Raw Agility – A Monthly Live Webcast

Our scrum team adds enough work to keep the developers busy during the sprint but we are always rolling over due to the QA not being completed. How do we get out of that cycle? If we reduce what we put in the sprint, then Devs may be looking for work mid sprint.

Where a team is using Scrum but the team members are all working on disparate items is there value in doing Scrum and how does one set a Sprint Goal?

How do you start switching your specific discipline team to a multidisciplinary team or T Model. Estimation of a User Story as a whole Dev Team is getting complex due to these different point of view and we end up estimating by Dev, QA, Design….,

Our SCrum team considers a good practice to have a know buffering (measured) for unknown items that could occur inside the sprint and are accepted by the team. Is that a good practice?

Can you more elaborate what empiricism is?

The IT dept is Agile but the business is Waterfall what approach would you take to win the business to Agile Scrum?

Can you share your experience on release notes done good vs bad, and include a few tips on engaging the entire team to contribute?Should it be done along the Sprint, or prior to the Sprint Review?

If your engineering manager is adamant not to take new requests since we have already developed major feature ,but our product owner is like you will have to develop the new asks/requests …?How do we deal with situations like this ?

Also, I am on a project helping a telecom company to implement Scrum, however, the development theam is new to Scrum and they want to make use of a hybrid framework where they use a waterfall approach for deliverables but Scrum tools to manage the project. This has generated confusion in the team and directly affects the Sprint Goal results. Any recommendation?

In Scrum every Sprint may be the last one, so how can internal or external workers have undetermined contract time?

Can you share best practices for managing/utilizing team members working on multiple (not connected) projects, helping the DevTeam to increase it’s velocity.

What is your advise if you start to manage a project that the team is performing Scrum “Zombie” is not using well the scrum framework (events, cerimonies, etc)

How to split a product into several one when the former product relies on the same already existing common “code base”?

If you find the estimation useless/waste, what would be a better approach?How would you track progress, and predict amount of work that can be completed?

We have a small dev shop so our developers are also production support – we ‘reserve’ time for Prod Support but how do you suggest most efficiently using developer time with regard to support and new dev?

i recently became certified as a PSM. i work in an IT org who hasn’t yet adopted scrum. i work on a portfolio management team and one of our initiatives is to convince and guide the leadership to adopt a full agile/scrum transformation. i am on a personal mission to equip the teams with scrum values and scrum principles in small ways with every interaction. What i’m up against is a culture that works with a project mindset not a product mindset. the leaders and stakeholders are more concerned with meeting due dates and overlooking the importance of quality and speed of delivery. what advice do you have?

One of the inputs of the Sprint Planning meeting is the past performance. How the team performance should be measured?

How do we ensure the robustness of Software Architecture from Sprint1 to the last sprint as Agile works on MVP philosophy?

Our clients are out of IT world, they don’t know Scrum. So is it possible to apply Scrum when the client is not up with it?

Given the Scrum events, which would be the ones who should be lead by the Product Owner (maybe Refinement and Planning)?

How does People leader work with either PO or SM role?

as scrum master, i got confused how to be more effective with high performance team?sometimes i feel my role is not mandatory to the team

How much can you Scrum be adapted to meet the needs of the organsiation?

My team/organization is just starting to use agile principles. The team consists of a few business analysts that support three development teams by fleshing out requirements. I’m new to the team and the first product role in the organization.We currently have issues limiting work in progress and getting colleagues to commit to deadlines. My experience with Scrum is extremely positive and I’d like to get our team using scrum principles. Currently Kanban is used and Scrums is viewed with trepidation.Could you highlight a few limitations of kanban-only processes, and how you see scrum as an effective way of working?Thanks,CJ

How do you handle break fix work amongst Scrum Teams? Do you reserve sprint points for that work? The company has no desire at this time to create a break fix team.