Scrum is a framework defined in a concise 13-page guide, leaving ample room for interpretation. This flexibility has fostered many innovative implementations, but it has also allowed teams and organizations to retain outdated practices.

Over the years, I've observed various ways organizations assess whether Scrum is effective. Unfortunately, arbitrary measurements often create a false sense of security, suggesting that Scrum was a worthwhile investment. Metrics like velocity, planned vs. actual, and sprint burndowns are still commonly used to evaluate a Scrum Team's performance. When these flawed metrics are combined with a lack of clear, customer-centric goals, they can drive detrimental behaviors within organizations while leaving your customers behind.

 

In this talk, I will demonstrate how you can leverage Evidence-Based Management (EBM) in your implementation of Scrum to get you moving in the right direction. We will walk through a practical example of:
•    How the Scrum goal commitments (Product and Sprint) can fit into the EBM goal structure.
•    How you can use the EBM Key-Value Areas as a means of understanding progress towards those goals. 
•    Who is responsible for what?
•    How to leverage empiricism in EBM beyond what Scrum already offers.

 

There will be plenty of room for Q&A as we walk through a practical, real-world example.