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Agile Challenges Weekly Tips

Agile Challenges Weekly Tips

2h 23mGeneral2019-09-25

Authors

Kelley O'Connell

Kelley O'Connell

Agile Trainer, Project Manager, Process Innovator

Course details

There are many resources for getting started with agile, but few for troubleshooting when agile goes wrong. This series helps you identify and resolve common issues that project teams face when practicing agile. Certified ScrumMaster and agile coach Kelly O'Connell covers challenges such as team dysfunction, siloed activity, misaligned sprint commitments, and lack of training. Her tips address the problems that aren't covered in most agile courses, and give you innovative solutions to help lead your agile team through challenges on the way to success.

Learning objectives
Diagnosing problems within an agile team
Solving issues with agile meetings
Creating cross-functional teams
Helping distributed teams function well
Managing up within your organization

Skills covered

Serial (Weekly)Agile Project ManagementProject Management

Concepts

0. Introduction

01 - Welcome
02 - What you should know

Agile Challenges

03 - We don't get along
04 - We don't work together
05 - Everyone is still siloed
06 - No one knows what we're doing
07 - We can't see beyond our current sprint
08 - Our sprint commitments are wrong
09 - We don't have needed skills
10 - Everything gets stuck in testing
11 - Let's go back to waterfall
12 - Stand-up is dysfunctional
13 - No one contributes in retrospective
14 - The team doesn't know what to build
15 - Distributed team collaboration
16 - Clues in your burndown chart
17 - No one comes to sprint review
18 - No one speaks up in planning
19 - No one wants to learn a new skill
20 - We don't have time for new skills
21 - We need a specialist
22 - Cross-team dependencies
23 - What time is stand-up
24 - Building open communication
25 - Working with remote stakeholders
26 - Engaging sponsors with remote teams
27 - Coaching the resource manager
28 - Building a community of practice
29 - Dealing with change management
30 - Influencing decision makers
31 - Scrum master speaks for the team
32 - What to do when no obstacles are raised
33 - The team always has carry over stories
34 - Maintaining architectural alignment
35 - The team is burned out
36 - Sprint zero lasts more than four weeks
37 - Solutioning in stand-up meeting
38 - Scrum master is assigning tasks
39 - Scrum master is a team contributor
40 - Projects always have a phase two
41 - Absentee scrum master
42 - Stand-up meeting is more than 15 minutes
43 - No one listens in the stand-up meeting
44 - The story is not ready for sprint planning
45 - Acceptance criteria are unclear
46 - Story sizing is inconsistent
47 - The team always overcommits
48 - The team always undercommits
49 - The team does not swarm
50 - Product owner says how to build the product
51 - Shifting to a more agile mindset
52 - The scrum master uses a commanding style
53 - The team finishes sprints early
54 - Product owner is never around

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