Slide 6
Slide 6 text
Scrum is !Enough
- Team religiously forced to start/ finish the ceremonies without having right results or seeing improvement.
- Having time-bound and scheduled ceremonies (like standups) are important but it should end on a positive note with evidential, useful and actionable/
improvised outcomes.
- Team dis-interested to attend ceremonies, especially Daily Scrum, or it (daily scrum) is seen merely as a status update to Scrum Master/ Product
Owner.
- Chaotic environment and team’s unwillingness to attend retrospectives.
- Unsatisfied business users and frightened or defensive product owner during sprint reviews
- No engineering practices. No automation to code reviews, integration, build, unit test and software delivery.
- Required frequent and repetitive tasks are done manually most of the times
- Virtually no improvement or sustainable pace even after completing multiple sprints. Team’s vital metrics, such as velocity, widely fluctuate or have a
declining trend.
- Because of this, the performance and productivity cannot be predicted
- Repetitive instances of failed (or killed) sprints, accumulated technical debt, inability of team to achieve sprint commitments and jeopardized long-term
product goals
- Team’s unwillingness to participate in backlog grooming and reluctance to estimation & planning.
- Features (or user stories) are broken forcefully to fit into sprint length
- The team is not organized as feature teams.
- There are too many dependencies on cross teams or on specialized skilled person/ role such as User Experience, Architects, DBAs, Testers etc.
- Testers and developers not working in coordination
- External stakeholders feel ignored during legitimate and critical inputs and thus, start losing faith in the development team.
- They struggle to provide feedbacks and hence, adopt pressure techniques.