Monthly Archives: January 2017

What If Your Scrum Team Was Funding You?

(This one’s addressed at Product Owners or anyone who is from the “business side” of a company. Not the “business end”; that’s something else.)

money growing in soil

Convince your team like you’d convince an investor and you’re onto something.

Teams Will Build What You Ask … Useful or Not

When I think of what I love about Agile and Scrum, I think: self-organizing teams, empowerment, creativity, customer collaboration (over contract negotiation!), no titles for development team members, exploration, experimentation, ownership … all things that assert or strongly imply that the development team is the beating heart of the whole enterprise, and that the rest of us exist to support them and enable them to build great things to delight existing customers and attract new ones. But the team is busy building things, and there are business-minded folks who spend more of their day thinking about what to build next and why, so even with the best of intentions many companies start to slip into a pattern like this:

The execs set the goals … then the sales, marketing and product teams meet a lot and decide what to build at a high level … then the product owner and business analysts meet a lot and decide what to build at a detailed level and in what order … then we tell the development team what to do.

But we know we should empower the teams, so we give them some business context during planning or grooming, or occasionally do “innovation time” or let developers tag along to user feedback sessions.

Which is great. But.

If you give the team useless features to build, they are going to build them just like they’d build amazing useful fantastic great features if you’d thought of those instead. They are going to negotiate scope during sprint planning and then Commit and gosh darn it, they will burn those 35 story points of useless crap down to Zero with Zero Defects and every Acceptance Criterion will be checked off. They might not enjoy it, but you’re paying them a lot of money and they all went through grueling technical education and they are predisposed to write code and write it well. But guess what? They probably have ideas about what you should build, and questions that go beyond story grooming, but unless you have a phenomenally open work culture and great communication (good for you!) then those ideas may not be getting enough sunlight and so you’re missing out, and so are your customers.

Let’s Pretend

So let’s pretend for a moment that the development team has all the money. One developer won the lottery, another comes from old money, and the QA lead has reaped the benefits of 3 straight IPOs. But for some reason they all keep working and they’re funding your company. I know, it makes no sense … suspend that disbelief like when you watch those superhero franchise movies.

Everything else is the same as the real world. The Product Owner ranks the backlog and brings the stories to the team to size and refine, and then the team commits to the most important work. Except now when you introduce a new feature to the team, you have to start by convincing them to pay for it:

You: “So, we need to integrate with Yawp’s restaurant review platform.”
Developer: “Interesting feature, Bob. Tell me why I should spend my valuable time and money building this.”
You: “Well, we have a partnership with them and …”
Developer: “But won’t people just go directly to Yawp instead of going through our app?” (glances at smartphone)
You: “We don’t think they will … I really …”
Developer: “Do you have any data to support this hypothesis?” (looks distracted, grins at tester)
You: (flustered) “Well I could get something together.”
Developer: “Great, get back to me when you have something.”

and … scene. Ouch. Truly the darkest timeline.

But Seriously

If you were able to sell – I mean really sell – your feature to the development team, how committed do you think they’d be? Would they put in that extra effort to get over the line? Sure they would. How likely would they be to just deliver you something “pretty good” that is technically correct but just doesn’t wow you? Not very, right? After all, it’s their money riding on the outcome.

And what do you think they’d do if they had a different idea, maybe even a better idea? You know that one: They’d be sure to tell you and you’d listen! If you have money, people listen whether the ideas are good or not 🙂


Well, we’re back in the real world. Phew! Shake it off, Taylor Swift, it wasn’t that bad. No one is really going to force you to sell the team on the value of your features. But you really should, shouldn’t you?

bored developers

If your team isn’t sold on the value of the work, it’s your job to convince them.