Incentives and Deterrents for Starting Daily Scrums On Time

I recently emailed everyone who subscribes to my weekly tips a list of suggestions for ways to motivate team members to arrive on time to the daily scrum. For example, many teams have a rule that if you arrive late, you put a dollar in a jar as punishment for being late. Ideally the collected money is donated to a charity at the end of a project or after it reaches a certain amount.

How to Prevent Estimate Inflation

I spoke with a Scrum Master recently who told me his team had nearly doubled their velocity in only two months. Rather than be happy about this, though, he was concerned.

He knew the team had not suddenly become twice as productive. In fact, he doubted they'd actually sped up at all. Yet their velocity showed they had.

Sprint Planning for Agile Teams That Have Lots of Interruptions

Many teams have at least a moderate ability to plan and control their time. They're able to say, "We will work on these things over the coming sprint," and have a somewhat reasonable expectation of that being the case.

And that's the type of team we encounter in much of the Scrum literature--the literature that says to plan a sprint and keep change out.

But what should teams do when change cannot be kept out of a sprint?

In this post, I want to address this topic for two different types of teams:

  • A team that has occasional, but not excessive, interruptions
  • A team that is highly interrupt-driven