49

Pretend the Waterfall team is an outside contractor Since you're interfacing with the Waterfall team's code solely via an API, just pretend you're hiring an outside contractor to create that code for you. The Scrum rules for how you write your code don't apply to them. You submit your requirements to them, they write up a formal Statement of Work for ...


19

First of all, make it known to your stakeholders that there is a project risk in your project. The waterfall team is asking for things (final, unchanging requirements) that you don't have at the start of your project. To mitigate this risk, you can analyse your current backlog for items that may affect the data that you need to exchange with the system ...


14

There is nothing wrong with this type of scoring. This type of customer confidence score is the same general idea as NPS and a multitude of other score. Whether or not it is healthy is largely dependent on how it is used. First, it is important to understand what this score is and is not. It is a satisfaction score. It tells you about the individual's ...


13

Do other companies do this? Is it considered Agile? Can it show real insight? No. No. No. Why not? Because it's completely pointless. You said you have sprints. I guess they have tickets or stories in them. So you already have an objective measurement how you did. 8 of 10 stories done? 95 of 98 story points finished? There you go. Objective measurement. ...


13

First, some clarification is important. Scrum does not expressly forbid any job. People in the Scrum Team can have any job titles as long as it respects the structure and rules of Scrum. Further, people can exist outside of the Scrum team that support the team as long as it does not violate the rules in Scrum. Now, I've worked in Scrum teams who are ...


8

Here's one source: https://project-management-knowledge.com/definitions/e/external-dependency/ Simply research "external dependencies in project scheduling." Your schedule will simply be incomplete if you do not have identified in your schedule the dependencies upon which your schedule is based. Your best argument is the word, "dependency.&...


6

The customer will ask why is not-managing better than managing? I'd say: But we do manage it. Just differently. With Scrum. ... and then proceed to explain how the various management activities occur in Scrum. In particular, you asked: Wouldn't it be better if Scrum team instead was lead by a professional person skilled in planning, risk management, ...


5

Since you ask if this is considered Agile, I'll provide an answer in that direction. And the answer is "most likely no". All the individuals involved (business owners, managers, stakeholders) except the team itself gauge how they felt the team did using a score. If the score is higher, they performed better and produced more, if its lower they didn't. ...


5

You're not communicating well with your client ...and possibly also using your schedule incorrectly. You're asking about milestones as though they were a pure schedule artifact. However, every example from your question and from your follow-on comments shows that "milestones" are something that your client provides. That is undesirable for at least ...


4

I have been in this situation a couple of times and it is very challenging. Things that can help: Spend some time with the waterfall team explaining how you work. Even if you can't resolve the conflicts between the approaches it still helps if they understand what you are trying to do. Ask them to produce a mock/stub at the earliest opportunity to at least ...


4

It sounds like an assessment performed by people outside the team. How do you expect that the score will be received by the team members? What is expected from the team when they receive the score? Is it only a number or will it be accompanied by a motivation (then it could potentially give more insight)? Who will give the score to the team, how is it ...


4

Re-Evaluate Why You Have a Distinct, Non-Scrum Role Do you estimate tasks for analysts? Scrum doesn't have an "analyst" role. All members of the team are "Developers." That doesn't mean you can't have analysts on the team; it simply means they don't get special titles or unique workstreams. In Scrum, their work must not be separate from the collaborative ...


4

TL;DR There are a number of ways to accommodate team changes in your Sprint Planning. I detail three of them below. Use normed/smoothed/adjusted velocity as a planning value, not a management target. Most importantly, focus on tracking Sprint Goal completion rates (not velocity) as your key performance indicator (KPI). Change has Impact Imagine your ...


4

For what it's worth, APIs and protocols are an area you often do need things fixed. This has to be very deliberately and explicitly designed because if you need to change it later, every consumer will have to update their code. APIs which are often changing are a nightmare to work with especially if they implement backwards incompatibilities. I do not see a ...


4

You know your best case estimate and your worst case estimate. To get an estimate for the most likely time it will take to complete the project, you look at each possible problem and factor in how likely that problem is to occur and what time it costs to resolve if it does occur. The time you should put in your estimate to account for that problem is the ...


4

This is standard risk management. First and most important never quote a number to management; express the estimate as an estimate with a confidence interval - it will take from 100 to 300 MD. (BartVanIngenSchenau describes a good way to model this; I was in the middle of composing a similar answer, but I defer to that excellent summary.) Consider ...


4

Let's lay out some statements: 1. Scrum is founded on empirical process control theory, or empiricism. 2. Empiricism emphasizes the role of empirical evidence in the formation of ideas, rather than innate ideas or traditions. 3. Empirical evidence is information acquired by observation or experimentation.  There are no managers in Scrum teams because ...


4

As I mentioned in the comment above, you and your manager/stand-in PO need to agree on the outcomes for this PoC. You need to define the goals of the implementation or you might risk working towards different targets. Also discuss what everyone's role will be in this. From the question it seems you want him to be a PO, while he wants you to be more involved ...


3

They are also strict. No changes to the requirements. They want to lock down the requirements. That is not really true though. They would like to restrict changes to the requirements, for sure, because that's the nature of waterfall development. In practise though it is never possible to avoid some changes to requirements, because issues will always occur ...


3

When the API is not too complex, you could create your own mock API to experiment with which returns test data. When you got your requirements down, you can contact them to create a real API delivering real data.


3

TL;DR A research spike is intended to reduce the cone of uncertainty for future work. It is not intended to deliver shippable increments of anything. Treating the output of a spike as anything other than input to story planning/refinement is a Scrum implementation smell. Time-Box Your Spikes As an empirical control framework, Scrum is heavily reliant on ...


3

Taking Care of People is Efficient The empirical project management approach is to determine the efficiency and effectiveness of an approach by measuring its outcomes. Pragmatically, the goal is therefore to optimize the effectiveness and efficiency of project delivery rather than "efficiency" in some philosophical or abstract sense. People (and by ...


3

Try to bring the work to you I would suggest to create a Kanban board for yourself and allow people the option to give you work. Have columns like: To do| In progress | ... | Done -----|-------------|-----|------ | | | You take work from the top of the "To do" column and you work on it. Once it's done or you have more ...


3

Two things you haven't mentioned that will have a bearing on this: What kind of project? What is the purpose of the document you are sharing with the client? The fact that you have mentioned advanced payment suggests you are defining some form of contract. If it's a software development project then many customers may prefer to avoid phase-based milestones ...


3

Self-organising teams are not something unique to Scrum, but they do happen to work very successfully for software and technology teams. One argument for self-organising is that no single person (whether manager or not) is likely to have in-depth knowledge of all aspects of a complex environment. It's therefore best to make use of the full breadth and depth ...


2

These days there are a lot of confusion on the role of a Project Manager in the software development arena based on the adoption of Agile methods like Scrum. Companies and recruiters are mistakenly inclined to think that a Scrum Master (yes, the one that did 2 days course and passed an open book test) can instantly replace a Project Manager, and that’s why ...


2

Each environment or organization requires its own unique set of skills. Hence, some kind of generic are: 1) To be able to build SDLC from scratch (at least its initial version); 2) To be able to facilitate such ceremonies as work decomposition and planning; 3) To be able to track the process around the project; 4) To be an open person for all the parties ...


2

Given the way you have described your situation, I would say you have the following challenges - Too much demand (work) on your teams, across multiple products/ projects Constrained capacity to deliver. Your teams have not only planned product features to deliver but also a lot of unplanned work that comes up on a regular basis Unrealistic/ optimistic ...


2

Tom is the most experienced developer on the team (approx 10 yrs exp) It sounds to me like Tom is pretty good at his job. No developer should implement things in any other way than the way they believe is best for users. If you haven't shown Tom why his way is objectively worse you've not done your job. Don't moan about Tom for that - get him the rationale ...


2

It seems rather nitpicky to determine if the order of reading code and performing any manual testing, especially since it's an iterative process. Since it's not stated, there's an assumption that the developer who did the work didn't just write code and throw it over the wall. They tested it, by some combination of writing automated test code as well as ...


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