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Scrum – Maintain backlog in the tool, but have an easier version for team to be able to quickly view ..

This is another example based on the feedback we received from multiple Scrum teams. We had multiple sources who would provide us a list of features, and those features would be reviewed and prioritized by the Product Owners, and then included in the Product Backlog, where it was further possible to see the schedule by which a feature would be available in the product (whether it would be included in the next few Sprints, or near the end, or in a future version of the product) with the understanding that this scheduling could change depending on the situation as of that point of time. We were using a Scrum tool for tracking the pending work to be done in the Sprint, and also adding the features into the product backlog in the same tracking tool – this workflow worked best for the Product Owners and the managers of the team since this let them get a detailed view of where a feature is, whether it is in the process of implementation, details that the Product Owner had entered about the feature (reference to User Stories, and so on as the feature would get more detailed).
We were finding that the rate at which the team members were entering new features into the tool for review by the Product Owner and for including in the Product Owner was reducing. This was a matter of concern since it seemed to indicate a decrease in the level of ownership by the various Scrum teams (and practically, since a number of new features were sourced from the suggestions by the team members – they were the ones in contact with users, with support, and with user forums where people would suggest solutions to problems or ask about features that they felt that the product should have – it was more difficult for anybody else to generate such ideas).
We had a number of discussions with the Scrum team about why this decline was happening; initially we used some amount of persuasion, appealing to their instincts, when that did not have much of an impact, we tried to relate this seeming apathy to lack of progress in making a great product; individual managers tries to use more forceful language with their reportees, but there were still not enough feature requests coming in. So, we decided to bend down a lot, to listen to the team rather than propose solutions. The biggest problem that they had was something that seemed a bit contrarian – they liked the ownership in terms of Scrum team, but did not like the extra hard work it took to get a view of the Product Backlog from the tool (and even more so, the tool made it more complicated to review the current status of the the features that they had suggested).
So, when we asked for suggestions as to what we could do, the answer was not something that was easily acceptable. They wanted a way to get a quick view of the Product Backlog, and suggested that if it could be done in Excel, that was also fine. Not getting the team members involved in the Product Backlog was not an option, so we spoke about this internally (with the managers and with the Product Owner). Finally, we really were out of options, and the Product Owner agreed to take on the additional task of keeping an Excel sheet in synch with the Product Backlog (updating this once a week). The Excel would be posted on a common location, and we started seeing results pretty soon. In around a week, the features that were getting posted were almost back to the same level as earlier, and the process was classified as a success, even though it meant that additional work was required, and there is always the chance of more errors when a sheet is updated on a regular basis from another repository.
If any of you are running into similar situations, please do let me know through comments.

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