The “underpromise, overdeliver” approach can be a double-edged sword for Agile teams. On the customer side, it can be a real win. Imagine their delight when they receive more features or a quicker turnaround than they anticipated. In the beginning, this approach fosters trust and loyalty, keeping them coming back for more.
However, for the team, this strategy can be a recipe for burnout. Constantly exceeding (unspecified) expectations creates pressure to perform magic every sprint. This can lead to cutting corners, sacrificing quality for speed, or resentment building as team members feel their efforts are undervalued.
Furthermore, underpromising sets a tricky precedent. If exceeding expectations becomes the norm, what happens when the team delivers exactly what was promised? It can feel like a failure to the customer, even though the project was a success. This constant pressure to overachieve can negatively impact team morale and overall project sustainability.
By ‘inspect and adapt’ your work over the sprints, you get more confidence in your performance and align your forecast of delivery to the customer.
So, how do we find a happy medium? Agile principles emphasize transparency and collaboration. By involving the customer in the planning process, we can set realistic expectations together. This means clear communication about what’s achievable within a sprint and building in buffer time for unforeseen challenges. By delivering high-quality work consistently, we build trust and avoid the boom-and-bust cycle of underpromising and overdelivering. Remember, happy customers and a healthy team are the cornerstones of successful Agile projects.
Albrecht Günther 