Q2 - How do you define Empiricism

Q1 - What is Scrum based on

Question Section Explained

Empiricism Introduction

Q5 Pillars of Empirical Process Control

Q4 - How does Scrum apply Empiricism

Q3 - Shorter or longer Sprints

Q6 - Stakeholders not attending, the effect on Empiricism

Empiricisum Summary

Free resources for additional learning

Intro

Q2 - Pressure from Stakeholder

Q1 - A heated argument

Q3 - Developer is left out

Scrum Values Committment & Respect

Scrum Values Courage senario introduction

Scrum Values Courage

Q4 - Environment changes causes issues

Scrum Values Question 5

Scrum Values Openness

Q6 - Only just meeting the Sprint Goal

Q5 - A velocity problem

Q7 - Daily Scrum running over

Scrum Values Focus

Scrum Values Summary

Q2 - Changing team members

New Team problems

Q1 - Making the first Sprint productive

Q4 - Splitting a big group into Scrum Teams

Q3 - Making a Nexus

Scaled Scrum

Q5 - Too many Developers

Q7 - Component team short term pros

Component and Feature teams further reading

Component vs Feature Teams

Q6 - Siloed Teams

Scrum Team Summary

Scrum Events Introduction

Q1 - First Event of the Sprint

Q2 - Time between Sprints

Sprint Events Lengths

Q3 - Daily Scrum Questions

The Daily Scrum

Events and Timeboxing

Q4 - Teams in different time zones

Q5 - Where to have the Daily Scrum

Q6 - Hardening Sprint bad practice

Q7 - Who chooses the Daily Scrum location

Scrum Events Summary

Scrum Artifacts Introduction

Q1 - When are Artifacts reviewed

Q3 - How many increments per Sprint

Q2 - Increments in the same environment

Q4 - When an increment is born

Scrum Artifacts Explained

Scrum Artifacts Summary

Q1 - Description of Definition of Done

Done Intro

Q2 - Proper use of velocity

Q3 - High velocity but Sprint Goal not met

Q6 - What does Done mean

Changing Defo of Done & Q5 - Should all items be done by Sprint End

Q7 - What to do if Definition of Done is not met

Q4 - Reduction of Definition of Done bad practice

Q8 - Documentation in the Definition of Done

Scaled Scrum and the same Definition of Done

Q9 - Should the Definition of Done include testing

Done Summary

Self-management Introduction

Q1 - who plans the work

Q2 - What is true about the Sprint Goal

Q3 - Self-management and timeboxes

Signs of Self-management

Q4 - Signs a team is Self-managing

Signs a team is Self-managing continued

Q5 - Self-management to solve team disagreements

Self-management and the Scrum Master's involvement

Boundaries and Timeboxing to aid self-management

Values not shown in team arguments

Q6 - Team argument

Q7 - Reliance on an external specialist

Self-management and the Scrum Values

Q9 - Scaled Scrum start and end dates of Sprints

Q8 - Work distribution between teams

Q10 - One person taking too much time in the Daily Scrum

Self-management Summary

Facilitation Introduction

Q1 - External Specialist dependancy

Q2 - PO not attedning the Retrospectives

Facilitation Summary

Coaching and Mentoring Introduction

Q2 - Over running the Sprint Review

Q3 - A new Product Owner

Q5 - Cheering Done items in the Sprint

Q4 - Keeping Events true to their purpose

Q1 - Over running the Daily Scrum

Mechanical Scrum to Professional Scrum

Coaching and Mentoring Summary

Q6 - Sprint Review too fast - a cross-functional team

Q7 - When the developers don't have the skills and tools

Q1 - How are items considered ready for Sprint Planning

Q3 - Ordering the Product Backlog

Q2 - How much time should be spent on backlog refinement

Q4 - Multiple teams same Product Backlog

Scaled Scrum and the Product backlog

Product Backlog Management Introduction & Ready

Q5 - Bringing in an additional team concerns

Q7 - Who is best to discuss dependencies

Q6 - Pressure to release

Q8 - Can Sprint Backlog items be changed mid-sprint

Q9 - How to handle items added from outside of the Product Backlog

Product Backlog Changes

Q10 - Yikes, the development is more complex than anticipated

Q11 - What to do with changes that are needed

Q12 - How to ensure the Developers understand the Product Backlog items

Q13 - Can't finish all the items in a Sprint

Developers and the Product Backlog

Product Backlog Management Summary

Stakeholders Introduction

Q1 - Budget cuts

Q4 - Who is the most important stakholder

Q3 - Pressure from a key stakeholder

Q5 - When can the Scrum Team meet the stakeholders

Q2 - Disappointed stakeholders

Q6 - Unsatisfied stakeholders

Stakeholders Summary

Q1 - Feedback after a major release

Q2 - Things to consider to decide the Sprint length

Q3 - Product Owner bad practice risks

Q4 - Developers working in silos risk

Q6 - Risk with the Product and emergency changes

Q5 - Risk of having the Daily Scrum every 2 days (breaking Scrum)

Adapting as soon as needed after inspection

Q7 - Technical debt building up

How Scrum reduces risk

The risk of Technical Debt

Q9 - The relationship between delivery and technical debt

Q8 - The relationship between velocity and technical debt

Q11 - Trying to predict the next release on bad information

Q10 - Pressure to release and missing testing

Q12 - Product Owner delaying release

Risk Summary

Organization Culture Introduction

True Leader

Q1 - Coaching others to keep to the Scrum framework

Culture Summary

Q2 - Not applying Scrum properly

Culture continued

Thanks and one last thing