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In your experience, how do you measure your success as a Scrum Master?

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?

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

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?

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?

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?

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?

We are using US in our sprints, the team verifies the US complies with INVEST and has an acceptance criteria however for some reason,the Dev Team does not want to test each US and wait for the whole MVP, I think there is something wrong hereHave you had this situation some time? How did you find a solution?

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?

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 ?

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.

Can you more elaborate what empiricism is?

Your views on cross-functional vs temporary SME, as well as technical-orientated team members vs business-orientated team members within in a Scrum Team? Note: temporary SME is also in-line with question above about Scrum Team utilization.

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?

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

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

How do we ensure team’s are not doing ‘Scrum But’? For example, lots of team’s run sprints of activity but do not examine workload.

What is the goal of a Scrum of Scrum?Who should be the active participants in a SoS?

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

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.

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?

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?