The operations scrum has become a critical component for many businesses.
When done right, it can help set a plan for the day. If unforeseen events occur, you and your team will be ready for them based on what you planned in the operations scrum. If you’re not sure what to do with yourself, you should be able to turn to this moment to help get you back on track.
When it’s not done right, the operations scrum becomes thirty minutes that you’ll never get back. You’ll begin to notice attendance decreasing and a lot of dead air because no one wants to contribute.
So how do you do an operations scrum right? If it’s getting a little stale in the morning, here’s how you can get it back on track.
Define the Purpose of the Operations Scrum
Before you put a meeting request in everyone’s calendar, you should first decide if you actually need an operations scrum. Will getting the team together enhance your performance, or will it not provide any value to your day.
An operations scrum can help get everyone on the same page and working towards the purpose of the division within the wider organisation. If your division has multiple teams pulling in different directions, then running these sessions can be beneficial. However, if all these teams have other goals within the company, then they might be better off running their own sessions.
Who Will Run the Scrum?
There are many candidates who can run an operations scrum. It could be the leader of the division or the second in charge. It could also be a revolving chair. Whoever is chosen needs to ensure they can command an audience, call out individuals respectfully, and ask questions that play devils advocate to the direction the leaders are taking.
They also need to be able to take down actions and follow up appropriately. There’s no correct answer as to who should run scrum. However, these attributes are essential if you want it to be successful.
What is the Format?
An operations scrum shouldn’t be an open forum or an around the grounds update from various teams. It’s an opportunity to ensure alignment across all individuals and ensure they’re working towards the same goal for the organisation. For a retail network, it might be related to revenue and customer service goals. In a contact centre environment, it might relate to specific metrics that support the vision of the company.
The simplest format for a scrum is discussing where you currently stand as a team, where you are going, and what you are doing today to get there. So, for example, your company might have a goal of growing as a business by 10% year on year. Today, you might be sitting at 5%, and you’re aiming for 6% by the end of the month. What you’re doing today is identifying opportunities within your sales or customer service space to accelerate growth utilising your high performers.
How Are You Preparing for Tomorrow?
Many operations scrums will focus primarily on the next 24 hours. However, it’s also essential to have a long-term outlook. It could be through forecasts or simply planning ahead for potential events.
These are where your actions come in. They help you plan for peak seasons or potential disruptions to your business. It could be scheduling some refresher training or organising a team-building activity to increase engagement. The stronger you are as a division when you face these hurdles, the less likely they are to have a significant impact on your company.
What You Should do After an Operations Scrum
An operations scrum should leave you feeling prepared to face the day ahead. You should be clear on what you need to do to contribute to the goal of the organisation. It should also assist with your long-term strategy as a division so you can overcome potential disruptive events.
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