Скачать с ютуб Scrum Sprint Anti-Patterns (Hands-on Agile Webinar #7) в хорошем качестве

Scrum Sprint Anti-Patterns (Hands-on Agile Webinar #7)

NEWSLETTER — join more than 19,000 peers: https://age-of-product.com/subscribe/... This Hands-on Agile mini-series addresses 12 familiar sprint anti-patterns: from gold-plating, delivery Y instead of X, to absenteeism, side-gigs, and organizing people instead of the flow of work. Let us start with a short refresher from the Scrum Guide. The purpose of the sprint is to deliver a potentially releasable product increment. It is time-box of less than a month but more than one week. No changes are made to the sprint backlog that would endanger the Sprint Goal, but the scope may be clarified and re-negotiated between the PO and Development Team as more is learned. The quality goals do not decrease. (1) The first episode covers the absent Product Owner: This means no feedback to developers during the sprint thus increasing the risk of not meeting the sprint goal. (2) The second episode covers the interfering Product Owner: You can change the sprint backlog—if the development team agrees—as the sprint backlog is not static. (3) The third episode covers scope-stretching or gold-plating: The development team increases the scope of the sprint by adding unnecessary work to sprint backlog items. For example, the development team enlarges a task without prior consulting of the Product Owner. (4) The fourth episode covers out-of-date sprint boards: The development team does not update tickets on the board in time to reflect their current statuses. No matter if it is a physical or digital board, it is vital for coordinating a team’s work. An up-to-date board is also an integral part of the communication of the Scrum team with its stakeholders. A board that is not up-to-date will impact the trust the stakeholders have in the scrum team: “How shall they deliver software if they already fail at moving a few stickies?” (5) The fifth episode covers the flow undermining Scrum Master: The Scrum Master allows stakeholders to disrupt the flow of the development team during the sprint. For example, the SM has a laissez-faire policy as far as access to the development team is concerned. Or the SM does not object that the management invites engineers to random meetings as subject matter experts. Or the scrum master allows that either stakeholders or managers turn the daily scrum into a reporting session. (6) The sixth episode covers the skipped Retrospective: All Scrum events are essential for a team’s success — you cannot skip an event. Junior Scrum teams may be tempted to skip Retrospectives to buy some more time to meet the sprint goal. (7) The seventh episode covers the static sprint goal: According to the Scrum guide, the Scope may be clarified and re-negotiated between the Product Owner and the development team as more is learned. There is no such thing as a static sprint goal. (8) The eighth episode covers the hardening sprint: The Scrum team decides to have a hardening or clean-up sprint. That is a simple one: there is no such thing as a hardening sprint in Scrum. (9) The ninth episode covers variable sprint lengths: The scrum team extends the sprint length by a few days to meet the sprint goal. This extension is just another way of cooking the agile books. Please remember: the sprint goal is delivering working software that delights the customers within the available time-box. Stop lying to yourself. (10) The tenth episode covers special Scrum forces: A manager assigns specific tasks directly to engineers, bypassing the Product Owner. Alternatively, the manager removes an engineer from the Scrum team to work on such a task. (11) The eleventh episode covers the everything-is-a-bug stakeholder hack: Stakeholders try to speed up delivery of their issues by relabeling tasks as ‘serious bugs.’ First of all — nice try! Nevertheless, the Scrum Master shall address the stakeholders in question and coach them on “useful interaction with the Scrum team.” (12) The twelveth episode covers the all-hands-to-the-pump moments: The management temporarily abandons Scrum in a critical situation. This is a classic manifestation of disbelief in agile practices, fed by command & control thinking. It is fine-weather sailing so to speak. Most likely, canceling the sprint and starting a new sprint addressing the issue at hand would also solve it. (SUMMARY) The last episode summarizes the dirty dozen of the sprint anti-patterns: from gold-plating, delivery Y instead of X, to absenteeism, side-gigs, and organizing people instead of the flow of work. Don’t miss the next Hands-on Agile mini-series and subscribe to this Youtube channel. YOUR HOST: Stefan Wolpers NEWSLETTER — join more than 19,000 peers: https://age-of-product.com/subscribe/... BLOG: “Product Owner Anti-Patterns”: https://age-of-product.com/scrum-spri... SLIDEDECK: https://www.slideshare.net/wolpers1/s...