Addressing Concerns About Team Velocity in Scrum

In Scrum, velocity is used as a measure to help teams forecast future work and not necessarily as a strict indicator of productivity. When an organization stresses the importance of on-time delivery and reliability, understanding how to respond to concerns about team velocity is crucial. This article explores a specific exam question about handling such concerns, providing detailed explanations and insights relevant to the PSM II exam.

Exam Question

Your organization always stresses the importance of on-time delivery and reliability. A manager has detected that your team’s progress is too slow. They feel that your team’s velocity needs to be 10% higher. The organization expects you, as the Scrum Master, to make it happen. How do you respond? (choose the best two answers)

• A. You explain how a Scrum Team uses the velocity of a Sprint primarily to forecast work for the next Sprint, not to perfectly predict future productivity. You refer the IT manager to the Product Owner for all information concerning the progress of development.
• B. You inform management of organizational impediments that prevent the Scrum Team from being more productive. You enlist their help to remove these impediments.
• C. You educate management that it is the Scrum Team’s responsibility to improve their velocity. You invite management to the next Sprint Retrospective to brainstorm on how they can improve.
• D. You help management understand that it typically takes a few Sprints for a team to gradually increase the velocity up to the level expected. Meanwhile you present this to the team as a challenge and a company goal, leaving it however up to them to figure out exactly how to achieve this.
• E. You tell management that this is not your accountability in Scrum. You direct them to the Product Owner to determine whether the forecast is accurate.

Correct Answers

A. You explain how a Scrum Team uses the velocity of a Sprint primarily to forecast work for the next Sprint, not to perfectly predict future productivity. You refer the IT manager to the Product Owner for all information concerning the progress of development.
B. You inform management of organizational impediments that prevent the Scrum Team from being more productive. You enlist their help to remove these impediments.

Explanation

Correct Answers

A. You explain how a Scrum Team uses the velocity of a Sprint primarily to forecast work for the next Sprint, not to perfectly predict future productivity. You refer the IT manager to the Product Owner for all information concerning the progress of development: This answer emphasizes the true purpose of velocity in Scrum. Velocity is a tool for forecasting and planning rather than a strict measure of productivity. By referring the manager to the Product Owner, you ensure that progress discussions are handled by the person accountable for the Product Backlog and stakeholder communication.

B. You inform management of organizational impediments that prevent the Scrum Team from being more productive. You enlist their help to remove these impediments: Addressing organizational impediments is a crucial part of a Scrum Master’s role. By identifying and seeking help to remove these impediments, you can potentially improve the team’s productivity and velocity. This approach aligns with the collaborative nature of Scrum and leverages management’s support for improvement.

Incorrect Answers

C. You educate management that it is the Scrum Team’s responsibility to improve their velocity. You invite management to the next Sprint Retrospective to brainstorm on how they can improve: While educating management is important, the Sprint Retrospective is primarily for the Scrum Team. Inviting management to brainstorm might not be the best approach as it can disrupt the team’s dynamic and sense of ownership over their improvement process.

D. You help management understand that it typically takes a few Sprints for a team to gradually increase the velocity up to the level expected. Meanwhile you present this to the team as a challenge and a company goal, leaving it however up to them to figure out exactly how to achieve this: This approach might create undue pressure on the team and could lead to burnout or reduced quality of work. It is better to focus on continuous improvement rather than setting arbitrary goals for velocity.

E. You tell management that this is not your accountability in Scrum. You direct them to the Product Owner to determine whether the forecast is accurate: While it is true that the Scrum Master is not accountable for the Product Backlog, dismissing management’s concerns without addressing potential improvements can be seen as uncooperative. It is important to educate and collaborate rather than simply redirecting the responsibility.

Responsibilities in Scrum

• Product Owner: Accountable for maximizing the value of the product and managing the Product Backlog. They communicate progress and forecasts to stakeholders.
• Scrum Master: Facilitates Scrum events, removes impediments, and educates the organization about Scrum practices. They support the team in continuous improvement and productivity.
• Developers: Collaborate to deliver potentially shippable Increments each Sprint. They own their process of improvement and work to enhance their productivity and velocity over time.

Relevance to the PSM II Exam

Understanding how to address concerns about team velocity and productivity is crucial for the PSM II exam. It demonstrates advanced knowledge of Scrum practices and the ability to effectively communicate with management while supporting the team’s continuous improvement. Mastering this concept ensures that Scrum Masters can balance stakeholder expectations with the principles of Scrum.

Key Takeaways

• Velocity is a tool for forecasting and planning, not a strict measure of productivity.
• Addressing organizational impediments can help improve team productivity and velocity.
• Collaboration and education are key to managing stakeholder expectations and supporting continuous improvement.

Conclusion

Effectively addressing concerns about team velocity requires a clear understanding of its purpose in Scrum and a collaborative approach to removing impediments. By educating management and leveraging their support, Scrum Masters can help their teams improve productivity and maintain focus on delivering value. This understanding is essential for effective Scrum implementation and success in the PSM II exam. For comprehensive preparation and practice exams, check out PSM II Exam Prep to enhance your understanding and application of Scrum principles.