Ways to Decide If Your Team is Ready for Scrum
According to recent statistics, Scrum is the most widely used Agile framework and has been used internationally for more than 20 years. Scrum is still not a simple framework to adopt, especially in unfavorable circumstances.
Scrum implementation is inherently challenging because it calls for a sizable financial commitment and level of dedication. This means that the organisation must be prepared for the change in order for it to succeed and produce significant advantages. What works for one organisation could not work for another because every organisation differs in terms of its culture, risk tolerance, adaptability, and a host of other characteristics. So, if you are unsure about implementing Agile/Scrum for your teams, it is crucial to evaluate to see if there are any major landmines ahead so that you can, whenever feasible, take steps to avoid them. There are good examples of Agile projects to which you can apply these factors to.
You can use the following list of 7 factors to assess how prepared your team is to embrace Scrum. You can use this list to assess how prepared your team is to use any other Agile methodology. Before you make a significant financial investment, go over the list to see which ones are worthwhile for additional investigation.
1.Does your team resist change?
If your team is OK with the way things are, there will probably be a problem sooner or later. These days, the world is unpredictable and dynamic, thus to compete, we need teams that can shift direction rapidly. This does not imply that you should fire every member of your team who is resistant to change. But it’s crucial to promote an adaptable culture. This can be accomplished by implementing gradual, moderate improvements that might reduce any tension experienced by your staff.
2.Does your team prefer to “do what they are told”?
Agile methodologies frequently promote self-management and self-organisation. This implies that teams are required to make judgments based on scant information, frequently without consulting their superiors. If your team is used to following directions without questioning “why,” the team will likely need help shifting their perspective. It will take some time for team members who are used to “taking instructions” to learn how to make decisions. These team members will need your assistance in learning that making mistakes is acceptable. However, this will probably result in mistakes. Learning from mistakes is a crucial component of working in an “agile” way. Reinforcing good behaviour and avoiding criticising errors can help create psychological safety, which will open the door to the development of a growth mindset.
3.Is your team afraid to experiment with new tools/techniques?
Some teams are reluctant to try new ideas, much like they are terrified of the consequences. This frequently happens as a result of businesses being overly risk-averse and never tolerating mistakes. Your teams may experience stress if your organisation has a “zero-defect” philosophy. It will also lessen the fear of experimentation by setting boundaries and guardrails.
4.Is your team afraid of transparency?
Because we require visibility into the work that is being done as well as the methodologies we are taking in order to make modifications, transparency is a critical component of Agile methods. You might be surprised to learn that not everyone values transparency because some team members dislike being seen as incompetent or incapable. Additionally, asking for assistance can be seen as a sign of weakness and incompetence by some individuals, which can seriously impede transparency. If your team is reluctant to discuss obstacles or seek assistance, you may need to offer to coach or mentor to help them realise that discussing concerns is acceptable and encouraged and does not detract from their worth to the team.
5.Does your team like to learn new things?
It can be challenging to imagine that some team members are just satisfied with what they do and what they know and have no interest in learning anything new. You might find this strange or not, but sooner or later you’re going to run against it. What can you do if someone won’t adopt new working practices? Pairing this person with a team member who has less experience and asking them to serve as a mentor is one strategy that could work. Pair work occasionally has surprisingly beneficial symbiotic effects in which the mentor can learn just as much from the mentee.
6.Does your team wait for a solution when they are “stuck”?
Similar to self-management, implementing Agile may be difficult for your team if they tend to wait for answers. Implementing a frequent check-in with folks who behave in this way and challenging them to suggest potential courses of action to tackle the issue is one potential remedy.
7.Does your team have trouble making judgments in the absence of all the facts?
Some teams are hesitant to proceed with a solution with scant evidence out of concern about failure or unfavourable outcomes. This is just another indication of a psychological safety deficit, which you can work to address.
Conclusion
Just because they have been working in other ways, the majority of firms are not, and will never be, fully prepared for implementing Scrum or any Agile methodologies. Nothing is wrong with this. By answering these questions, you will be better able to identify potential risk areas within your teams, which will help you decide what steps to take to increase your chances of gaining advantages from implementing Agile methodologies. You can build your own backlog of tasks from this list of actions, which you can then order according to the likelihood of impact. You will have a significantly higher chance of success if you can lower the risks and/or impact. The future of Agile is bright but you have to put in the work to make your team better.
