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I am a consulting manager leading over 25 personnel to manage the infrastructure on a Navy Base. The team is currently segmented into Scrum Teams with:

  • 5 SW Devs doing bug fixes and rewriting apps
  • 2-3 Cyber security personnel
  • 8-9 System Admins performing IT duties and installing new apps
  • 4 personnel doing Network Admin, debug & new apps and
  • 5-6 providing Level 2 Help Desk perssonnel handling inputs, and making system upgrades.

As Government Contractors many of the Scrum artifacts and methods are useful in the sustainment effort well suited for Kanban. Each team uses a Product Backlog, weekly Sprint Planning and Customer demos. I enforce the weekly demos, though most teams have incomplete products, to ensure each team makes weekly commitments and we get weekly customer feedback.

Maybe Kanban boards posted to the walls or in JIRA would provide sufficient transparency and commitment. I would appreciate feedback from folks in a similiar IT support situation. I may be too much of a micro-manager.

Respectfully, Greg

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In few of my projects, i have always struggled with weekly sprints. Unless they are precisely planned it leaves the team high and dry. Weekly sprints leave very less time span for any risk mitigation. The chances of weekly sprints missing sprint goals are high. What i have found helpful, is to have weekly client meetings to set client demo expectations (not exceeding 20 minutes) with biweekly sprints ending with client demo aligned with the expectations previously set.

It is always good to have the client added to the Jira board, this will make sure that team gives their 100 percent.

I would have personally prefer KANBAN for maintenance and sustenance projects.

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