Running Head: COMMUNICATION
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6-2 Journal: Communication Practices and Project Management Tools
CS250
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• I think that the most effective communication practice for creating transparency
and openness within the Scrum team is the Scrum events. The different Scrum events
include the Sprint, Sprint planning, daily Scrum meetings, the Sprint review, and the
Sprint retrospective (Ozierańska et al., 2016). The Sprint events allow all the team
members of the Sprint team to get involved and closely engaged in the project. It
provides the team members with opportunities to collaborate and communicate with
each other relating to the different important aspects of the project. It brings the team
members together every week and enables them to discuss about the progress of the
project. It ensures that each and every team member is well aware of what is the
current status of the project and what are the next plans to reach the goal. The
Scrum events also provide a time period during which the team members are
compelled to communicate with each other relating to the project. At times, it is
possible that some team members may be so busy with their tasks that they forget to
inform other members about what they are working on or the progress. This can
cause disruption in the proper workflow of the project. However, the communication
practice of Scrum events helps in avoiding such possibilities. Scrum events also allow
the team members to communicate and discuss the obstacles they may have come
across in the project and find appropriate solutions.
• An example of the communication practice that helped my team complete the
work was the Scrum events. My team members and I were facing a lot of issues on
a daily basis while completing the project. The 15-minute daily Scrum meeting
helped us to understand the work of the previous day and develop appropriate plans
for the next 24 hours. It helped a lot in reducing the level of complexity in the
project. All the team members got the opportunity to discuss the issues and potential
problems that might hamper the progress of the project. Finding the right solutions to
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these problems would have been quite difficult if they were to be solved individually.
It would have also taken a lot of time and delayed the completion of the work.
However, due to the Scrum events, it was possible to get different perspectives to
solve a particular problem. This helped in finding the right solution easily and
allowed the completion of the work at the earliest time possible.
• JIRA is one of the most effective agile project-management tools that can help
coordinate as well as increase the efficiency within the team. When working on a
specific project, the different members of a team work on different tasks. In such a
situation, it can be quite difficult to always be aware of what the other team
members are working on. However, this can prevent the team members from
communicating and collaborating with each other. Having no idea of what each
individual team member is doing may even seem to be frustrating for the team
leaders at certain times. Especially when a team is involved in a high-level project,
good coordination among the team members is important. It is vital for each of the
team members to know the activities that other members are involved in. JIRA helps
in reducing all the potential coordination problems existing within a team (BoKapsys -
Atlassian Solution Provider, 2019). ad It provides the team members with centralized data
visibility and control and helps in effective scaling of the company or program. It
provides a clear idea of what others are working on and not only facilitates better
coordination but also increases the efficiency of the team members involved in the
project.
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References
BoKapsys - Atlassian Solution Provider. (2019, August 9). Jira for business
efficiency. BoKapsys. Retrieved October 24, 2021, from https://bokapsys.com/jira-
for-business-efficiency/.
Ozierańska, A., Skomra, A., Kuchta, D., & Rola, P. (2016). The critical factors of
Scrum implementation in IT project–the case study. Journal of Economics &
Management, 25, 79-96.
