A successful Scrum team is responsible for not just the quality of their work, but also the quality and professionalism in how they DO their work. In this article, we will discuss how a team bares responsibility for the Sprint and what they should do if they discover they can't get everything done that they committed.
In many forms of creative work, bigger requirements equate to more complex requirements. More complex requirements equates to greater risk. Greater risk equates with more cost, more waste, or both. In creative work (like information technology work), bigger requirements means risk and waste. Or in other words, bigger is DEFINITELY not better.
In Scrum, we put a priority on creating high-performing teams. You've probably heard that phrase a hundred times with regard to Scrum. Unfortunately, while we certainly have the best intentions when it comes to creating a high performing team, we often develop habits that do everything BUT create high performance (we'll talk about some of these bad habits in other tips).
There's a reason we have something called a Sprint in Scrum: empiricism. While Agile Development calls for short iterations and working software, Scrum perhaps solidifies what the agile principles are saying: build products in small increments, always make sure it's working, and make sure you get feedback from your customers on a regular and frequent basis.