What Capacity Check? — Making Your Scrum Work #23

TL; DR: Ignoring the Capacity Check during Sprint Planning

There are plenty of failure possibilities with Scrum. Since Scrum is an intentionally incomplete framework with a reasonable yet short “manual,” this effect should not surprise anyone. For example, the Developers are ignoring a capacity check during the Sprint Planning, and as a result, the Scrum team creates a Sprint Goal that most likely cannot be accomplished.

Join me and delve into the effects of this trust-shattering practice in less than 80 seconds.

What Capacity Check? — Making Your Scrum Work #23 — Age-of-Product.com
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Maximizing Utilization, Ignoring Slack Time — Making Your Scrum Work #22

TL; DR: Maximizing Utilization as a Relic from the Industrial Management Past

There are plenty of failure possibilities with Scrum. Since Scrum is an intentionally incomplete framework with a reasonable yet short “manual,” this effect should not surprise anyone. For example, what if the focus of the organization is on the maximizing utilization of the “workers” of the Scrum teams? What if the organization is still stuck deeply in industrial paradigm thinking, ignoring the benefits of slack time for the creation of value in the field of knowledge work?

Join me and delve into the effects of this outdated management principle in 60 seconds.

Maximizing Utilization, Ignoring Slack Time — Making Your Scrum Work #22 — Age-of-Product.com
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Overruling the Product Owner? — Making Your Scrum Work #21

TL; DR: Overruling the Product Owner

There are plenty of failure possibilities with Scrum. Since Scrum is an intentionally incomplete framework with a reasonable yet short “manual,” this effect should not surprise anyone. For example, what if the stakeholders—who bring the budget that is funding your Scrum team—insist on calling the shots by overruling the Product Owner’s prerogative to define the composition and the ordering the Product Backlog? What if your stakeholders suffer from the “my budget, my feature” syndrome?

Join me and delve into the effects of overruling the Product Owner in less than 140 seconds.

Overruling the Product Owner? — Making Your Scrum Work #21 — Age-of-Product.com
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The Dogmatic Scrum Master Anti-Pattern — Making Your Scrum Work #20

TL; DR: The Dogmatic Scrum Master Anti-Pattern

There are plenty of failure possibilities with Scrum. Since Scrum is an intentionally incomplete framework with a reasonable yet short “manual,” this effect should not surprise anyone. For example, how do we communicate with members of the Scrum team that take the Scrum Guide literally? What about a dogmatic Scrum Master?

Join me and delve into the effects of Scrum dogmatism in less than 120 seconds.

The Dogmatic Scrum Master? — Making Your Scrum Work #20 — Age-of-Product.com
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Should Managers Attend Retrospectives? — Making Your Scrum Work #19

TL; DR: Should Managers Attend Retrospectives?

There are plenty of failure possibilities with Scrum. Given that Scrum is a framework with a reasonable yet short “manual,” this effect should not surprise anyone. A classic discussion is whether it is appropriate that (line) managers attend the Retrospectives of the Scrum team. Probably, making their attendance a regular habit—or even a requirement—is not a good idea. However, what about managers that occasionally attend a Retrospective? Moreover, what if the (line) manager is also a team member?

Join me and delve into the how and when of managers attending Retrospectives in less than two minutes.

Should Managers Attend Retrospectives? — Making Your Scrum Work #19 — Age-of-Product.com
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UnSMART Improvements at Retrospectives — Making Your Scrum Work #18

TL; DR: Unsmart Improvements

There are plenty of failure possibilities with Scrum. Given that Scrum is a framework with a reasonable yet short “manual,” this effect should not surprise anyone. One area that typically flies under the radar is improvements. While the Scrum Guide encourages addressing the most impactful ones as soon as possible, it is up to the Scrum team to figure out how to improve. One manifestation of this core team task we often encounter is picking unsmart improvements, though.

Join me and delve into the consequences of picking unsmart improvements as a Scrum Team in less than 90 seconds.

Unsmart Improvements — Making Your Scrum Work #18 — Age-of-Product.com
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