Greetings! In today's post I'm going to talk about Adaptation – the third pillar of Scrum together with Transparency, which I mentioned in the post The Scrum Pillars: Transparency (Only available in portuguese), and Inspection, about which I commented on the post The Scrum Pillars: Inspection. The three concepts make the project management process much more healthy, easy to detect any deviations and avoid waste with rework, always trying to reach the best aggregated value to the client.

    The characteristics of Adaptation are strongly present in the Scrum process through the Scrum ceremonies and the stipulation of the Sprint timebox.

   When we talk about Sprints, the timebox is relatively small, approximately two weeks, in relation to the prescritive development process. This allows the Scrum Pillars to give a faster feedback of what is being done. If what is being done isn't really aggregating value to the client, the process is quickly adapted through the other Scrum practices.

    On the daily meetings it is possible to signalize to all team members the previous day progress, the impediments that were brought up and devise a short term strategy for the day that follows. Being characterized as a form of Adaption at Sprint level, it aims at adapting in order to reach the goal.

    In case of deviations from the Project goal, the Transparency provided by Review meetings along with the Inspection made by the Product Owner during these reunions, allows the the P.O. to make new priorizations in the Product Backlog, what is considered an Adaptation form, thereby changing the strategy that will be done in the next Sprints and putting the Project back on track.

    Another very important topic related to Adaptation is the Retrospective meeting. Here, the adjustment is made through the team members perspective, correcting potential problems that are occurring internally and adjusting the team dynamics. In my point of view, this one is the most important form of Adaptation, because the team should be the as most self-organized as possible, or the effort to reach the goal of a Sprint will be much higher.

    This is the last post of the Scrum Pillars Trilogy. My focus was on how the Scrum Pillars are present in all Scrum Cerimonies and Artifacts, and how important it is to give the proper attention to all the details, so your project management can be the most consistent as possible.

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In my first post about the Scrum Pillars, I told about the importance of transparency for the project management process. Transparency together with Inspection become a great combination to manage the work and avoid waste.

The product inspection is a very importante pratice and must be taken into account for every management process which wants to be successful. If made with the correct frequency, gives the possibility to quickly identify any deviation from the goal to be accomplished, and also ensures that the aggregated value to the client can be measured and improved with the Adaptation (the third pillar of Scrum).

In Scrum the Sprint Review relies in this pillar. The product increment, result of the Sprint, is presented by the Scrum Development Team and inspected by the Product Owner. Depending on the definition of done, the PO will approve or disapprove the implemented stories of the Sprint. On Paula's Post: "What is the Sprint Review?" this cerimony and the contribution to the management process is best explained.

The Scrum Guide has the following definition for the inspection:

Scrum users must frequently inspect Scrum artifacts and progress toward a goal to detect undesirable variances.

This means that the whole management process must be frequently inspected, to avoid deviation, not only the product itself throught the Sprint Review, but also the team dynamic.

As the team dynamic is inspected in the Sprint Retrospective, makes problems that are happening within the team attempt to be resolved, but there is not always a immediate solution, but it's important that the problem is known to find a solution subsequently.

Another very important citation is:

Their inspection should not be so frequent that inspection gets in the way of the work.

In this way, the cerimonies timebox are established to respect this idea: there are 15 minutes for standup meetings (independent of the Sprint timebox) and 2 hours for each cerimony (review, planning 1 and 2 and retrospective) in 2 weeks Sprints, or 1 hour each for 1 week Sprints.

I cited some reasons that make inspection be a great tool in order to make the management process more productive, avoiding wear and waste, but there are much more actions that can be followed.

In my next post I gonna talk about the third pillar of Scrum: Adaptation.

References:

• Scrum Guide

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Olá, hoje irei falar de um tema que está no cotidiano de toda equipe e que influencia muito na produtividade e pode ser minimizado ou até mesmo evitado. São muitas as fontes de interrupções ou dispersões e que atingem em maior magnitude a equipe de desenvolvimento, que está comprometida com a entrega ao final da Sprint.

• Acerto/correções de bugs que são reportados por clientes e que são prioridade para o P.O.;
• Problemas de infra-estrutura;
• Atendimento ao suporte e outros mais.

Essas tarefas podem ou não ser de conhecimento do P.O., mesmo assim não podem ser negligênciadas e acabam afetando o andamento de outras histórias da Sprint.

Para que esse trabalho "extra" não seja ignorado é recomendado que histórias sejam incluídas na Sprint, caso o planejamento da mesma não tenha sido previsto. Isso também favorece de forma que tais tarefas "extras", não influenciem na velocidade da equipe e dar a falsa impressão de improdutividade.

Outros pontos onde podemos evitar as interrupções são nas cerimônias do Scrum. Se há perda de foco que cause atrasos nas reuniões de início e final de Sprint, que possuem timebox de 2 ou 4 horas, haverá atrasos em cascata e com reuniões mais longas a tendência é serem menos produtivas por cansaço e estresse.

Para evitar esse problema é imprescindível que o Scrum Master, como facilitador e defensor do processo Scrum intervenha de forma a fazer com que as reuniões não percam o foco principal.

É sempre possível reduzir a perda com simples ações mas é claro que as interrupções podem ocorrer durante o desenvolvimento em si já que na área de T.I. é muito comum fazermos dezenas de coisas ao mesmo tempo e com isso perdemos o foco. Mas se as interrupções estão afetando as entregas combinadas pela Equipe é preciso avaliar a situação e fazer as adaptações necessárias no processo, já que é um dos princípios do Manifesto Ágil (At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly), como foi visto nesse post sobre o 12º Princípio do Manifesto Ágil – Retrospectiva da Ester Lima.

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