The human factor

Yes, I put the human factor first, because I know that a good team can turn a bad product into a good one and can even overcome challenges in the method.

• A team that is really a team and acts as such, can achieve almost everything

A workgroup is not necessarily a team. This includes much more. A very important characteristic of a „real“ team is the presence of team spirit.

• The presence of team spirit. What this is exactly, as already mentioned, is explained elsewhere. Only so much as to say that: If team spirit exists in a team, you can tell because other people want to be part of this team.
• The team enjoys the work, which is also demonstrated by their pride in their product.

The method

• There is consistent transparency in the process and in the results from the team.
• Transparency, for example, can be enhanced by a meaningful burndown chart. A burndown chart that does not have a horizontal line (nearly) until the end of the sprint.
• The commitment given as part of Sprint Planning and documented by the Sprint Backlog is generally respected.

See also the post „Was ist ein Commitment wert, wenn …“

• The Scrum Master is not seen as the secretary of the team, but as the expert and coach in the method targeting an optimized self-organizing team.
• A self-organizing team.
• A self-organizing team, that …
  … processes every day a high-quality, purpose-based, Daily.

See post „Scrum: The optimized Daily“

… has a product backlog filled for two to three sprints, whose entries all correspond to the DoR.

• A DoR that ensures a flow in the implementation of the sprint, as well as a DoD that ensures quality.
• DoR and DoD should be seen as so-called quality gates.

etc.

The product and the software development