In Scrum we look to create product increments each Sprint, not simply to do work. The direct solution to your question from the Scrum Guide is that you should have cross-functional team. That is, all skills needed to deliver a full product increment should be on the team.
There are circumstances where this may not be possible and you are stuck in the ...
You cannot have an SSO API without underlying user management, that's a dependency, you need to do user management first.
Your story belongs to user management and should be done in that epic.
Implementing the API so it supports the functionality may be another story alltogether in the SSO epic.
So no a user story should not be associated with more than ...
What you are trying to visualise is a network plan, not a WBS. A WBS does not show dependencies, only the scope or deliverables and subdeliverables that needs to be realised in order to succesfully complete the project.
A network plan places all WBS-elements in their logical sequence in order to show the growing maturity of the project deliverable. So ...
A lot can be done using mocks and stubs.
For example, the team could work out what the API will look like first and then rapidly build a stub API that returns fake data.
This helps to separate out the frontend and back-end development tasks. Now the frontend developers work using the stub and the back-end developers work to flesh out the implementation of ...
Your Scrum implementation suffers from a number of framework anti-patterns that are detailed below in the Analysis section. These process issues can generally be resolved through:
Adhering to Sprint Goals.
Allowing the Scrum Team to self-manage dependencies.
Using velocity as a forecasting tool rather a post-hoc measure of effort expended.
I think the question you're asking points more to a problem with how you split your stories/tasks/work items/whatever, and how they're written. Rather than trying to solve the symptoms of this issue, I think it makes more sense for you to try and tackle the root problem here. Of course, there are sometimes technical dependencies between stories.
The connection between an epic and user stories is one-to-many, therefore one user story can belong to only one epic. You can have the user story in the first epic and make the second epic dependent on this user story - it cannot be continued or finished until the user story in question is finished.
You ask how can a project manager can manage external dependencies outside of their control that directly impact the feasability and progress of their own project?
This management cycle works well for me in that scenerio.
IDENTIFY-The PM should facilitate the identification of these external dependendcies. Host a workshop with your team and work out what ...
You can use standard FS relations for predecessors, and set task constraint type 'As late as possible':
1 milestone - prerequisites: 2,3
2 Activity A - 4
3 Activity B - 4
4 Activity C
You should set 'as late as possible' constraint on tasks 2-4, and set task 1 to the required fixed date ('start no earlier than' constraint).
Having a part time team member is probably a bad idea.
When something needs doing that can't be done in the slice of their time you've been allocated, that is waste. When you have to train and familiarize them to the level of a full time member and then can't get full time work out them, that is waste. When they have to catch up after missing a couple of ...
It's great that you already have simple Kanban working for you, now probably it's time to look at it and do
Value Stream Mapping
Basically you visually outline whole process and how the work flows through the board.
What will be critical for you is to setup boundaries of the process.
You correctly noticed that way external team organizes work is outside ...
[W]e're also highly dependent on a lot of other teams' output - easily 1/3 of our tasks are at least potentially blocked if those other teams don't provide their pieces.
Your underlying question is about how to deal with externalities with a Kanban system. The short answer is that you need multiple processes: one for pulling from vendors, and one ...
What you are looking for is a Visual Portfolio Map
Here is a good article that describes what a Visual Portfolio Map is and why you need one: How to Manage Interdependencies in a Project Portfolio.
But first, what are these interdependencies and why do they matter to
us? They can take a number of forms including (but not limited to) ...
If Activity B cannot begin before Activity A is complete, it's a finish-start dependency, in PM-speak.
Alternatively, if both activities have to start at the same time (pretty rare), it's a start-start dependency.
If both activities have to end at the same time, it's a finish-finish dependency.
For estimation, you want to estimate at the Product Backlog Item level. If you're using User Stories, the User Story is typically the Product Backlog Item. And when estimating, you want to account for all of the work necessary to get it to its done state, per the team's Definition of Done any any acceptance criteria on the Story itself.
The best way to ...
Optimize Terminology for Clarity of Communications
You are describing phase gates. There isn’t a universally-accepted set of terms for your desired project states, but each phase should have a set of project-specific status labels that communicate the state of the project or the gating criteria. An organizational or project glossary is typically where you ...
Might be too broad to be answered, but I'll give it a crack.
In the meantime a former decision maker is still with one foot in
I am in charge of decision making now
I assume you mean that there's a highly-placed employee that is still interested in the project, but no longer has authority. So, first thing is to touch base with him to ...
The new workflow would work if it reduces the load on the designer.
I'm not sure I understand the full picture, but you say:
Due to the designer not having enough time, the team started to work on a lot of stories in parallel. The more stories got finished, the more work was there for the designer. [...] The designer was always lagging, developers were ...
You Have More Choices Than You Think
We can't move items backward in Kanban.
Of course you can! Whether or not you should will depend on what "additional work" means within your current process. In most cases, it either means:
Your process failed to complete or expose all the work needed to get a task to the Definition of Done for a given ...
You may also schedule a project from a fixed end date.
On the Project ribbon, select Project Information to open the Project Information dialog.
Change the Schedule From to Project Finish Date.
Enter the finish date for the project.
Project will automatically set each task constraint to As Late As Possible, the schedule each task's finish to align with ...
The Summary tasks are only representations of the durations of their subtasks taking the available resource into account. You cannot limit Summary tasks in this way, it would make no sense. If you have one resource that has to do many tasks then MS-Project works out the durations of all the tasks they work on, on the basis that they can only do one thing at ...
This dependency-based planning is a common feature of project management in general, and isn't limited just to agile methodologies. However, it seems very applicable to the agile planning issue you have outlined.
Think Dependencies, Not Composition or Inclusion
An epic can have a dependency on another epic or story, so in reality your dependency ...
Some things to think about based on what I've observed from your question:
While defining stories we had two stories one larger one that would allow some infrastructure to be made and a smaller ticket that had more apparent value that depended on it. Together they were bigger than we were happy with a story being.
This stuck out to me because it ...
When doing estimate, should each part be estimated separately? How to calculate "total" estimate?
All the teams participate in the same Sprint Planning, discuss all the aspect of the User Story and fully estimate it.
You first need a reference User Story which has 1 Story Point. You discuss this User Story so that all the parts are understood....
This is probably a better fit for English Language & Usage than pmse.
From a project management standpoint, it doesn't really matter as long as you pick a term and stick with it.
For the first: "Is blocked, is blocked by '---', is dependent on '---', etc."
For the second: "Was blocked, was blocked by '---', was dependent on '---', is unblocked, is ...
You need to get VISIBILITY into what's happening there.
Right now you seem to be mostly blind to what's going on and you are forced to trust this external provider. A 3 months estimate turned into a 9 month one. Any chance for the 9 month estimate to later turn into 12 months?
Check your contract and see what the agreed deliverables are. Do they deliver ...
You're acting as if your bottleneck is something bad and you should rid of it. This may be true, but I'd like to list other options. There are 3 approaches to dealing with constraints:
Improve their performance (Bogdan got it covered in his answer) (book)
Use them to dictate the performance of the system (same book)
Use them to pivot your business (another ...
(Too large for a comment)
I disagree with two of your remarks under point 1:
"The infra itself has no customer value." So, get rid of the rigid requirement that "These stories are supposed to be customer oriented and deliver value.", change it to "These stories are supposed to deliver value".
"The backlog now contains ...
This problem isn't unique to Scrum. It's quite common across the Agile methods, which call for frequent delivery of valuable, working software to customers and users. I've come across two ways to handle this situation, both of which have worked out well.
The first way would be to define the infrastructure that is needed as part of both A and B. Then, ...