Scrum's MIT

05 Ocak 2017 1718 0 AGILE DEVELOPMENT Hakan Aksungar

  • If the Product Owner does not know the product related details, does not assume the final decision authority, the Scrum development team does not have enough time to ask questions,
  • Scrum Problems in team member identification and assignment.
  • The development and operation processes are carried out by the same employees and team members; Scrum Team members have to take on other tasks from time to time to resolve the roughness within the company,
  • When resource planning is not done well enough; The inability to allocate resources among the simultaneously implemented projects,
  • The development, testing and other infrastructure needs that are needed in the following stages are not considered.
  • No coaching service, no planning for unforeseen problems.
     

 

  • The fact that the Product Vision has not been issued,
  • Difficulties in preparing the solution architecture when the product vision is not clear. Over the course of the development life cycle, it is overlooked that the solution architecture may change. While the product is being developed, it is a roughening of the development of an open architecture that is constantly evolving according to progress.
  • The development team is not adequately supported by the architectural teams in the process of preparing the solution architecture. The roles and responsibilities have not been defined.
  • Unable to plan the release when the product vision is unclear.
  • The release plan is not needed because all the features of the product are to be brought to the release-production environment at the same time. (Big Bang vs. Iterative)
  • Scrum Team moving away from the big picture from product vision and road map.
  • Priority given by the Product Owner, no backlog for incremental and continuous improvement. The development team does not see the big picture.
  • The team, when estimating, instead of relative sizing, focus on eHOUR based on hours,
  • Not having the analytical competencies that need to be used for clear and non-obvious product features,
  • Without negotiating the Scrum Master and the Product Owner, they should proceed with the assumptions before reaching sufficient maturity (Scrum does not include assumptions, everything must be clear and clear)
  • Product Owner 'in not involved in sprinting. Scrum Master's inadequate.
     

 

  • Sprint Planning Not meeting the duration of the meeting, exceeding the sprint times.
  • Priority in Sprint Planning meeting and the analysis of Product Backlogs due to the fact that 5% -10% in Sprint is not separated by time and Product Backlog Grooming (another alternate Product Backlog Refinement) Meeting is not done on a regular basis. Since the Product Backlog analysis has not been done in advance, Product Backlogs that have not been scaled up and the following other problems
  • Start of sprint planning meeting with Backlog which does not conform to Definition of Ready standards.
  • Do not list and prioritize Product Backlogs, so omitting inclusion of backlogs to ensure that the top priority issues take place in the next sprint.
  • Scrum Master does not question job value if its priorities have not been determined by the product owner on the basis of job value.
  • Shortening the duration of Product Backlog Planning Meetings. (Acceptance) Acceptance of Sprint Backlog without being reconciled with acceptance criteria.
  • The Sprint capacity of the Development Team is not calculated accurately.
  • The tendency of the team to take over work due to the lack of forecasting of size.
  • Write general tasks for Sprint Backlog items, not enough time to analyze,
  • Unable to identify Sprint target.

 

 

  • Missing tasks such as testing, documentation due to the lack of definition of DoD (Definition of Done).
  • The uncertainties about how unfinished materials will move to the next sprint.
  • The agile team does not prepare for progress.
  • Difficulties in completing Sprint jobs in a releasable way.
  • Continuous Integration, Continous Delivery, TDD, DevOps motivation in the way of excellence,
  • The lack of a test plan in line with the COS and acceptance criteria and the constant testing of the code. Tests to be left at the end of the sprint or even after the sprint. UAT (User Acceptance Test) not being done in sprint.
  • Difficulties in planning for early feedback to be made. The avoidance of prototyping, the fact that the prototyping plan is not taken into account during the solution architectural studies,
  • Product Owner 'in not involved in sprinting. Scrum Master is ineffective in this regard.
  • Due to the merger of Sprint evaluation and planning meetings, there is a tendency to go to planning without meeting the requirements of the evaluation meeting.

 

  • Daily scrum meeting done without Scrum Task Board.
  • The Sprint Burndown Chart at the Daily Scrum Meeting is not updated regularly.
  • If the Daily Scrum can not be done
  • Due to the lack of team, the sprint te is a negativity. Duty share

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