Raw Agility – A Monthly Live Webcast

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?

Can you give advice for finding a Agile Coach? What qualifications should we be looking for?  And what department should the Agile Coach report into (e.g. IT, Product, PMO, etc.)

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.

I heard Velocity and Story Points are not the ideal way to go, but never saying what is better. What would be better alternatives?

Should we re-estimate items at any time/\\\\”status\\\\” (except \\\\”Done\\\\”), like for example \\\\”In progress\\\\” or \\\\”In test\\\\”?

We are supposed to adopt Scrum, but behind we do not have a product, but a project and its deadlines. What to do in this case?

Should teams working on the same Product Backlog have the same estimation scale (1, 2, 3, 5, etc.)?

Is it ok to change estimation scale every now and then?

Does have sense to do t-shirt sizing to know what should be done over the next months when we are in a quarterly PI Safe?

How do you respond to a business where the requirements change (which is fine…we embrace change), but too soon before a sprint starts. So, we cannot possibly refine, understand and estimate this new change in time for sprint planning…yet most of the time these changes are labeled as the highest priority work? This comes from a Product Owner primarily, feeling like I am forcing work into the Development team and needing to put in 12 hour days to stay ahead.

Agile’s principles revolve around “sustainable” and “continuous” but within Scrum, what would your response be to a team that believes it needs an “off week” between sprints for developer-driven testing, documentation, etc.?

If you identify that team is on loose ends in Sprint Review,what could we do as an SM to bring the pace ?

However the Dev Team has User Stories defined which complies with INVEST Criteria and have acceptance criteria, they prefer to test all Users Stories when MVP (minimium valuable product) is achieved. That could be counterproductive with having an increment at the end of the sprint., Have you had any situation like this? Thougths?

I work with a Scrum team where the developers know that they are a self-managing team and they get to determine the format for the Daily Scrum. They want to change their daily scrums to be a daily chat on Slack, rather than a Zoom meeting. How do you feel about that?

Is there a benefit to a Project Manager being SCRUM certified?

How do I make the official move to becoming a SCRUM master with no prior experience other than a PSM1? (Specifics appreciated!) Thanks John for an amazing course!

How do you help the Dev Team come up with estimates for the business to make decisions without a lot of the details.

I am wondering if they are speaking of CD, often with a kanban approach of constraint control

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 ?

I’m a SM within Scrum team that is developing an MVP. The organisation requires it to be delivered by a certain date and we feel we need extra people in the team to deliver it in time due to the number of stories we have. What’s the best approach to upscale and train additional team members quickly?

How much emphasis should be placed on measuring the efficency/delivery output of the team by means of burndown charts, sprint reports etc? The team is performing well, but there is a pressure from upper up to report such metrics.

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 ?

How do you handle conflicts when the same few team members butt heads?

How do we effectively deliver sprints of improvement activity in a non-developer team where this ‘project’ is only one element of the whole workload of the team?