As I was revising and writing new content for The Scrum Field Guide, 2nd edition, I emailed my friend Bill Hanlon at Microsoft to get his feedback on my existing chapter on bugs. Bill and I worked together years ago and I often value Bill’s opinion more than I value my own. The guy constantly innovates on things that others would say are good enough. Things are never good enough for Bill, and he’s constantly experimenting and trying new things.
Sprint planning does not need to be challenging. It is often fun and a time for the entire Scrum team to build camaraderie by working together to answer the question of “What can we commit to?” Here I provide examples and strategies for keeping sprint planning focused and effective, and detail potential solutions to common problems teams encounter when planning a sprint.
As I coach more and more teams, people keep saying what they wish they had when they started their agile adoption. Not surprising, there is a pattern here. I looked back at my notes from almost 10 years ago when I first adopted Scrum and XP and, oddly enough, many of the things I hear today are on my list from years ago. Lets dive in.
Combining or Mixing Roles in Scrum: A Recipe for Failure
Colleague Jean Tabaka posted a question recently that asked "How we can motivate these people as much as possible before having them leave the newly anointed agile organization?" The context around this question is that there are people who are viewed as hero's in organizations. These individuals "are very specialized individuals with knowledge outside just the software development realm (physics, mathematics, fluids mechanics...) These individuals are used to being highly prized for their very specific subject expertise. They have a sense of significance hooked onto their unique role."