Raw Agility – A Monthly Live Webcast

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)

what is the next step of scrum master in his career path ?

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.

How can we handle this situation as a scrum master-> My team is new and taking more than few sprints to come up to spead (no one to guide the team technically, due to technical competencies, new environment, etc.). I as scrum master is trying to help the team fix these slowly and steadly, however the management is looking for results and so do the clients. Any different way of dealing this scenario?

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?

What’s the best way to facilitate a team through Scrum sprints where they do not know how to use Scrum (or not very well)? Should we train people first or try and teach as we go, for example? Again, for non-developer teams.

Remember the time you started as scrum Master, how did you convince you first teams that you’re the right person in place?

Hi! Would you share your experience with SAFE, scaled scrum? What could be the key points for transformation?

What would you advise for. a team which don’t want to work in an agile way – context – sprint after sprint the team still work the same way

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

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?

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

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

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?

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?

In your experience, have you worked with team(s) which at some point didn`t need coaching (scrum mastering) anymore?

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?

When dealing with a company appointed Product Owner, that isn’t well educated in Product Ownership, best advice to start without causing a rift bewtween the buisness and the dev team?

What do you think about using Scrum in an environment where things changes a lot and its hard to mantain focus or there´s no stable teams?

Can you more elaborate what empiricism is?

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….,

How do you get more out of teams in retrospectives? Teams can sometimes be guarded in their responses. Being transparent doent always come naturally to people

How do you properly staff when you have 2 programs that will have different levels of requirements over a 12 month period sharing the same group of 26 development teams? Basically a program to develop applications on a new platform and a program to continue supporting applications on the existing platform. Is it ok to have teams move between programs every few sprints, for example, based on demand? It’s not possible to dedicate X number of teams to each because the requirements for the new platform are not yet well understood, so a work in progress.

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?

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.