Scrum teams and Business value

Scrum talks a lot about the business value that teams need to provide for products and organizations, but let’s discuss what the most valuable attributes of Scrum teams and organizations following the Scrum principles and working methods are.

Multifunctionality: The team must have all the skills to convert requirements into a finished product and product increment
Self-organization: The dev team must be able to make the decisions necessary to create the product and increment the product
Team Ownership: Although each member may have his or her individual work commitments, the team must share the collective ownership of the product and thus be expected to assist one another and commit to each other during the sprint.


Sharing a common vision and goals
Professional attitude towards customers
Trust and respect for each other
A desire for continuous improvement

Real Scrum examples of situations and suitable reactions of issues are posted in the article Scrum example team and project scenarios.

Actions of all management roles that would add business value to the Scrum project.

Involve the Scrum team and Stakeholders in determining business value:
Product Owner should not be solely responsible for determining the business value of a product. The full range of knowledge that the team possesses, together with all points of view and experience, can contribute to an adequate assessment. Customers, users, and last but not least Development teams can be involved (mostly because they have the right evaluation of the effort required to create a product, and they know what could lead to us delivering much more value, with much less effort).

Transmission / Sharing of information face to face:

Regardless of the nature of the problems, it is encouraging/desirable that communication is carried out face-to-face. The Daily Scrum is a one-time event (as we know, and not a long one), and this brief requires all team members to attend. The face-to-face conversation builds trust, encourages communication and openness among colleagues.

The fact that with teams located around the world would be a more complicated process. But with the creation of a virtual video conferencing room, FaceTime mobile devices or any other kind of software would not be a bad substitute for face-to-face daily Scrum.

Encourage the team to share their opinions and findings that may affect the development of the product. This will help the team decide how to adapt to potential market changes and effectively prioritize future increments.

Team building and team events to keep the spirit & motivation high.

Potential initiatives, events, or practices that an organization can organize to add business value to the project.

Promoting peer-to-peer collaboration:

Mutual respect among colleagues is vital at Scrum and Kanban. Using a collaboration platform can encourage conversations and communication between the Scrum team and stakeholders, wherever they are. Whether problems are related to a particular task or are just Scrum’s best practices, participants can share information, helping each other overcome the difficulties.

Automate Scrum practices to accelerate processes for larger enterprises:

As we know, Scrum scales to the individual requirements of the organization. If there are several Scrum teams, each team will probably use its adaptation that works best. In large organizations where multiple teams work concurrently on the same product or various products in a portfolio, there is the ability to scale and coordinate teams to facilitate the production process (Large-scale Scrum (LeSS), Scrum of scrums, Scrum at Scale and Scaled Agile Framework (SAFe).

Adequate and timely visualization of project dependencies:

Divide all dependencies into two groups: 1) functional dependencies and 2) technical dependencies. All + Product Owner stakeholders should define functional dependencies, i.e., those who take into account the market behavior of the product. Engineers must define technical dependencies. Once the dependencies have been described, all potential problem points need to be evaluated and their structure reviewed, or overall implementation prioritized to address them.

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