Raw Agility – A Monthly Live Webcast

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

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

Any tips for implementing scrum for teams that are service/operational teams who’s resources are shared by the product development teams, or are business/user research teams who create and send work to those dev teams?

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?

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?

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

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

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?

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 ?

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?

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?

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

What is the difference between an Agile Manager and an Agile Leader?

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

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

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.

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

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?

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

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

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 ?

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?

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?