The sixth principle of the Agile Manifesto, “The most efficient and effective method of conveying information to the development team is face-to-face conversation”, should be a wake-up call for the team’s internal communications.
The broad and open communication of project members increases the visibility of problems, solutions and significantly reduces rework. For good communication, it is necessary to talk, with everyone on the project and preferably in person.
However, just conversation is not enough. It is necessary to focus on the meetings. Important decisions and key points of the project also need to be noted so that they can be consulted if there is any doubt about that point.
In this article, we will discuss how to communicate well with your team in a project, looking for a large at scale scrum working and performing well.
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Gantt Chart to adapt changing quickly
Use efficient workflow graphics to improve your communication with your team.
Mind Mapping for great brainstorms
Set ideas for your communication plans before you put everything on practice in your team.
Rock Star Team to increase healthy competition among members
Do you want true and straightforward communication? Let the team members improve their communications skills with our Rock Star Team feature to be competitive and, more importantly, more productive.
Advantages of straightforward communication in LeSS teams
All project decisions must be made to everyone as quickly as possible so that opinions can be issued and all project stakeholders move towards the same goal. A common practice in agile teams is to use a wiki to share information among all team members.
Another advantage of team communication, especially in person, is that it unites the team. First, you need to turn employees into a team. Working on the same project doesn’t mean working in a team.
Teamwork is not just about sharing the same environment with the person during the workday. Creating complicity between project members is a complex job. Small steps should be encouraged.
Feeling comfortable, trusting, and getting to know other members is essential to good teamwork. And working as a team greatly increases the potential and productivity of a team.
Working with people requires interaction. You need to know the competencies, abilities, and shortcomings of all team members, including the PO and ScrumMaster.
A well-aligned team that talks clearly and transparently is a key factor for success. But it’s good to make it clear that an aligned team is not a homogeneous team.
Quite the opposite. Diversity promotes immeasurable gains for the development of projects – in any area. For everyone to be able to contribute, the speaking space must be safe and must respect the particularities of each one.
Once this atmosphere is created, we will have a cohesive team, which knows its capacity and has more precision and confidence in estimating costs and deadlines. Furthermore, the team becomes highly adaptable, able to respond quickly to changes and new requirements, becoming truly agile.
Effective communication with the Team
In heterogeneous teams it is common to find members shyer than others, people more focused on results than others, some members can be more inquisitive and thus, the differences will appear.
Based on this principle, the Scrum Master must act as a mediator for these differences, respecting the individuality of each member, as long as these individualities do not conflict with the smooth running of the projects.
If any member is contributing negatively to the progress of the project, the Scrum Master does not have the power to punish them. A good practice is to highlight the problems that have occurred, convince the member that their contribution could be better for the project, and be solicitous to make the necessary changes to improve their posture.
The daily meeting is defined by Scrum as the daily moment where the team talks about what happened the day before, what is happening, and what are the obstacles to the progress of activities.
It must be understood that this definition cannot be seen as the 15 minutes allotted to the conversation in 8 hours of daily work.
The daily meeting cannot be the only time where people talk during a working day. This moment should be seen as the moment where the whole team shares the current state of a certain project.
If issues are detected before the scheduled time for the daily meeting, it is strongly advised that they are communicated before the daily meeting so that corrective action can be taken immediately.
At the time of the daily meeting, these previously identified problems should only be made public to the rest of the team and if they have already been resolved, a brief account of the solution should be commented on.
A good practice that can be adopted by the Scrum Master is, at the beginning of a working day, to talk informally with each team member in an attempt to identify if there are any identified impediments.
Problems that are immediately identified and dealt with, regardless of their complexity, do not compromise the smooth running of the sprints. They only become real problems when there is a delay in their communication after they have been identified.
When it comes to identifying and reporting issues, the team must be confident and confident enough to report identified issues.
Again, the key scenario for this is to maintain an enabling environment for these things to happen naturally.
Problems are inherent in the lifecycle of any Software project, no matter how simple and thoughtful it may have been.
There’s no getting away from them! What must be there is proactivity to report problems and deal with them from the first indication of their occurrence.
The practice of any methodology cannot be imposed. With Scrum, it can’t be different. It is important to understand that we have people on our side, with different personalities, with varying levels of criticality, and full of their own opinions.
Thus, simply accepting the imposition of a methodology can be a not-so-pleasant step for people at first sight, especially when some level of the process is already defined.
Scrum should not be seen as a religion. A good practice for accepting Scrum is to highlight and highlight its importance in a software development process when good results start to appear.
This gives the team the confidence to practice Scrum. A great moment for the mistakes and successes that occurred during the Sprints to be discussed is the Retrospective, theme of the next section.
Management expectations involve not only the technical requirements of key stakeholders. As leaders, we need to identify all the parties that are impacted by the project and understand what motivates them, how they feel about the project, and how it affects them – directly or indirectly.
Understanding this relationship, you can customize the message to the audience and also bring them to the team, as effective partners.
By working on communication with this network, everyone will understand how the changes will be presented and will be more open to it. They will feel part of the change and not just “handouts” – use this, use that.
By doing so, you increase the chances of your project, in addition to finishing on time, within the scope, and within budget, bringing expected value and helping your organization to grow.
Scrum can be considered a powerful framework for organizing software development teams.
However, you need to take some precautions to maximize this power. One of the major concerns that must be considered is concerning communication between the people involved.
The form and environment created so that information can circulate among the people of a project are as important as the technical aspects necessary for its smooth running.
However, there is no perfect guide or set of rules that can guarantee that communication is as agile as we hope.
On the contrary, the psychological aspects involving the way each person communicates with others leave us with ample scenarios for new experiences to be put into practice and later evaluated.
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