What do you do if Agile teams face missed deadlines and need to recalibrate project timelines?

It is imperative to do a root cause analysis for the missed deadline, which lays the foundation for the course of action. If the deadlines are being missed because of scope creep, the product owner and project manager should work together to keep a control on it and ensure that the scope changes are well documented and communicated. There could be other challenges like skill gaps, technology landscape, poor infrastructure, lack of understand, and many more.

Transparency is vital in working with agile methodologies. Communicate the new insight directly. Be positive and goal oriented in achieving as much as possible on the deadline. First step is prioritizing the remaining work and making sure the most important things get finished anyhow. Then make this also an input on the retrospective and assess if this is a structural change in productivity or a single instance due to unforeseen circumstances in this sprint execution

When Agile teams face missed deadlines and need to recalibrate project timelines, here's what you can do: -During the retrospective, identify the root causes of missed deadlines. -Let your team focus on high-priority items and adjust the backlog based on the most critical tasks. -Recalibrate future sprints and ensure they have realistic goals and timeframes. -Transparent communication is key to success in any project, so keep stakeholders in the loop about all changes and new timelines. -Support the team in every possible way by removing roadblocks and providing the necessary resources they require. By taking these steps, you can get your Agile team back on track.

Atualize o roteiro do projeto (roadmap) com base nas novas prioridades e na realidade atual. Certifique-se de que todos os envolvidos têm uma compreens?o clara do novo plano e dos prazos ajustados.

The Agile process has to be flexible and must be improvised on case bases. For example, if scope creep is causing missed deadlines, the course of action should involve: 1. Documenting all the changes being requested by the customer. 2. Discussing the priorities and impact of the changes on the project. 3. Negotiating and agreeing to a change in the timeline and budget of the project. 4. Communicate the decision to all the team members for improved collaboration. If the delays are caused by technical debt, the probable causes could be poor estimation of workload OR skill gap. In either of the cases, the exact cause must be identified and fixed.

Garanta que todos os membros da equipe estejam colaborando efetivamente. A colabora??o pode ser melhorada através de reuni?es de sincroniza??o frequentes, sess?es de planejamento conjuntas e uso de ferramentas de colabora??o que facilitam a comunica??o e o compartilhamento de informa??es.

La vélocité n'est en aucun cas un indicateur pour créer un "calendrier plus précis" de l'avenir. L'équipe peut s'en servir de fa?on empirique pour se projeter pour le prochain sprint, mais aucune personne ne passe un dipl?me de devin. Tout ce que vous prenez le temps de planifier est donc quelque chose qui ne sera pas fait aujourd'hui et c'est tout ce que vous pouvez garantir. Le levier à actionner ici serait d'appliquer l'agilité : avoir des feedbacks plus régulièrement (en livrant plus fréquemment) pour s'adapter, partager l'avancement et rassurer les stakeholders au lieu de rajouter une couche de process et de rigidité. En agilité on s'adapte au fur et à mesure, on peut ainsi constater au cours du temps ce qui a été fait.

A thorough retrospect must be performed after every sprint. This helps identify the problem sooner. Any changes made to the velocity must be communicated to all the stakeholders timely. For example, if the team was expected to complete 40 story points in every sprint and after the adjustments the team is now expected to complete 35 story points in every sprint, this must be communicated to the stakeholders with a valid argument.

Que faire !? Mais chercher, trouver et blamer les coupables. Bon, pas besoin de chercher loin. C'est s?rement ces feignasses de développeurs qui sur-estiment pour être tranquille mais glandent finalement plus que de raison. Si vous voulez du prédictif comme dans un cycle en V, je vous propose les mêmes techniques de "buffering". Prenez les estimations faites et ajoutez 20% de temps dans votre reporting. Le rapporteur du dessus fera pareil a son tour et ainsi de suite. C'est ce qu'on appelle l'approche "incrementale". Associez à votre burnup un GANTT que je vous conseille de mettre a jour 1x par mois. C'est ce qu'on appelle approche "itérative" Incremental + itératif = agile ! Il ne devrait plus rien vous arriver d'affreux maintenant

Mantenha uma comunica??o transparente e contínua com todos os stakeholders sobre o progresso e quaisquer mudan?as no projeto. Manter todos informados e engajados pode ajudar a mitigar preocupa??es e garantir que as expectativas estejam alinhadas.