Tip #8 - Velocity Chart

Tip #8 - Velocity Chart

Hello all,
We are back with an informative tip on - 'How to measure your team's performance?'. Evaluating the performance of your team on a periodic basis will help the team deliver quality outcome at the end of every iteration.
Why do you need a velocity chart?
In Scrum, the effort of every iteration is measured by the total number of points that the team estimates. This estimation is defined based on the effort that is required to complete the work items in the sprint. The maximum effort that the team can put in to complete the planned estimation is calculated using the velocity chart .
"It measures the committed effort vs the completed effort of your team. Using this, the team can obtain the average effort that they can commit in the upcoming sprints to meet the target."
How velocity is measured?

In Zoho Sprints, you can view the velocity chart either based on estimation points or count of work items. For example: If there are three sprints in the project and they want to know the velocity of the team, how can they measure it using the velocity chart?
You have three completed sprints in the project 'Online Shopping'. The first sprint 'Category' has not met the committed estimate, whereas the third sprint 'Shopping Cart' has met the goal (Both the committed and completed bars stand equal). The second sprint 'Social Media' with only the committed bar (because the team has not completed any of the points in the sprint).  

Using the completed estimation points in the three sprints, the team can calculate the average velocity of the team.

Note: You can view the velocity chart only for the completed sprints in your project.
Can we get velocity based on specific scrum teams?
Yes, Zoho Sprints provides an option to view the velocity based on specific scrum teams. You can choose the sprint owner and view the velocity of the sprints for which they are assigned. 
If you have any queries or suggestions contact support@zohosprints.com or connect with us through live chat.

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