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Sarov
Sarov
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This is Push Response.

There is a disconnect between the reality and the promised. The Business sector is coming in with their expectations to push a project forward but not allowing Project/Product Management to actually finish a sprint and the leadership of the Technical Team doesn't feel comfortable reigning in their expectations.

I have found that going for a 3 week sprint-week Sprint instead of a 2 week sprint-week Sprint, but aiming for the 2 weeks, is more beneficial. If we are ahead a few days we gain a pad going forward and know that having a completed sprint saves us time going forward. If we push the wall to 3 weeks but get a fully completed sprint and ability to circumvent issues by being proactive in completing the sprint we have less issues on roll-out.

As Director of Automation, I use a gentle Push Back - explain technically the reachabletechnically-reachable goals, going 3 and 6 months out, with the current resources and constraints. If there is a significant gainsincrease with regardsregard to time then we adjust the time frames-frames and alert the Business Team. If their arethere is a minor gainsincrease in time then we go to Change Management and implement.

This is Push Response.

There is a disconnect between the reality and the promised. The Business sector is coming in with their expectations to push a project forward but not allowing Project/Product Management to actually finish a sprint and the leadership of the Technical Team doesn't feel comfortable reigning in their expectations.

I have found going for a 3 week sprint instead of a 2 week sprint but aiming for the 2 weeks is more beneficial. If we are ahead a few days we gain a pad going forward and know that having a completed sprint saves us time going forward. If we push the wall to 3 weeks but get a fully completed sprint and ability to circumvent issues by being proactive in completing the sprint we have less issues on roll-out.

As Director of Automation, I use a gentle Push Back - explain technically the reachable goals going 3 and 6 months out with the current resources and constraints. If there is significant gains with regards to time we adjust the time frames and alert the Business Team. If their are minor gains in time we go to Change Management and implement.

This is Push Response.

There is a disconnect between the reality and the promised. The Business sector is coming in with their expectations to push a project forward but not allowing Project/Product Management to actually finish a sprint and the leadership of the Technical Team doesn't feel comfortable reigning in their expectations.

I have found that going for a 3-week Sprint instead of a 2-week Sprint, but aiming for the 2 weeks, is more beneficial. If we are ahead a few days we gain a pad going forward and know that having a completed sprint saves us time going forward. If we push the wall to 3 weeks but get a fully completed sprint and ability to circumvent issues by being proactive in completing the sprint we have less issues on roll-out.

As Director of Automation, I use a gentle Push Back - explain the technically-reachable goals, going 3 and 6 months out, with the current resources and constraints. If there is a significant increase with regard to time then we adjust the time-frames and alert the Business Team. If there is a minor increase in time then we go to Change Management and implement.

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txgeekgirl
txgeekgirl
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This is Push Response.

There is a disconnect between the reality and the promised. The Business sector is coming in with their expectations to push a project forward but not allowing Project/Product Management to actually finish a sprint and the leadership of the Technical Team doesn't feel comfortable reigning in their expectations.

I have found going for a 3 week sprint instead of a 2 week sprint but aiming for the 2 weeks is more beneficial. If we are ahead a few days we gain a pad going forward and know that having a completed sprint saves us time going forward. If we push the wall to 3 weeks but get a fully completed sprint and ability to circumvent issues by being proactive in completing the sprint we have less issues on roll-out.

As Director of Automation, I use a gentle Push Back - explain technically the reachable goals going 3 and 6 months out with the current resources and constraints. If there is significant gains with regards to time we adjust the time frames and alert the Business Team. If their are minor gains in time we go to Change Management and implement.