Problem - I've been appointed as a Scrum Master to a new team and senior management (CTO) expectation is that our team should deliver more than the SP capacity we can currently realistically deliver.
This SP expectation is based on previous (over an year ago) estimates. A lot has changed since then. The application has become more complex since then, there are new developers and some developers left.
Senior management now brought in a new developer in and they hope that will help the velocity but I told them the velocity will go down and only after a while go up. They should also consider the stress on the testers.
How to approach such situation with senior management?
More background on me and what I have tried:
- I was a Scrum Master for one year in another project
- I worked with team to break larger stories down because when they carried over a task from one sprint to another it was always big.
- Went with a lower velocity that is based on the latest velocity and sprints.
- Remove impediments and act as the scrum master (The team thought they can do it themselves) in areas such as planning, stand up's etc..
- Promote pair programming (Not mentioned in scrum but helped the team a lot)
- I did proper retrospectives (As mentioned by Esther Derby)