - Second Gen Agile Transformation - Balancing standard offerings with custom solutions

    45 Mins
    Case Study
    Advanced
    The case study revolves around an enterprise responsible for back and middle office financial investment services with 550 members. Agile practices have been adopted for three years with limited improvement in their deliverables. Sev 1s and 2s were common and deliveries delayed by 6 months were commonplace.
    The case study is to provide the building blocks required
    1. Steps at the start of the 2nd gen transformation
    2. How to balance the need for standardisation and provide custom solutions
    3. Create a mirror of awareness using agile maturity assessment tools
    4. Create Jira based tools to help product teams to reduce overheads and make decisions
    Lastly sustain those practices.
    In the process of this case study, one can understand the anti-patterns that have been in place and how to enable the organization to break them up.
    The changes and interventions will be walked through with different product examples such as Tax, Analytics, Mainframe BO and Accounting applications.
  • Liked Shiv Sivaguru
    keyboard_arrow_down

    Shiv Sivaguru - Thinking of Business Agility? Think Ecosystem

    20 Mins
    Experience Report
    Beginner

    Business agility requires thinking beyond making internal practices agile.

    While agility at team and multi team levels are reasonably well known, making a larger enterprise – whether it is a business unit or a full business agile, requires one to think beyond the normal team and organizational boundaries.

    One of the most quoted example has been the success of the iPod, which created the iTunes model for flexible licensing.

    There are other, more recent examples as well, from some of the unicorns.

    This session will share how two organizations – one in manufacturing and another in media tech space – approached business agility from this perspective.

  • Liked Vishweshwar Hegde
    keyboard_arrow_down

    Vishweshwar Hegde - Do you have the EI for AI Challenge?

    45 Mins
    Talk
    Intermediate

    The gist of this session is about why and how of Emotional Intelligence (EI) to deal with the Digital Technology context effectively.

    Developing Digital solutions with Technologies like AI, ML, DL, IoT, Big Data etc. needs large number of diverse skills and ecosystems collaborating together and handling significant complexities of different disciplines. Tremendous possibilities from these technologies are leading to rapid innovation which make Business Agility essential. Rapid learning curve needed to pick up new fast emerging technologies and their application in diverse areas is making Growth Mindset a survival mantra. All these aspects need higher EI at individual, team and leadership level.

    This session covers:

    • The challenges of dealing with Digital Technologies
    • Need for higher EI in the Digital age
    • Practical approaches to enhance EI at individual, team and leadership levels
    • Research showing the impact of such practices in enhancing EI
    • Some case-studies and data from application of such practices in enterprises