Raw Agility – A Monthly Live Webcast

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

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.

Is it difficult to be a scrum master if the Product Owner doesn’t understand their role and how have you dealt with this in your projects?

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?

Going on the what and the how. Is feature delivery valuable? The Product owner comes up with the feature, the developers create stories to complete said feature. Or is this to driving?

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?

is SAFe considered agile ?

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?

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

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?

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?

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

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

Being a new certified Scrum Master, do you habe a suggestions how to address job adverts where the companies ask for some years of experience?

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.

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

How do you implement scrum in a data analytics team, where each team member is working on a use case and each one have their own goals?

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?

Do we really HAVE to use Story Points ?? if so, what’s the best way to use ’em? Thanks!

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

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.

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

Any suggestion how to deal with companies in transition, which try to put everything they deemed to be done into the PBL instead of having the Product owner make the choice?

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)