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94

I recently experienced exactly the same situation you are describing. While I'm not the Scrum Master for my team, I was the only person on the team who had used any Scrum methods previously. To solve the issue of things coming up and derailing the Sprint plan, we adopted a method we call 'The Batman' which, after some tweaking, has really worked for us. ...


54

It's not that you aren't supposed to report status in the Daily Scrum. Instead, the purpose of the Daily Scrum is to enable the Developers on a Scrum Team to understand the current state of progress toward the Sprint Goal and adjust their plan to maximize the chance of the team achieving the Sprint Goal before the end of the Sprint. What the Daily Scrum ...


53

If at all possible, they don't. They ask developers to estimate it. Estimates should always be made by the people who will perform the work being estimated. If this is not done, then you run the following two risks: The estimate is inaccurate, as the person who estimated it did not have the knowledge of what work needed to be done The people who do the ...


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 ...


48

The Daily Scrum is not an update-to-management meeting! From the Scrum Guide (emphasis mine): The Daily Scrum is a 15-minute time-boxed event for the Development Team [...] This optimizes team collaboration and performance [...] The Scrum Master ensures that the Development Team has the meeting, but the Development Team is responsible for conducting the ...


47

If You Aren't Planning Together, You Aren't Working Together The Daily Scrum is not for addressing "issues," minor or not. It's a just-in-time planning meeting for the Developers to collaborate on the current day's work. If there are issues or blockers identified that won't easily fit within the time box of the Daily Scrum, then this is the time to ...


44

I cannot speak to your particular situation but yes, it is pretty common that not everything is done. This is in fact a logical consequence of the structure of the team, and you being a developer are in a prime position to appreciate it. Load and delay If I were to ask you “do you run a server at 100% load?” you would likely laugh in my face. So I might ...


34

Speaking from experience... I once attempted to bring Scrum into a situation where: We currently had little-to-no defined process for development - people just got assigned work, did it, then got more work. Our direct manager was indifferent/mildly hostile (think "I don't like this new-fangled way of doing things, but I'll let you work how you want. Just ...


34

TLDR: You don't have a Scrum Master Repeat after me: The Daily Scrum is not an update-to-management meeting! Your Scrum Master(SM) is acting not as a SM, but as a manager. The problem is, the SM is not supposed to be a manager. Take a look at the described duties of the SM. Notice the complete lack of anything along the lines of 'track the progress of the ...


33

With that much variation in the estimate, it seems like the work as it's currently defined is not ready for estimation yet. Based on that wide spread in estimates, I would say that the team doesn't have a clear understanding of what is required to complete the work. Unless the work was critical and must be started and get to done as quickly as possible, I ...


32

No Fibonacci Required While many agile practitioners have embraced a modified or unmodified Fibonacci sequence for story-point estimation, neither story points nor user stories are actually requirements of the Scrum methodology. Even if you embrace the practice of estimating with story-points and user stories, you can use any relative-sizing tools you want....


30

TL; DR Agile release planning is based on fixed-length, normed-capacity cycles that operate on dynamically-planned and dynamically-scoped features. In Scrum, fixed-date release planning must be handled by controlling scope to meet the deadlines, as you cannot have both fixed-date and fixed-scope deadlines simultaneously. This is rarely a practical problem, ...


28

TL; DR Your question embeds some false assumptions about the linear nature of testing within an agile process. A mature agile team with cross-functional skill sets treats development and testing as intertwined activities rather than as sequential ones. You should strive to integrate development and testing so that they are not fundamentally separate work ...


27

I'm going to slightly disagree with Bogdan's answer. The Scrum Guide does say that: Sprint Planning is time-boxed to a maximum of eight hours for a one-month Sprint. For shorter Sprints, the event is usually shorter. We normally think in weeks, so I translate "one-month Sprint" to "four-week Sprint". However, it goes on to say that if the Sprint is ...


27

It sounds like you have team members from high power distance cultures. People may not speak up when the boss is in the room because their values require them to listen and follow, not to advise or lead. You may even notice it happening between junior and senior team members or between yourself and team members. Read more about power distance here: https://...


26

There are different ways of tackling this: Zero-bug policy If you plan your sprint just with new features, but keep a zero-bug policy then your velocity will drop. Eventually you will know how much stories the team can get done while fixing any open and new bugs first. Understand Yesterdays Weather and plan accordingly. Placeholder PBI Each sprint add a ...


26

It's impossible to answer your question because "Scrum Master" and "Product Owner" are roles, not job titles. Their job positions may be different and depend on the company. For example, a Product Owner could be: A business analyst at your company. A person from the customer side (i.e. outside your company). Or even the СЕО of your company (it's not rare ...


26

Product Owners Are Silent Observers in Daily Stand-Ups In the quoted description, the word participate has the connotation of "taking an active part." The Product Owner should attend, but should not participate. The daily stand-up is intended as a synchronization and coordination meeting, not a status meeting, and the Product Owner has no active role to ...


25

Velocity is not a valid measure of team or process improvement. Velocity, especially when it is based on Story Points, is extremely unstable. By itself, Velocity doesn't reflect the capacity of the team, but capacity will limit Velocity. It's also easily disrupted by changes to the team's way of working (which includes the definition of what a Story Point ...


25

I don't think there is a simple answer to this question. Instead, I think there are a number of different scenarios: A team is very experienced in Scrum and rotates the Scrum Master role. They have no need for a full-time Scrum Master. A team is very experienced in Scrum, but they still face impediments and they prefer not to be distracted, so they ...


25

It seems to me that you are trying to fill each sprint to capacity, and keep everyone fully utilized. Planning for 100% resource utilization is a bad idea. You will only end up with busy people and delivery will suffer. The point with Agile and Scrum is to deliver value. One QA tester to five developers can quickly turn into a bottleneck while work moves ...


24

The situation you describe is Scrum Zombie, not Scrum. My answer will try to organize a few of the aspects you mentioned. Software developers are not resources business needs the resource and cannot afford to lose time One of the perpetual problem of our industry is to simply assume that people are interchangeable cogs in the machine. In the situation you ...


24

According to Mike Cohn It’s quite common for a team to have a bit of unfinished work at the end of an agile sprint or iteration. Ideally, a team would finish every item on its sprint backlog every sprint. But, for a variety of reasons, that isn’t always the case. Accordingly to Scrum.org: The Scrum Goal is the creation of productive and creative ...


23

There isn't much of difference in recognition/acceptability of both certifications. One big difference is that to get Scrum.org Professional Scrum Master I you don't have to go to the training. They offer trainings, but they're optional. You only need to pass online exam and you can even try out your knowledge for free in online assessment. Despite ...


23

Many traditional managers are accustomed to "knowing" Scope, Budget and Deadline upon committing to a project. Scrum takes all that away and promises to do its best. Now you get one of these outcomes: Management says: In that case you are not doing Scrum. Outcome: No Scrum. Management says: Sure you do Scrum, we do waterfall and what we do counts. Outcome: ...


23

The first thing you should do is encourage the team to bring concrete arguments. "Things are more complicated than they seem" or "I dont think those complications are valid" are very vague arguments. "I disagree, because the database-adapter has 3.000 lines of code, so changes in this class are very hard" or "Finding all methods doing X takes a long time, ...


23

You ask: What is the best way to implement agile in these circumstances? Before thinking about this question you should think about how to bring in some common sense into the situation. Having people work overtime isn't sustainable in the long run and with time people start to make mistakes because they are tired and stressed. They end up working more and ...


23

There is a lot to unpack in your question, but from what I read I see two main issues: the old guard (as you name it) doesn't want to change their way of working. What they did might have worked before, or not, but they found themselves a certain pace of doing things and the changes you want to bring forth are not to their liking. Since you mention a new ...


22

From the Scrum Guide: Sprints contain and consist of the Sprint Planning, Daily Scrums, the development work, the Sprint Review, and the Sprint Retrospective. All of the events are included in your Sprint timebox.


22

The Product Owner is the person who is directly accountable to business stakeholders for the product and ideally is herself a senior business stakeholder or a nominated representative of a department or management team. It's often the case that they are also a business unit manager, perhaps reporting to a sales, marketing or operations director. Typically, ...


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