Skip to main content

Validation Checkpoints for Scrum of Scrums

Here’s a structured list of Validation Checkpoints for Scrum of Scrums (SoS) to ensure it delivers value and aligns with scaled agile best practices:

 Validation Checkpoints for Scrum of Scrums

  1. Progress Alignment

  • Are all teams aligned with the Sprint Goals?

  • What is the action plan for Spill over stories?

  • Is progress mapped against Epic/Release milestones?

  • Are team velocities stable, and any major deviations explained?


  1. Dependencies

  • Are cross-team dependencies and external dependencies are identified clearly?

  • Are dependency owners assigned and tracked?

  • Are upcoming dependencies planned (not last-minute surprises)?


  1. Blockers & Risks

  • Are there any blockers beyond team control?

  • Are escalations being addressed at the right level (Scrum Master vs Program)?

  • Are risks logged, assessed, and mitigated?


  1. Quality & Defects

  • Are defect trends (open/closed rate, severity) under control?

  • Is regression/integration testing on track?


  1. Delivery Readiness

  • Is the integration plan between teams clear and realistic?

  • Is the demo to Product team (end of sprint) prepared?

  • Any concerns with meeting release dates or milestones?


  1. Collaboration & Communication

  • Are teams sharing knowledge?

  • Are issues parked for deep-dive offline discussions?

  • Is there transparency in reporting blockers?


  1. Process Tracking

  • Perform thorough impact analysis before implementing code changes.

  • Developers to validate functional logic with SMEs before implementation

  • Leverage peer reviews more rigorously, especially for critical/shared components

  • Ensure developers write and execute unit tests

  • Reduce the Bug Sub Task % in the upcoming release.

  • Reduce the Bug Reopened % in the upcoming release.

  • Follow coding best practices and use static code analysis tools

  • Is Retrospective conducted for last sprints, Is RCA identified for the blockers and lessons are implemented?


  1. Action Tracking

  • Were last SoS action items closed?

  • Are new actions assigned, and time-bound?

Comments

Popular posts from this blog

Voice of the Customer (VoC) vs Voice of the Business (VoB)

  Tthe differences and strategic importance of Voice of Business (VoB) and Voice of Customer (VoC) in Lean Six Sigma: Voice of Business vs Voice of Customer: Aligning Strategy with Value In the world of Lean Six Sigma , success hinges on understanding and balancing two critical perspectives: the Voice of the Customer (VoC) and the Voice of the Business (VoB) . While both are essential for driving sustainable growth and operational excellence, they represent distinct priorities that must be harmonized for optimal results. 🔊 Voice of the Customer (VoC) Definition : VoC refers to the needs, expectations, preferences, and feedback of the customer—whether internal or external. Focus Areas : Product/service quality Delivery timelines Customer experience Responsiveness and support Methods of Capturing VoC : Surveys and interviews Focus groups Customer complaints and feedback Net Promoter Score (NPS) Goal : To ensure that processes and outputs are aligned with what the customer truly ...

Scaled Agile Framework (SAFe)

The Scaled Agile Framework (SAFe) is a set of organizational and workflow patterns for implementing agile practices at an enterprise scale. The framework is a body of knowledge that includes structured guidance on roles and responsibilities, how to plan and manage the work, and values to uphold. Scrum is a simple, flexible approach to adopting Agile that's great for small teams. SAFe is an enterprise-wide Agile framework designed to help bring Agile beyond the team and into the company as a whole. Scaled Agile has built a comprehensive level that includes all the four layers called the team, program, large solutions, and portfolio level. 4 Layers: Portfolio - Strategy, Vision, Roadmap, Strategy goal, Decision making, Budget, Portfolio level metrics,  Program - Align multiple teams towards a common mission, Bring together all the Agile teams, transparency, collaboration, and synchronisation, Scrum of Scrums, Product Owners to define the overall vision. Large Solutions - ar...

Certified Enterprise Architect Professional (CEAP) - Module 4 - Architecture Precursors

 Architecture Precursors: Precursors to modern Enterprise Architecture (EA) include early frameworks like IBM's Business Systems Planning (BSP), which focused on aligning business strategy with information systems, as well as other Information Systems (IS) architecture methodologies that emerged in the 1970s and 80s, emphasizing the connection between business processes and IT systems, laying the groundwork for the holistic view of an organization that EA represents today; the "Master Plan for Information Systems" by Evans and Hague is also considered a foundational concept in this area. Drivers: internal / external pressure enforce to change the system Aims & Directives: Aims:  Goals Objectives Requirements Directives: Principles (example: Principles can be associated with business, data, applications, infrastructure, or security) Policies (example: Members of the public have minimal access to data) Business Rules (example: A rule directs and restricts a procedure)