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Пікірлер
@TheSustainabilityEducator Күн бұрын
Thanks for using the curriculum development example. I lead an e-learning project and we are transitioning to the Scrum framework.
@ResponsiveAdvisors Күн бұрын
It's great to hear you are transitioning to Scrum. e-learning can certainly be complex enough to warrant using a framework like Scrum (as we mentioned in the video) It can be quite a journey to use it well. What are some of the biggest challenges you're facing as you shift to a more Agile way of working?
@guardaviewer4197 3 күн бұрын
I'm not a PM but I think traditional PM methods can definitely gel with agile thinking. Even an agile manager would agree that he or she needs to do their homework and risk analysis before plunging into a project. I think Agile is more of a mindset than an actual branch of project management.
@ResponsiveAdvisors Күн бұрын
Great points! what other parts of traditional project management fit? It's not talked about much in the Scrum Framework, but a solid build or buy decision process should happen before choosing Scrum since its focused on the "build" part. if you're going to build, you should know what big problems you're going to solve and how you'll approach solving them. Certainly some risk analysis and investigation to do before using Scrum. But Scrum also excels at just getting started and learning. We certainly promote a balance of up front research with just getting in there and see what you'll learn as you go.
@gangadharr3524 10 күн бұрын
Please do a video for Performance marketers, digital marketing,
@ResponsiveAdvisors 6 күн бұрын
@gangadharr3524, thank you for your suggestion. Performance marketing and digital marketing are pretty broad topics. What problems are you seeing that you are hoping to solve?
@holgerj.440 Ай бұрын
The biggest challenge for my team is that all devs work remote, and at times it seems that the daily is the only time they talk to another. Then they get lost in technical details and problem solving for such details. I tried to facilitate another mode of communication (focus on sprint goals really helps), but I have to do that every time since it doesn't stick.
@ResponsiveAdvisors Ай бұрын
Thanks for sharing your challenge! Remote work can make communication tricky, especially when the daily stand-up becomes the sole point of interaction. It’s great that you’re focusing on sprint goals-that’s a fantastic way to steer the team toward collaboration and away from getting bogged down in technical rabbit holes. To make the shift stick, consider creating more structured opportunities for communication outside of the daily. For example: 1. Scheduled Collaboration Time: Introduce optional "team sync" blocks where developers can pair program or discuss challenges in real time. We have a bi-weekly coffee chat where its purely for social purposes, no work discussion allowed!! 2. Asynchronous Communication: Use tools like Slack, Microsoft Teams, or similar platforms to create dedicated threads for sprint goals and blockers. This can complement the daily and reduce dependency on it for all problem-solving. 3. Sprint Goal Alignment: Start each sprint with a goals-focused kickoff, where the team collectively discusses how their work contributes to the sprint goals. This sets the tone for the sprint and reinforces alignment. 4. Retrospectives with Focus: In retros, ask the team to brainstorm ways they can better communicate and stay aligned, even remotely. Having them propose ideas can increase buy-in. 5. Make It a Habit: Encourage smaller, informal check-ins during the day. For instance, a quick "how's it going?" message can make a big difference and reduce the need to cram everything into the daily. Ultimately, the goal is to make communication feel natural and not just a scheduled event. Consistency and encouragement will help these habits stick over time!
@elsvanvessem Ай бұрын
Love a lot of the advice. But all the planking and push-ups to focus the daily scrum? Not accessible for many folks. Please keep that in mind.
@ResponsiveAdvisors Ай бұрын
You’re absolutely right, @elsvanvessem! I understand that those examples may not be accessible to everyone, and it’s important to keep that in mind. The playful tone was meant to keep things light, but I appreciate your perspective. Thank you so much for sharing your thoughts!
@lilaches Ай бұрын
Thank you for sharing this information! I'm a SM for a single scrum time divided into 4 time zones. On one hand we have 2 members in China, on the other hand 3 members in Eastern time zone and we've got India and Europe in the middle. It take a lot of effort to get the team running through sprint planning, review and retrospective. For our daily scrum, we that twice a day as offline communication wasn't enough for us.
@ResponsiveAdvisors Ай бұрын
@lilaches, you have a very challenging team dynamic. Time, culture, language, etc... I would love to hear what is working and what DIDN'T work for your Sprint Planning and other events. I'm sure the community would love to hear more about your experience. Also, your experience with offline communication not being enough for Daily Scrum makes sense. I'm interested how the 2 Daily Scrums work? Are all members involved? Is there overlap? What challenges are you having with this new experiment? Thank you for sharing your experience! 🙏
@lilaches Ай бұрын
@@ResponsiveAdvisors Yeah, super complicated. We are about to complete our first 2 weeks sprint and it was brutal. Trying to use Slack and /storyplan add-on to do some offline estimations. As a SM I say a lot of things twice to kind of bridge that gap. We can record those meetings, but no one will got watch it... For the 2 daily scrums all the "in between" people attend twice as we also use this meeting for 15 min. mandatory catch-ups as we are expected to "follow the sun" and 15 min. "proper" daily. We are not a regular development team so there are a lot of differences.
@ResponsiveAdvisors Ай бұрын
It’s great to hear that you’re experimenting with tools like Slack and the /storyplan add-on for offline estimations; that’s a proactive step in managing asynchronous communication. The two-daily-scrum approach you’ve implemented seems like a practical way to address the time zone overlap, even if it’s not ideal for everyone. Balancing “proper” daily scrums with 15-minute catch-ups is creative, though I imagine it can be taxing for the "in-between" team members who attend both. Recording meetings can help bridge the gap for those who can’t attend, but as you’ve noted, the challenge is getting people to actually watch them. Have you tried creating quick summaries or action items from recordings instead? It might encourage engagement without the need to sit through an entire meeting. I believe zoom has an assistant that will summarize your conversation for those who do not want to watch the video. and if the notes prompt more interest you can always go back and watch the video. Loom screen recording might also be something to check out. Unfortunately the real world of Scrum is often about managing trade offs. I've never run into a Scrum team that has the ideal conditions, including the RA Scrum team!
@zaffreyael8146 2 ай бұрын
I'm SM for three teams in five time zones from US Central to Ukraine to Pakistan and sometimes it really feels like it's all going to topple over unless I magically discover a 25th hour in the day. Thankfully we have learned how to squeeze every minute out of our overlapping time so that everyone can attend all scrum events comfortably. I don't think enough can be said for compromise, and that it can't only be the off-shore members compromising. Someone's going to be staying up late and someone's going to be getting up early, but not too late or not too early.
@ResponsiveAdvisors 2 ай бұрын
@zaffreyael8146 You are living this reality! I can imagine that every minute counts in your situation. Having teams that respect each other, are timely and consistent would be critical in this situation. I'm also glad to hear your teams have shared the compromise for the overlap timing. Thank you for sharing your experience with the community. :)
@ResponsiveAdvisors 2 ай бұрын
Which of these strategies do you think will make the biggest difference in your Daily Scrums? Share your thoughts or your own tips below!
@DianaMJoice 2 ай бұрын
I like those suggestions as to when to make team meetings happening. I'm recently challenged with a global collaboration initiative and my thought is to do it once a week, twice on that day, so that most team members get to join the call. It takes up more of my time but that's just what it is. The coherence and understanding of the tasks at hand is too important to miss that over a few week's time, I find. What are your thoughts?
@ResponsiveAdvisors 2 ай бұрын
@DianaMJoice how exciting to embrace a new global collaboration initiative! I think experimenting with the once-a-week idea is a great place to start. You have the advantage of creating focus and purpose for that day should work to your advantage. What day of the week are you considering? Also, approach your decision as an experiment and be ready to make adjustments after you've got a few weeks to reflect on. Initially, you will probably find this inefficient as it's a new way of collaborating, but hopefully over time you and your teams will discover ways of making your collaboration time very effective.
@ResponsiveAdvisors 2 ай бұрын
What's the biggest challenge your team faces in keeping Daily Scrums under 15 minutes?
@ResponsiveAdvisors 2 ай бұрын
Have you ever faced challenges working with Scrum teams across different time zones? Share your experiences or tips in the comments below!
@Rekettyelovag 2 ай бұрын
I remember reading that id wanted to outsource a Doom game to Croteam. I guess they were impressed with their engineers' capabilities. According to that article, outside of a pitch, the collab never happened bc of the time zone differences the producers didn't want to travel that much to check in with the devs. // This is why they basically have Mancubus, Hell knight and other similar stuff in Serious Sam 3. :D
@ResponsiveAdvisors 2 ай бұрын
Hey @Rekettyelovag, thanks for sharing this example of how time zone differences can lead to missed opportunities for collaboration. It's a reminder that effective communication and coordination are essential for successful teamwork, especially when working with people in different locations.
@rashmireddy1401 2 ай бұрын
In our product our PO went on paternity leave for month and team is struggling with no proper stories no prioritisation we don't know whether what we are building right or not as we only scope written in SOW. In this context I am SM who is helping to set things but I am unsure how should I take it forward? Any tips from your side please...
@ResponsiveAdvisors 2 ай бұрын
Well let me start with the obvious, this isn't a Scrum issue exactly, but more one of a highly skilled person left your team with no one to backfill. First thing i'd recommend is choosing someone to take over. Ideally they are qualified to do so. Since your normal PO is only going to be gone for a month you probably can't make that many mistakes with this approach. Doing nothing isn't really an option and doing low priority work is probably better than doing nothing. I would attempt to take charge, take some risks, deliver some value, and just do your best with a difficult situation. See if someone on the Scrum Team feels they're able to take over at least in a small part in the absence of the existing product owner. Also, we're assuming there is no way to contact your Product Owner, see if you can at least get an hour with your PO for them to delegate as much as they can to the team and get more context, so your team can make the best decisions possible in their absence. Hope this helps!
@daShadoSage 2 ай бұрын
Hmm. Seems very biased. I see that a lot in many circles when discussing differences between PO, PMs, and even project managers. Seems a lot of intentional (or not) misunderstanding of what the role can be. I work and talk with many PMs and to say they somehow have less accountability and are less collaborative is just dead wrong. In accordance with the CSPO manual itself, PM and PO are distinctive enough. PM generally sits higher because the scope is larger (the higher scope also means dealing with far more varied stakeholders and contributors in a collaborative nature). PM can, for instance, have several POs under them depending on the size of an organization utilizing scrum. In setups such as this, you can say PO are more involved with the development process than the PM while the PM is more involved with the strategy, vision, and business. But thanks for this perspective. Im watching a string of videos (and reading a few articles) on this subject to get multiple viewpoints.
@daShadoSage 2 ай бұрын
And the example of the restaurant is also wrong. PO would more so be the head of the kitchen. Close to the chef or can even be the head chef overlooking the the production of the food and its quality. A PM would be in fact the overall General Manager with a larger span that includes the head of the kitchen under them or possibly owner but id say the owner of the restaurant would more so be the CEO or BODs. Honestly, it's misleading to use the titles as 1-to-1 translations in that analogy. If not misleading, it's just a not so great understanding.
@ResponsiveAdvisors 2 ай бұрын
Thanks for sharing your thoughts! Lengthy response ahead... You make some good points about how Product Managers (PMs) and Product Owners (POs) are often seen differently in organizations. But from a strict Scrum perspective (based on the Scrum Guide by Ken Schwaber & Jeff Sutherland), the Product Owner role is specifically defined with unique responsibilities. 1) Single Accountability: The Scrum Guide states that the Product Owner is the one person accountable for maximizing the product’s value. They own the product vision, set priorities, and make decisions to deliver the most value. Unlike common interpretations, the PO isn’t just a “liaison”-they’re the one decision-maker on the product within the Scrum Team. 2) Strategic and Tactical: In Scrum, the PO handles both strategic and tactical responsibilities. This means they align the product with business goals and work with the team on day-to-day backlog priorities. There’s no separate “strategist” (like a PM) within the Scrum Team-the PO does it all. 3) Product Manager Role Isn’t in Scrum: Scrum doesn’t define a Product Manager role. Ken and Jeff intentionally avoided adding multiple product-related roles to keep things simple and clear. While some companies have PMs working with POs, in Scrum, the Product Owner alone is accountable for the product’s success. 4) Role Analogies: I appreciate the restaurant analogy, but in strict Scrum terms, the Product Owner is more like the CEO of the product within the team. They make decisions on what’s built and why, with full accountability. In practice, companies adapt roles differently, especially large ones with multiple teams and products. But in a strict Scrum setup, Schwaber and Sutherland’s goal was to give one person full ownership (the PO) to avoid split responsibilities and ensure clarity. Hope this helps clarify the Scrum viewpoint! Thanks again for the discussion-it’s always interesting to see how these roles are interpreted!
@ThanosNode 3 ай бұрын
Love this video.
@ResponsiveAdvisors 2 ай бұрын
Thanks! Glad you found it useful.
@ResponsiveAdvisors 3 ай бұрын
What strategies have you found helpful when managing multiple products? Share your experiences and tips in the comments!
@ResponsiveAdvisors 3 ай бұрын
Have you dealt with technical debt in your Scrum team? Share your experiences in the comments below!
@XaviVelasco 3 ай бұрын
Thank you very much for this interesting video. Do you think that an Agile Project Manager can try to empower teams towards a more self-organized environment and empower them to make decisions, while taking care of management (yes, I know - cursed word) at a higher level, being the link with management for the treatment of costs, risks and resources? That is, working more as a change manager taking advantage of his agile vision? Thank you!
@ResponsiveAdvisors 2 ай бұрын
Thank you, @XaviVelasco! Great question! Yes, an Agile Project Manager can indeed empower teams by fostering a self-managed environment and supporting their decision-making. Rather than traditional "management," their role is to remove obstacles, align team efforts with management goals, and help manage risks and resources effectively. Blending Agile with change management, as you mentioned, can add real value-especially in aligning vision and adapting to change. It’s more about leading by support, not control. Thanks for sparking this great discussion!
@XaviVelasco 2 ай бұрын
@@ResponsiveAdvisors Thank you for your answer!
@K-Killerzz 3 ай бұрын
I'm interested in applying Scrum at scale to a portfolio level. Given that we have multiple products and teams, what framework can we use to help portfolio leads easily track and understand progress? I'd like to ensure we can effectively monitor whether projects are on track or need adjustments
@ResponsiveAdvisors 2 ай бұрын
Thanks for the response. To answer the question, Scrum@Scale, SAFe, LeSS and Nexus are all frameworks to consider. There are many books to reference as well. but the main idea is that there is no perfect prescription for scaling or dealing with large complex systems. So in my opinion none of them will really make easy work of tracking progress. There is a highly complex blend of people, process, and tools that must be considered the larger and more complex you get. Whatever you choose, transparency is key. from individual contributor to executive. Make visible what's happening and get input on how it can be improved regularly. This is a complex subject that would likely warrant its own video! but do feel to emails us at Responsive Advisors if you'd like to discuss it in more depth!
@ResponsiveAdvisors 3 ай бұрын
What are your thoughts on using Scrum of Scrums for cross-team coordination? Have you found it helpful or challenging in your organization? Share your experiences in the comments!
@ResponsiveAdvisors 3 ай бұрын
What strategies have helped you or your team prepare for Scrum certification exams? Share your tips and experiences in the comments! 👇
@Swartblits 3 ай бұрын
Honestly guys. It really depend on the situation and the candidate. Lets assume the Agile Project Manager has full grasp of what agile is and implement agile across teams with whatever framework(s). What does he then do extra that a scrum master would not do? Traditionally also budget, staff resources, business level decisions on restructuring. In my mind a good Agile Project Manager is able to act as an agile coach but also carry managerial responsibilities beyond what the team would be allowed.
@ResponsiveAdvisors 3 ай бұрын
@Swartblits thank you for your comment. Scrum Masters are managers of Scrum's effectiveness. The scope for an effective Scrum Master will reach deep into organizational design, team and product value impediments. A good agile manager (project or otherwise) will leverage their authority to remove as many restrictions to self-management and product delivery as possible. At the same time, they help product teams by enabling and supporting them. This can encourage an environment and culture of continuous improvement and help foster an environment of trust. :) In general, a shift towards leadership and away from management is going to be most compatible with promoting agility in any organization.
@ResponsiveAdvisors 3 ай бұрын
We’d love to hear from you - how has Scrum boosted your team’s revenue or enhanced customer satisfaction? Share your experiences and best practices in the comments below! 👇
@SamDeBoni 3 ай бұрын
Loved the analogy of putting 4 wheels in a bin before attaching them to the car, to test first development.
@ResponsiveAdvisors 3 ай бұрын
@SamDeBoni sometimes the simple concepts are the best! We are glad you are enjoying the video. Thanks for your comment!
@viktorloboda3212 3 ай бұрын
Stop selling this crap. Scrum does not reduce costs in any way. In most cases, when scrum adherents come, the cost increases. Of course, unless we say that you have a mature, cross-functional team that is already doing well ))
@ResponsiveAdvisors 3 ай бұрын
@viktorloboda3212 Thanks for sharing your thoughts! You bring up a valid point that Scrum might NOT always directly reduce costs, especially if a team isn't mature or cross-functional yet. In our experience, the value of Scrum often lies in its ability to help teams adapt quickly, prioritize effectively, and reduce waste in the process. This can lead to long-term savings or at least better use of time and money spent. We'd love to hear more about your experiences. What challenges have you faced with Scrum implementations? Share your stories and let’s keep the conversation going!
@ResponsiveAdvisors 3 ай бұрын
🚀 Thanks for watching! We're curious - how has using Scrum helped your team save money or boost efficiency? Share your experiences and tips in the comments below! Let’s learn from each other and build better products together. 💬👇 👍 Like the video if you found these strategies helpful and subscribe for more Agile insights! #Scrum #Agile #SaveMoney #TeamEfficiency #ProductDevelopment
@burfine 4 ай бұрын
Now that I have my PSM1 I've come to realize just how critical a great Product Owner really is. Interesting to hear a little on Jeff's take RE hiring/selection.
@ResponsiveAdvisors 4 ай бұрын
@burfine Congrats on your PSM1! 🎉 You're spot on-having a great Product Owner makes a huge difference. Jeff’s insights on hiring are so insighful for getting the right fit. What’s been the biggest challenge for Product Owners that you've seen so far? Would love to hear more.
@ResponsiveAdvisors 4 ай бұрын
🔥 What's your biggest challenge when hiring or working with a Product Owner? Drop your thoughts below! 🔥 This video covers key tips and common misconceptions about the Product Owner role. What did you find most surprising? 💡 Also, who agrees that Product Owners should have a deep understanding of Scrum? Or do you think it's possible to succeed without it? Let's discuss! 💬 Don’t forget to check out the Product Owner job description template we mentioned 👉 responsiveadvisors.com/blog/product-owner-job-description/
@SandyWalsh 4 ай бұрын
Yeah, it's called the Spiral Methodology
@ResponsiveAdvisors 4 ай бұрын
Hi Sandy! Can you explain more? Are you referring to this: en.wikipedia.org/wiki/Spiral_model
@SandyWalsh 4 ай бұрын
@@ResponsiveAdvisors yep. One of the precursors to XP (which brought the critical "agile" insights)
@marsdwarf 4 ай бұрын
Please keep the videos coming :) Love these discussions!
@ResponsiveAdvisors 4 ай бұрын
We're happy you find value in our videos! Just released another today :)
@marsdwarf 4 ай бұрын
Love this!
@ResponsiveAdvisors 4 ай бұрын
Thank you!
@ceeta1803 5 ай бұрын
This is great!!! It was really informative and helped me with giving more insights on transformation.
@ResponsiveAdvisors 4 ай бұрын
Glad you found it useful! That's one of Robb's favorite subjects. He also put something together for use as a reference guide on the website. Feel free to check it out responsiveadvisors.com/agile-transformation/
@amypennybacker9015 5 ай бұрын
We have a zoom call going all day with several breakout rooms. Anyone can join the main room anytime to socialize, and move to a room to work together on a focused task
@ResponsiveAdvisors 4 ай бұрын
Love it! That's a great way to lower the barrier for quick collaboration or even socializing, which is also important!
@durbanpoison031 5 ай бұрын
first I heard the intro song and now I'm looking at your audio set up. wow. We have a lot in common
@ResponsiveAdvisors 4 ай бұрын
haha yeah, Robb is really into music and teaches/makes videos from his music studio. Glad you liked the not-virtual background!
@mischl1 5 ай бұрын
The following process has worked very well for our team: - schedule refinement immediately after the daily scrum each day for 15 to 30 minutes (on a 1-week sprint), attended by the entire Scrum Team (we are a small team, and all developers have input, clarifying questions, etc, and it helps build a shared knowledge across the entire team) - review/discuss, estimate, and prioritize any new issues that have come up since the last refinement. - issues that are larger or more complex we leave in the "To Be Refined" pipeline of the board, and label it with "question", meaning we need to come back to this, break it apart, or go back to the stakeholder with additional questions. Each ticket marked with a question label will be actionable by a specific person, so we always have a next step. - items not related to the current product goal, and which are not urgent get dumped into the "icebox" pipeline for later consideration when we choose the next product goal to work on. - high-priority items and those part of the current product goal get moved to the Product Backlog once they are refined. - extremely urgent items get discussed and swapped out with other items in the Sprint Backlog, so that the overall sprint load increases as little as possible. We have been doing this for several months now, and have refined (to some level or another) months in advance. To note: we are not at all detailed in our refinement: - estimation is based on past experience of all Developers - prioritization is done by the Product Owner - the level of detail documented is at an absolute minimum, we document only at a very high level what the implementation might be, bugs are usually self-explanatory if they are system-generated, user-reported bugs may need so additional work with the user reporting the issue, while features get acceptance criteria, user stories, and a description of what the functionality should be (usually from the stakeholder) The low level of documentation works only if you have an experienced cross-functional team that have overlapping skills. For teams that don't have a lot of overlapping skills or that consist of relatively inexperienced or mid-level developers that need more guidance, you will probably need to document a bit more, or perhaps compensate with some pair-programming, or leaning on other team members as they develop (all good options to help your team members grow).
@ResponsiveAdvisors 4 ай бұрын
Wow, thanks for the detailed description of how your team refines the Product Backlog. I'm sure others will benefit from some helpful tips from the field
@07prasha 5 ай бұрын
Can we say a good Scrum master as a Good Coach?
@ResponsiveAdvisors 4 ай бұрын
I think that's totally appropriate. Sometimes a Scrum Master has to act like a coach. Better if they're strong with their coaching skills!
@fulldakait1408 5 ай бұрын
No
@ResponsiveAdvisors 5 ай бұрын
🤣🤣🤣🤣🤣
@Rekettyelovag 5 ай бұрын
When my team went remote cuz of covid, we were having a blast. Management didn't know shit, and we had the ability to get things done. Sadly, they found out they can create recurring Teams meetings, call people randomly, etc. Most of my team left bc of management stubbornness and dilettantism. Before that, I was working for a company who had great remote tech and home office rules with a "leave the professionals do their work" kind of management. It was successful. So yes, it remote teams could be successful if everyone understands and adheres to the natural rules of remote working.
@ResponsiveAdvisors Ай бұрын
Thank you for sharing your experience! It’s a great example of how remote work can either thrive or falter based on how management approaches it. When leadership trusts their team and fosters an environment of autonomy, amazing things can happen-like what you experienced with the “leave the professionals do their work” philosophy. Unfortunately, not all organizations adapt as gracefully, and it sounds like management's micromanagement tendencies really disrupted your team’s flow. It’s a common pitfall when transitioning to remote work: instead of leaning into trust and clear communication, some managers feel the need to overcompensate with constant check-ins and unnecessary meetings. Your point about adhering to the "natural rules of remote working" is spot on. When everyone-from individual contributors to leadership-respects these principles, remote teams can absolutely succeed. Here’s hoping more organizations learn from stories like yours and strive to do better!
@aeonfast 5 ай бұрын
That human-to-human interaction.. We try to do that during the beginning of our retrospective as an ice breaker. I prepare some nice questions that allows people to share something that is not work related.
@ResponsiveAdvisors 5 ай бұрын
That’s a great strategy! I’ve done the same. In fact, I had to explain to a particularly “let’s get down to it” colleague that my chit chat at the start of meetings was intentional in order to build relationship in our team in micro-doses. I hope you’re seeing positive results from this practice!
@cod-the-creator 6 ай бұрын
One of the things that can alienate your devs fast is when they're held to their estimates and rework time down to the minute but when unplanned work from changing requirements or stakeholder flip flopping comes in everyone just sort of shrugs and asks for "a little push" to get it done. Project managers need to really think about how important that unplanned work is to get done this sprint unless they want a revolving door of devs.
@ResponsiveAdvisors 6 ай бұрын
@cod-the-creator, you’re spot on. It’s rough when devs have to stick to "exact" estimates but then face unexpected work. Project managers really need to grasp and account for how this impacts the team. Appreciate you bringing this up!
@Gorillaboycot 6 ай бұрын
Cool summary, hardware of really complex hw is really a MESS
@ResponsiveAdvisors 6 ай бұрын
@bibigonchik Thanks for the feedback! Indeed, complex hardware development can be quite a challenge. That’s why using Scrum, particularly focusing on rapid prototyping, is so effective. Glad you found the summary helpful!
@ResponsiveAdvisors 6 ай бұрын
If you missed the video the inspired this follow-up, you can find it here: kzbin.info/www/bejne/qai5iH-nfJWZeKcsi=nLsAPGKTrdsW3xI3 Let us know what you think!
@ResponsiveAdvisors 6 ай бұрын
Watch our follow-up video here: kzbin.info/www/bejne/m6TdgJmnjdZqh5Ysi=X7EGl3_UyGRhdwf3 Let us know what you think!
@BernieWonka 6 ай бұрын
One of the rather common improvement opportunities I have found when training colleagues, is to help you them realize Agile Leaders are nobody’s parent. When you started the parent analogy I started worrying 😅. Great content, as usual 🖖.
@ResponsiveAdvisors 6 ай бұрын
Thank you, @BernieWonka, for the insightful feedback! 🌟 It's a great reminder for leaders to focus on guiding and empowering their teams rather than micromanaging. I'm glad you enjoyed the content, and I appreciate your support! 🙌
@mckrack 6 ай бұрын
Delusion is strong with these guys.
@ResponsiveAdvisors 6 ай бұрын
Thanks for your comment, @mckrack. We want to hear everyone's thoughts and start conversations about team challenges. If you have any specific ideas or concerns, please share them. Let’s keep the discussion helpful and friendly.
@Rekettyelovag 6 ай бұрын
Funny because I just had a few hard conversations with line management. My take was that they have no clue how to set up goals, clearly articulate accountabilities, and they are afraid of the customer if something doesn't get delivered at full scope. One of them even said that he can make decisions for anything, and "it is okay to say no, but we need to do what he says anyway". xD
@ResponsiveAdvisors 6 ай бұрын
Thanks for sharing your experience, @Rekettyelovag. It sounds like you’ve had some tough conversations. Clear goals and knowing who is responsible for what are super important for any team. "Fear of the customer" is a very interesting statement. A topic we may have to explore in another video. We appreciate your input and hope this discussion helps others too.
@SandyWalsh 6 ай бұрын
Wow, the most insulting video by scrum managers I've heard in a long time. This is why scrum consultants get a bad name. Sweeping generalisations. (Edit: s/just/most/)
@ResponsiveAdvisors 6 ай бұрын
Thank you for your feedback, Sandy. We made this video to talk about the challenges teams can face with self-management. We know that not everyone's experience with Scrum is the same. We appreciate different viewpoints and would love to hear more about your experiences and thoughts. Let's keep the conversation going!
@SandyWalsh 6 ай бұрын
@@ResponsiveAdvisors you said the answer yourselves: if you have clear requirements and roadmap it doesn't matter how you get there. Don't blame the team and don't blame the methodology. Look at product mgmt. The "children with power tools" remark was jaw dropping.
@Divya21111 7 ай бұрын
I am preparing for interviews for product owner role. These videos are adding to my learnings and creating a fresh perspective. Thanks guys for creating such amazing content! Super glad I bumped into this channel. Greetings from India!
@ResponsiveAdvisors 7 ай бұрын
@Divya21111 Best of luck on your Product Owner journey! I’m really glad you are learning and gaining a fresh perspective with our videos. Spread the word! And let us know how the interviews go.
@Divya21111 7 ай бұрын
Brilliant and amazing content!
@ResponsiveAdvisors 7 ай бұрын
Thank you!
@holgerj.440 7 ай бұрын
Thanks for that video, it is of great value for some of my recent discussions! I now also watched the mentioned first video because of it. Since both gravitate around management: One thing I stumble across often enough, though, is scope creep introduced by the developers. I know the issue here is lack of focus and reciprocal accountability, but it's nevertheless not trivial to deal with this for me as a lateral leadership figure. It's mostly something like: "Oh wow, there is a different tooling that we could have used!" But it would need a training period. Or: "While I am at it, I could also implement this functionality that wasn't ordered by anyone." What do you think? Are there non-disciplinary measures to deal with stuff like that?
@ResponsiveAdvisors 7 ай бұрын
Ooooo… @holgerj.440 calling out Developers for scope creep! Well, it can happen. Usually I find that it happens most when the Sprint Goal is not treated like an actual commitment and/or the Sprint Goal isn’t very good. Also, at Sprint Review anything not done - meets the Definition of Done (releasable) - cannot even be brought to Sprint Review. This has been my #1 detuerrent for helping Developers focus on getting Done work that meets the Sprint Goal instead of lots of super cool work in progress. Sprint Reviews with nothing Done are very difficult for Developers who love showing their work and how great it is. This is just one thought on “non-disciplinary” measures. The cool part is it’s baked into using Scrum the right way :) Oh… also better refinement and Sprint Planning will help a ton.
@Naczelnik4518 7 ай бұрын
This channel is absolutely amazing! Love you guys! So much knowledge in a nutshell. I always watch your videos before interview for a Scrum Master position to get proper 'Agile' and 'Scrum' mindset. Thank you for your professionalism and sharing your wisdom. Greetings from Poland!
@ResponsiveAdvisors 7 ай бұрын
Thank you so much for your kind words! We're thrilled to hear that you find our channel helpful and that it's become a part of your interview prep routine. Your support means a lot to us. Thanks again.