How a Scrum Master can put "Causing change that increases the productivity of the Scrum Team" into practice?
As a Scrum Master, he/she should always look for "changes" that could increase the productivity of the Scrum Team. However, during a Sprint, the Development Team is already busy in delivering the potentially releasable increment, how could a change (e.g. introducing a new tool to facilitate the development work) be "implemented" by the Development Team? Will such "change" be arranged as a "product feature" in a Sprint? Or another Sprint will be arranged to just delivery such "change" (e.g. the new tool may involve infrastructure setup and testing) ? Any experience that could be shared? Thanks a lot.
How a Scrum Master can put "Causing change that increases the productivity of the Scrum Team" into practice?
Could agile coaching be seen as a way of increasing the productivity of the Scrum Team? Also, what does the Scrum Guide say about the purpose of a Sprint Retrospective, and how improvements might be carried forward and implemented?
And just another idea in addition to coaching, a Scrum Master can teach Lean practices to the Scrum Team, such as how to limit context switching, to improve flow (limit work in progress), to be more cross functional to limit handoffs, etc., which can lead to improved productivity.
Thanks for the advice. A Scrum Master can coach / influence the Dev. Team to use a more efficient way to do their work. However, suppose that after the Sprint Retrospective, the Dev. Team decided to use a new tool (software) to further speed up or improve the CI/CD process. Will the Dev. Team usually arrange the implementation of such tool as an "increment" within a Sprint? Or another Sprint will be used to "deliver" such tool (to be used in subsequent Sprints)?
What impact might it have on a self-organizing team if the Scrum Master helps to increase the Transparency of good and bad outcomes?
Will the Dev. Team usually arrange the implementation of such tool as an "increment" within a Sprint? Or another Sprint will be used to "deliver" such tool (to be used in subsequent Sprints)?
Unless this tool is a product they are working on for a Product Owner who is accountable for it, why would they think of its implementation as an “increment” or as something which is “delivered” at all?
Why wouldn’t they just plan the work on their Sprint Backlog, given that it is something they intend to do when developing the product itself?
Why couldn't any experiment or improvement initiative by the team (ex: a new tool, a new process, a change to an existing process, etc) be recorded and tracked as a Kaizen item within the sprint (like the Scrum Guide outlines)?
Why everyone asks the same question? where is the answer?