So, when should scrum teams escalate dependencies to the leadership of their organisation? Well, there are a few reasons to consider.
Managing dependencies in scrum is a critical aspect of ensuring smooth and effective project delivery.
However, there are moments when dependencies become more than just an internal team challenge. They evolve into barriers that threaten the success of the sprint or the entire project.
Before they become such a barrier, your scrum team should escalate them. But when exactly is appropriate to escalate dependencies in scrum teams, and how do you do it?
Read on to find out.
The role of scrum teams in managing dependencies
Dependencies are inevitable in any complex project.
In scrum, they often involve relying on other teams, external stakeholders, or external systems. These dependencies can slow down progress if not managed effectively.
Scrum teams are encouraged to resolve dependencies autonomously. After all, one of the core principles of scrum is fostering a sense of ownership and responsibility within the team.
But let’s face it, not all dependencies are created equal. Some are within the team’s capacity to resolve, while others might require intervention from higher up in the organisation.
So, let’s take a look at how teams decide when to escalate dependencies that go beyond their control.
When scrum teams should escalate dependencies
Imagine you’re in the middle of a sprint, and your team encounters a roadblock that involves an external vendor or another department that isn’t responding promptly.
Despite the team’s best efforts to resolve the issue, progress stalls. What do you do?
Escalation to leadership might be necessary when:
Deadlines are at risk
Is the dependency threatening your sprint or forecasted deadlines? If delays could potentially derail the sprint goal, it’s time to involve leadership.
Timely intervention can help secure the necessary resources or decisions to keep the project on track.
Impact on deliverables
Will the unresolved dependency affect the quality or completeness of your deliverables?
When the outcome of your work is at stake, raising the issue to leadership ensures that it gets the attention it deserves.
Cross-team coordination issues
Are multiple teams involved, but coordination is failing?
Sometimes, dependencies involve cross-team collaboration that isn’t functioning smoothly. Leadership can step in to facilitate better communication and alignment.
External factors beyond control
Is the dependency related to factors outside the organisation, like third-party vendors or regulatory approvals?
In such cases, leadership can often leverage their authority or networks to expedite solutions.
What is a good process of escalation?
So, how should scrum teams approach the escalation of dependencies?
It’s not just about raising a red flag. It’s about doing so in a way that is constructive and leads to a resolution.
Here’s how to approach it:
Gather all relevant information
Before escalating, ensure you have all the facts. What’s the nature of the dependency?
What efforts have been made to resolve it? How is it impacting the team’s progress? Document everything clearly.
Propose a solution
When escalating, it’s helpful to suggest possible solutions or actions that leadership could take.
This shows that the team is still proactive and committed to solving the problem, not just offloading it.
Communicate clearly
Use clear and concise communication. Highlight the urgency and potential impact if the dependency isn’t resolved.
Make it easy for leadership to understand the issue quickly and act on it.
Follow up
After escalation, continue to follow up.
Ensure that the issue is being addressed and provide any additional information or support leadership might need.
The balance between self-organisation and escalation
Self-organisation is at the heart of scrum, but knowing when to ask for help is equally important.
A team that escalates too frequently might seem incapable of resolving issues independently.
On the other hand, a team that never escalates might struggle with unresolved dependencies, leading to missed deadlines and poor quality.
Finding the right balance is key. Teams should first exhaust their own capabilities in resolving dependencies.
Techniques like dependency mapping, proactive communication with stakeholders, and adjusting the scope of their work can be used.
If these strategies fail and the impact becomes significant, escalation is not just an option. It’s a necessity.
Leadership’s role in dependency management
Why is it essential for leadership to step in?
Leaders have a broader view of the organisation and can often remove obstacles that teams cannot.
They can allocate additional resources, prioritise tasks across departments, and negotiate with external vendors.
Their involvement can be the difference between a project succeeding or failing.
But leadership also needs to trust that teams will only escalate when it’s truly necessary.
This trust is built over time as teams demonstrate their problem-solving abilities and their understanding of when a situation is beyond their control.
Knowing when to raise the red flag
Knowing when to escalate dependencies to leadership is a crucial skill. It’s about timing, communication, and understanding the bigger picture.
Scrum teams should be empowered to handle most issues independently. However, they should also feel confident in reaching out for help when a dependency threatens to derail their progress.
Ultimately, effective dependency management is a shared responsibility. Teams need to know when to escalate, and leadership needs to be ready to respond swiftly.
By working together, they can ensure that dependencies don’t become roadblocks, but instead, opportunities for collaboration and growth.
See also how scrum can coexist with other project management methodologies.
I hope you find this post helpful.
