O Time Scrumhalf procura sempre colaborar com o ecossistema de startups e de agilidade, ajudando as empresas e demais interessados em transformação ágil, e demonstrando como o apoio de pessoal qualificado e a utilização de ferramentas adequadas podem fazer a diferença na transição de um negócio.

Foi uma mentoria dinâmica e bastante abrangente. As empresas participantes apresentaram suas questões sobre agilidade e como implantar em suas empresas, aproveitando a experiência do nosso CEO, José Augusto, para tirarem suas dúvidas. Aproveite e conheça o SEED-MG e algumas de suas startups. Muitas soluções bacanas sendo construídas, algumas já em plena operação.

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Usually some concerns are highlighted: How will we manage to coordinate the work with the team distributed? How will we be able to work without the same social interaction that we had in the common workplace? And what about the impact for people?

Agility, especially Scrum, which recommends that teams work together, in the same place, can obviously be adapted so that that place can be “built” virtually. A few tools and agreements between the team are enough for everything to work well, even better than before, in terms of productivity.

Recently, in an edition of Agile Beer, we raised this debate and there was a lot of feedback from professionals from companies around the world. We try to organize everything and, together with other reports presented in articles that we access, we have prepared a compendium of suggestions to help you deal with this novelty easily. Not everything needs to be implemented. In fact, some solutions overlap. Select and adapt the ones that best help your teams.

Hold virtual meetings, but limit the amount

Many professionals complain about the increase in remote work meetings. Natural, because some meetings that were in person and the professional was not even close, now go straight to your desktop. It became more difficult to say that you will not be able to go, because now the meeting is coming. In addition, it was easier to schedule a meeting, as you do not need a room, an audiovisual resource or water and coffee. Each one turns around.

Too many meetings tire the team and negatively affect productivity. A good way is to combine with the team what demands a meeting, establish limits for the duration of the necessary ones, and even set a specific day / period for meetings that are not already foreseen in the adopted work process.

Establish a comfortable and common schedule

Remote work at home ends up changing both the individual’s routine and that of his home. Adaptations to schedules and family interactions turn out to be necessary. However, not all families are equal and have the same demands. You can’t always schedule meetings or try to work together whenever you like. It may be that this time does not please the rest of your team.

A good practice is to establish a daily schedule when everyone on the team must be available for work, a common schedule, which facilitates the exchange of information, but does not disturb people’s routine too much. After all, now the home is the company and the company is the home. Gather your team and wake up that time. Set a time for work, even if reduced, but where everyone can interact at will. Set kind intervals for meals so that you can serve different homes. This will decrease your team’s anxiety and allow everyone to better organize their lives.

Create common environments

Some companies make their employees all connect from the beginning to the end of the workday using a communication tool. Sometimes even using video. This can end up being a little over, and give a feeling of mistrust and a very bad attempt at control for everyone. If some feel uncomfortable in this way, and this sparks a controversy that can range from the design of the Panopticon to the Hawtorne effect, some alternatives can be tried.

Common working and decompression environments can help. Some companies have adopted some solutions in this regard, such as:

• Creation of a common work room, without mandatory connection, simply providing a virtual space that people can use when they find it interesting;
• Holding a daily meeting, like Scrum, in a virtual room common to all. This gives the opportunity for people to participate in a brief interaction, to arrange subsequent virtual meetings if necessary, and to coordinate their efforts, without making the meeting somewhat invasive, given its brevity;
• Creation of a virtual cafe room, where team members connect when they want to have a coffee and relax a little. This tries to replace the “coffee”, so common in our work environment, where different subjects are discussed.

Provide the necessary equipment and tools

Not everyone on your team has the right resources to work from home. Some need a better chair, others need a camera, some even need a table or a better Internet connection. Check with your team what they lack for remote work and take the necessary steps. For many companies the cost of maintaining traditional workplaces has been greatly reduced, allowing for greater support for their teams. Additionally, individuals started to have costs that they eventually did not have. The company being able, should help. If you can’t, talk to the team and make arrangements.

In this new scenario, some tools can help a lot in coordination and organization. ScrumHalf, for example, has all the resources to support remote work, from Backlog, Virtual Kanban Board, facilities to conduct Review and Retrospective meetings, resources to plan delivery remotely, and even chat rooms restricted to projects – War Rooms – for team interaction and record conversations. Remote work ends up requiring greater documentation of decisions and resources like this can make your team’s life much easier. Additional communication software, especially videoconferencing, will certainly be needed.

Attention to Documentation

The team interaction will now be a little more chaotic, even though you have taken some precautions as described above. As seen, people are not always fully available during their working hours and the absence of some information can create an unnecessary impediment. The best thing about this new reality is to pay a little more attention to the documentation, always remembering that someone else on the team may need to work on what you are working on now. Always ask yourself what you would need to know if you were to work on that task without knowing the problem deeply. What information would you need? Were they registered somewhere already? If positive, indicate. If not, record them.

Prioritize Technical Stories

Of course, you are building a product or performing a service for your customer and you need to deliver tangible value to them. But we all know that any project ends up accumulating technical stories, that even though they are not directly perceived by the client, they are also producing value for him. If possible and will not compromise the deliverables to be made, try to put technical stories in front. At least until your team feels more comfortable with remote work and remote interaction with the customer. Technical stories demand less interaction and can even help the team to gain confidence in the new work model.

Be Present for Your Team

Make it clear to your team that you are always ready to help them. Regardless of the agreed times, agree that if there is an emergency or something that really hinders the progress of the work, and that you can help resolve it in some way, the agreement can be broken and you can be called.

If necessary, establish a color code in the agreement. In green time the call is free, in yellow only if there is a significant impact on the result and in red only if it is an emergency. Give an example of each case, to help your group understand how to behave. It is important for everyone to know that there is support and that the fact that they are physically isolated does not mean that they are loose and need to solve everything without help from anyone.

The reality we live in demands resilience and creativity. More than maintaining the productivity of our team, we must contribute to their well-being and satisfaction. It is in a time of difficulties that the real opportunities are revealed. Take this opportunity to improve the quality of life at work, even if it is remote. Your help and interest can make all the difference with your team.

And you who are already remote, what practice do you use to make this remote work pleasant and interesting? Tell us in the comments.

*Translated by Google

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É evidente que nem todo atraso na realização de tarefas, ou falhas de entrega do time ao final da Sprint, pode ser remediado. Entretanto, esses problemas nunca devem passar despercebidos e o Burndown é um grande auxílio nesse aspecto, sinalizando que algo pode não estar indo como previsto. Ele serve como uma alerta, para que o time analise o quadro atual e o que será necessário fazer para entregar o combinado, ou até para adicionar novas atividades, entregando mais do que o combinado.

No entanto, infelizmente, muitas vezes esse gráfico tão simples e útil, é mal empregado e acaba trazendo prejuízos ao invés de benefícios para o time. Vamos dar uma olhada nos 3 principais vícios na utilização do gráfico de Burndown.

Controlar o Time

Não é vigiando o Burndown para avaliar o trabalho do time que as coisas vão mudar. Na verdade, esse tipo de atitude atrapalha muito o funcionamento da agilidade. Na agilidade todos trabalham com comprometimento absoluto. As pessoas são empoderadas para resolverem problemas e atuarem da melhor forma possível.  O controle indevido acaba se tornando um estopim para o início de uma crise na equipe. Acaba gerando contrariedade entre PO e time, com acusações mútuas que podem desencadear crises muito mais sérias. O gráfico de Burndown não deve ser utilizado com uma ferramenta para exercer o Comando e Controle.

Comparar Times

O Burndown também não é ferramenta para comparar times. Aliás, na Cultura Ágil, a preocupação deve ser muito maior em motivar do que comparar desempenho. O objetivo não é dar “pressão” no time, mas trabalhar junto com o time, buscando pontos de melhoria, para cada vez mais aumentar a eficácia e eficiência. O próprio sistema de pontuação de histórias, velocidade, e planning poker, utilizados na maioria dos times Scrum, não permite comparações entre equipes. É um sistema de pontuação sem uma referência única, onde cada time estabelece suas referências e seus valores de acordo com as suas percepções e capacidades, dentro de seus respectivos cenários. A utilização do Burndown para comparação de times além de inapropriada e sem nexo, é improdutiva.

Medir Performance

A performance do time de forma ampla é avaliada pelo cumprimento do combinado. Isso de uma forma geral acaba sendo feito conjuntamente durante a Retrospectiva, em função do resultado da Revisão. Acontece que, em alguns casos, membros do time, ou mesmo participantes externos, acham que podem utilizar o Burndown para avaliar o desempenho do time durante a Sprint. Ficar medindo performance através de indicadores como o Burndown, além de não ser adequado, cria um clima de desconfiança prejudicial, e acaba levando ao primeiro vício que citamos, o de tentar controlar o time, utilizando o modelo de Comando e Controle.

É importante que todos os envolvidos com o Scrum entendam que o Burndown é um mecanismos de transparência, de awareness, e não uma ferramenta de medição de desempenho para uso numa estrutura de Comando e Controle. O propósito do Burndown é dar visibilidade à evolução dos trabalhos, para permitir que o time faça a devida análise do mesmo, considerando o cenário e o momento que se encontram. Existem outras métricas bem interessantes que podem ajudar o time. Entretanto o Burndown deve, e precisa, ser usado de forma útil e frequente para ajudar o time a dar o seu melhor.

Como vocês estão usando o Burndown no seu time? O Burndown tem ajudado? Conta para a gente.

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Isso deu oportunidade para o Zé mostrar um pouco a ideia por trás do ScrumHalf, que além de ser uma ferramenta de apoio ao trabalho ágil, serve como uma ferramenta para ajudar os times a utilizar o Scrum de forma integral. 

Foi um papo divertido e com a participação ativa da plateia. Se você não assistiu à Live, pode assistir ao vídeo nesse link, no canal Pipoca Ágil no Youtube.  Aproveite e dê a sua curtida e assine o canal do nosso parceiro. Vale muito a pena.

Tem também a possibilidade de você ouvir o Podcast no Spotify, no Anchor.fm, que na verdade era originalmente o meio de distribuição principal do Pipoca Ágil, ou logo aqui embaixo.

Divirtam-se, curtam e comentem!

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O processo de transformação, iniciado no Parkshopping Canoas, está, sob o apoio da Diretoria de Operações, sendo disseminado para todas as unidades do país.

As equipes de operação são treinadas em Scrum e agilidade, para adquirirem o mindset ágil e, posteriormente, tem seus processo evoluídos para trabalharem de forma ágil, sob a mentoria da equipe ScrumHalf.

Já participaram do treinamento inicial equipes do Barrashopping, Parkshopping Campo Grande, Village Mall e Parkshopping (Brasília-DF).

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