From the course: Agile Challenges Weekly Tips
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We don't have needed skills
From the course: Agile Challenges Weekly Tips
We don't have needed skills
- I've been in the situation before where my Scrum Team was assigned a project, and then a decision was made to use a different technology to complete the work. Let me tell you, nothing takes the wind out of your team's sails, faster than being assigned work, they're not capable of completing. In this situation, where there's a lack of skill set across the team, there are a couple of approaches you can take. First, work with your team member's manager to determine whether there are any experts in the company, that your team can rely on. Ideally, if there's already a local expert, this person would be able to join your team as a full-time member. That may not be possible, so the next option is negotiation. You'll need to negotiate with the manager about adding the individual to the team, to help them learn the new technology. This is a short-term fix, that's meant to help your existing team learn this new technology or skill. Depending on the level of need, pair programming for a few…
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Contents
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We don't get along2m 50s
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We don't work together2m 27s
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Everyone is still siloed2m 37s
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No one knows what we're doing2m 47s
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We can't see beyond our current sprint3m 15s
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Our sprint commitments are wrong2m 55s
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We don't have needed skills2m 28s
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Everything gets stuck in testing2m 57s
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Let's go back to waterfall3m 12s
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Stand-up is dysfunctional3m 14s
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No one contributes in retrospective2m 57s
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The team doesn't know what to build2m 9s
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Distributed team collaboration3m 19s
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Clues in your burndown chart4m 1s
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No one comes to sprint review2m 22s
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No one speaks up in planning2m 23s
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No one wants to learn a new skill2m 57s
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We don't have time for new skills2m 38s
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We need a specialist2m 19s
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Cross-team dependencies2m 14s
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What time is stand-up?2m 34s
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Building open communication2m 40s
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Working with remote stakeholders2m 24s
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Engaging sponsors with remote teams2m 30s
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Coaching the resource manager2m 45s
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Building a community of practice2m 44s
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Dealing with change management3m 24s
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Influencing decision makers2m 38s
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Scrum master speaks for the team2m 34s
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What to do when no obstacles are raised2m 59s
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The team always has carry over stories3m 11s
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Maintaining architectural alignment3m 16s
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The team is burned out2m 44s
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Sprint zero lasts more than four weeks2m 9s
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Solutioning in stand-up meeting2m 20s
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Scrum master is assigning tasks2m 52s
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Scrum master is a team contributor2m 50s
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Projects always have a phase two2m 5s
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Absentee scrum master2m 19s
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Stand-up meeting is more than 15 minutes2m 25s
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No one listens in the stand-up meeting2m 14s
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The story is not ready for sprint planning2m 44s
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Acceptance criteria are unclear2m 41s
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Story sizing is inconsistent2m 16s
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The team always overcommits2m 43s
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The team always undercommits2m 8s
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The team does not swarm2m 32s
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Product owner says how to build the product2m 38s
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Shifting to a more agile mindset3m 1s
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The scrum master uses a commanding style3m 10s
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The team finishes sprints early2m 29s
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Product owner is never around2m 47s
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