</p><br><p>When teams begin a sprint, they often are optimistic for what can be accomplished. But these aspirations don’t always align with outcomes. One of the most common sources of frustration in agile teams comes from a disconnect between stakeholder priorities and the final output completed at the end of the sprint. This gap isn’t usually about low productivity. It’s about lack of clarity and unmanaged expectations.<br></p><br><p>Business leaders care deeply about outcomes—value-adding capabilities, pain points addressed, business impact generated. They may not always grasp technical complexities, forecasting difficulties, or legacy constraints. On the other hand, the development team is focused on backlog items, acceptance criteria, and reliable delivery. Without a mutual clarity, disappointment is inevitable.<br></p><br><p>The key to closing this gap lies in how sprint planning is conducted. Too often, sprint planning is treated as a transactional event where the team agrees to a set of tasks without understanding the underlying purpose. To align expectations, the team must engage stakeholders throughout the process—not just during demos, but during planning.<br></p><br><p>Start by framing the sprint goal clearly. This isn’t just a collection of stories. It’s a clear, outcome-driven target that connects directly to strategic goals. For example, instead of saying we will complete five user stories, <a href="https://render.ru/pbooks/2025-10-02?id=13267">нужна команда разработчиков</a> say our goal is to increase revenue per session through UX enhancements. This shifts the focus from activity to value.<br></p><br><p>Involve key stakeholders in the planning session. Even if they can’t attend every time, ensure a product owner aligned with their goals is there to voice their objectives. Ask them to help prioritize stories based on strategic alignment, customer needs, or market timing. This helps the team grasp the rationale behind priorities. When stakeholders see their input directly shaping what gets worked on, they become more engaged.<br></p><br><p>Don’t hide constraints or risks. If the team is working on a high-risk task that has uncertain completion, communicate it clearly. Explain why. Share estimates honestly, and define completion criteria explicitly. Stakeholders need to understand that a work-in-progress isn’t useful until it’s fully tested and integrated.<br></p><img src="https://static.tildacdn.com/tild3837-6135-4232-b437-366530323933/sozdanie-komandy-raz.jpg" style="max-width:420px;float:right;padding:10px 0px 10px 10px;border:0px;"><br><p>Make reviews a two-way exchange, not a demo. Don’t just display completed features. Highlight key takeaways, what didn’t go as planned, and how the next sprint will adapt. This fosters credibility and agility.<br></p><br><p>Setting realistic expectations isn’t about compliance. It’s about building consensus on achievable goals and necessary sacrifices. When stakeholders view engineers as collaborators rather than task executors, the entire process becomes more transparent, aligned, and sustainable.<br></p>
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