This experience I had was somehow connected with this case. Once, I joined a company where the first goal to achieve was doing a Scrum maturity assessment. After three months, the evaluation was ready. We had a meeting to present and discuss the results. The CIO, after hearing the results and how it was done, stated, "We don't care about agility! We need to care about quality!". I removed myself autonomously after a little while.😁

Also, how do you differentiate between spikes and normal backlog refinement that helps you better understand a future story?

The better question is "how do you define a spike?" They are grossly overused for mostly what they are NOT intended for. They're used as an excuse to just do more analysis, which then becomes waterfall. Watch teams that suggest spikes. They'll estimate it at 1-2 days in the sprint...then automatically assume they can't start the implementation until the next sprint. that's an automatic 2-week delay and its because they really intend on doing way more than 2 days of analysis. Suggest to them they complete the spike in the fist 2 days of the sprint and then move immediately into implementation. When I suggest this most teams are silent because the simple thought of that freezes their brains.

I find a majority of time that spike time boxes go way over and usually the developers end up completing the difficult task they wanted the spike for. For example, my devs will say they need a spike to understand some part of the application before they work a PBI. The PBI will even be in the same sprint. Well isnt part of working a PBI to band together to talk about the issue and work to resolve it within the sprint? It just seems that maybe that PBI will have a higher effort due to uncertainty and the PO should just plan for that or maybe not bring so many items in to the sprint that time around.

Are you re uploading videos?)

Im early

Hello. Can you draw the line between Agile and Lean. Is lean a part of Agile which falls under Agile umbrella frameworks or it’s different mindset approach to how the project should be developed.

I think story points is one of those pfaf, trendy words that marketers and manager latch onto and integrate so deeply into their culture before ever taking the time to understand or develop business consunsus of its meaning.

I passed the CSM Cert yesterday, the only reason I did the exam was for an upcoming job role where it is a requirement. I've practiced Agile principles for years so having the cert solidifies the practical experience.

How do you feel about the PMP certification? I have CSPO through scrum alliance. I see some jobs that ask for PMP. It’s definitely not an easy test to pass. I’m on the Reddit for it and I see tons of people everyday say that they passed the test but it was challenging.

They collaborate by being a team😂

Love that the YDS videos are back.

Until Ryan mentioned college I was thinking the same thing - except very few graduates are thrown into an entry level job without a senior with experience present. Scuba diver certification means you are able to scuba dive alone - maybe certification should be replaced with diploma to communicate the associated skills correctly?

I will say that I'm leaning into coaching and influencing outside the team to the leaders with these habits to fight the good fight. We have the information radiators now to have that conversation for change and experimentation

Cross-functional teams seem to be a pipe dream..albeit it's talked about as a goal In my large organization to target. As a scrum master I find the struggle is real when trying to influence the hearts and minds of leaders bogged down in old ways of funding outsourced knowledge workers and hierarchically disparate team members who aren't members of teams focused on iteratively and incrementally delivering value due to the focus and measure of success for each unique hierarchies reporting structures measure of success!

🚀

Hey, do you have a video about how transparent a team should be to a client, which probably involves about what information they share, when they do and how? :)

I love TRIZ too, I agree that you can get to the point really quickly and effectively but, as you pointed out, it better to evaluate the level of safety of the space we are creating. It can get also get ugly pretty quickly. I once did a TRIZ activity between Product Owners with different levels of experience, as a teach back moment, and it was a blast.

Allison: "it's not going to be a scrum book" Puppy: "aaaaawww" 🫶

Really thanks for addressing this!

Todd, can you please share the link to the video on "Velocity" you reference at beginning of video? Thanks

Hello sir Please, I left a message for you in your linkedin inbox, please could you have

Please, I am a product company owner, a network company wants to sell my product, *Please advice me on sharing %, *Should the network company have a share in my production company? Thank you.

What whiteboard software are you using here?

❤❤❤❤

As a reminder, The four flow metrics are cycle time, throughput, WIP limits, and work item age.

I say myth! A team could have great velocity and deliver nothing of real value.

Great job Allison! Great to see and hear from you again.

Thx

I personally would do away with a quantitative approach to story points and use more of a qualitative small, medium or large….. or just do away with points all together. Its gives a very false sense of precision to your ability to predict work!!

I need some guidance on a situation. There are some shy team members who do not open up that easily and because of that there are regular miscommunications and delays etc. There are also different personalities in the team . How to tackle this situation?

to be honest, I dislike the word sprint. Just the word allone stresses me, even if the workload tied to it is not stressfull. And if I am stressed I cannot think as good as when I am relaxed

Just re-commenting here... Yes, when Sprint Reviews are just a demo, it's pretty low on my priority list. I am definitely busy unless upper management makes this a mandatory meeting. Upper management making the "Sprint Review" a mandatory meeting was the only way they could get people to show up.

I think it's not just about story points. I think this is part of a wider trend where people too much focus on the framework and being dogmatic vs. getting to done. I am noticing too much of a "let's make everything Agile!" without understanding what being Agile really means. There is still a lot of using a fish for a hammer vs. using the right tool for the job.

Hi Ryan, I have a question here and wants to understand as a scrum master how this sort of situation should be handled ,which is where testing and development sprints are happening separately because Qa lead wants to have metrics of the tickets assigned under his name for tracking and increasing visibility, what are your thoughts how to handle this situation?

Reviewing this again. Yes, component teams create a dependency nightmare. So, you end up with multiple POs, sometimes multiple Scrum Masters, and then a Project Manager (for each component team) to coordinate between teams that have POs and Scrum Masters. Component teams creates a lot of overhead, very inefficient, and pulls for a lot of silos which means less transparency. One has to really be intentional in ensuring communication propagates across teams, and there is a greater risk for miscommunication or lack of clarity.

This channel is quite good

Hi Ryan ,Todd Why the backlog refinement was not an event as per scrum guide??