It can be very difficult to say at the beginning what results of using Scrum your company is having, since most of the time, before implementing this methodology, the main indicators present in it are not measured. In this text you will know the results we had when using Scrum in ClubPetro.

So right at the beginning, the only result we can measure is the team’s level of satisfaction using a new methodology. During the Sprint Retrospective, one of the goals is to understand what this level of satisfaction is.

Few people and few teams will start extremely satisfied with a new methodology. After all, these teams have been working in a different way for a long time, so the start of any change does not tend to be pleasant, and that was reflected in ClubPetro.

As stated in a previous text, we started using Scrum primarily in the Marketing team, and we have no problem in saying that in the beginning, it didn’t work out right. The team did not understand the prioritization of tasks, so they performed tasks out of order. For you to know, we had team members doing tasks that were in the Backlog instead of doing the tasks that were prioritized for Sprint.

It may not be what it seems

In the same way, several members were used to performing multiple tasks at the same time, the famous “multitasking” which, contrary to common sense, causes productivity to fall, instead of increasing.

It would be too unfair to just talk about the team’s mistakes, which had no knowledge of the methodology, not to mention the mistakes of those who were trying to implement it in the teams. As a Scrum Master, I am not ashamed to say that I made a lot of mistakes in this initial phase as well. I did not know how to instruct the Product Owner of the team correctly to create the tasks with clear acceptance criteria, which led the team to have to do rework many times.

Likewise, the Daily Scrums were not being productive because I was unable to demonstrate the importance of this ritual for the team. The Daily looked more like a reporting meeting, in which members talked about what they had done and what they were going to do, but it stopped there. We were not mature enough to really understand the impediments that were hindering the team and resolve them.

The beginning was difficult

It is not surprising that the result of our first Sprint was disastrous. But even so, we didn’t see it as a failure, but as our first success.

“But how so? The Sprint had a disastrous result and are you saying that it was a success? ”.

Here, it is worth remembering that Scrum does not propose to be a methodology that you already start with hits, but a methodology of continuous improvement, making it important not to start already extremely agile, but to gain agility as the Sprints go passing.

In our second Sprint the front of this team, a lot has changed. We were able to understand several of the points that were actually disturbing the team and work to fix them. Before the next Sprint Planning, we carried out a new training on the methodology, focused on clarifying the points that the team had not understood very well, such as the importance of the Daily Scrums, the prioritization and the correct creation of tasks, especially with regard to acceptance criteria.

The team began to better understand how the methodology could help them to perform more while improving the condition of the work they had previously. After the Daily Scrums, the team and the Scrum Master worked to help solve the impediments that the members had on the day, the tasks were being carried out according to the prioritization and the members started to try less and less to perform multitasking.

The results of the second Sprint were far above what we expected

We had a growth of more than 100% of Story Points achieved between the first and the second Sprint. Likewise, the level of satisfaction of members in relation to this Sprint has risen from an extremely low level to a level that they already considered to be superior to the way of working in force before the implementation of Scrum.

The next Sprints continued to improve steadily, comparing the second Sprint with the last one in the quarter (we do not count the first Sprint because it had a result far below everything else). We had a 42% growth in Story Points achieved and the level of satisfaction with the methodology went up even more, with the members delighted with the new way of working.

The main lesson we can take from these results of using Scrum are:

  1. Start early
  2. Start without fear of making mistakes

Your first Sprint is likely to be a disaster and this is not the end of the world. After all, what is better? Start well and stay at that level or start below expectations and have a good acceleration, which after a while will make your team in a upper level? The acceleration is more important than the initial speed, in this case.

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