2. Learning and Experience sharing Interactive Talk
3. What is an Anti-Pattern?
4. What is an Anti-Pattern? Impact Mapping Lag
5. What is an Anti-Pattern?
6. Pattern and Anti-Pattern - Hindi Understanding
7. Anti-pattern structure in Software Engagement
8. Lets start our brush-up interactive talk
9. The famous Golden Circle
10. We will talk on these areas !
11. Scrum Master Anti-Pattern You are a scrum master, please be
a scrum master, do not be a Scrum-Mom Beware of becoming a Scrum
Mom
12. Scrum Master Anti-pattern (Scrum Mom) The Scrum Mom is
generally shielding the team from the cold and cruel world, by
creating a Safe and happy agility. She (scrum mom) deals with all
impediments personally, although, team member could act. She
filters feedback from stakeholders, specifically negative feedback
and she does so by restricting access to team Scrum mom is not even
challenging their team. She seems to be content, when a proficient
level is achieved
13. Scrum Master Anti-pattern (Scrum Mom) The Scrum Mom is
generally shielding the team from the cold and cruel world, by
creating a Safe and happy agility. Scrum Mom prevents team from the
failure, however, we learn from failures only, and we must
remember, if we are not failing, we are not pushing hard enough)
She likes all team folks but will have one among them who is
favourite Right or wrong - its my team A Scrum masters good
intention can become an impediment for Teams Progress
14. Scrum Master Anti-Pattern My Scrum Master has never been on
Scrum Team (but he took a class) My Scrum Master has never heard of
Extreme Programming Scrum Master propose and suggest to separate
Testing Team/activity SM cannot speak on Story Point
explanations/queries Cannot explain Why we are using Scrum or SDM
cannot explain why we are using Kanban Scrum Master showed the
adapted process on Day 1 to follow My SM develops the release plan
with our CEO and let us know due date My SM allowed VP marketing to
interrupt team to work on other item
15. Scrum Master Anti-Pattern H/She demonstrates our sprint
progress to stakeholders in a separate or an offline meeting I
cannot find my SM along with team as h/she is engaged in other
status meeting My SM does not understand what Im working on SM sits
in for our Product Owner in planning meeting SM is busy in writing
code Never socialize with us on lunch or snack SM gets impatient
when a we make decision ourselves
16. Scrum Master Anti-Pattern My SM runs daily scrum SM assign
tasks My SM is a Delivery or Project Manager H/She updates our
sprint tracking info SM asks us to leave testing for next sprint
Not being transparent - says, its OK to avoid trouble spots now and
not talk about them in review or interaction with PO Do not give
importance for DoR and DoD SM is afraid to update senior folks if
we are not meeting forecasted dates
17. Scrum Master Anti-Pattern H/She says its OK to use our own
version of Scrum SM says its OK to ignore set and agreed coding
guidelines as we are scrum team My SM takes interaction call with
stakeholders alone for identification and clarification SM does not
know about Metrics
18. Product Owner Anti-Pattern No Single Product owner for one
team Interference with team on daily work Product owner is
underpowered and does not act as the guard of the backlog PO uses
estimates to set deadline for demos for clients PO has too many
teams and is so busy PO is too busy as h/she spend lot of times in
meeting with clients PO is ready to sacrifice quality of product to
ship product faster or on conditional approval
19. Product Owner Anti-Pattern Being a PO, does not know how to
work for Prioritization techniques Being a PO does not know G2M
updates Being a PO does not know Top 5 priorities and why? Being a
PO, does not include oneself as part of team (remember scrum guide
- scrum team is of PO, SM and Dev) PO becomes technical architect
as they must know about What part only not How part Being a PO,
they believe that its not his/her role to work for Backlog and user
story and pass to SM/Dev team
20. Product Owner Anti-Pattern Confusing the Product Owner role
with Scrum Master role (when PO does not receive support from SM,
start owning both roles instead of asking for coaching for that SM
or asking for a proven SM) Favt. - Product Owner expects a
stretched commitment because based on their experience it should
not take this much time Try to Work as a Product Owner (coz they
are department lead or manager) Product Owner thinks SM role is
just a project manager whose role is to pester (annoy with asking
update) people into doing their work
21. Product Owner Anti-Pattern Stories built around product
layer PO Statement - Over the last months, I have been working with
teams that cannot deliver as fast as they could if they would use
other approaches.
22. Product Owner Anti-Pattern Stories built around product
layer PO statement - Over the last months, I have been working with
teams that cannot deliver as fast as they could if they would use
other approaches. As an outcome, we will find that user stories are
dependent on each others causing a lot of delays to deliver a
product that can be usable by the customer. Product Owner needs
Coaching on User Story, from impact mapping to user story writing
and storytelling.
23. Product Owner Anti-Pattern No Projection of the Burn
Up
24. PBL and Refinement Anti-pattern 100% in Advance or PBL
should have 6-9 months inventory available Oversized - PBL contains
backlog created and refined in a way that the scrum team takes 2-4
sprints to develop and deliver Outdated issues - PBL contains items
which are not even touched from long time say 4-6 or more months
(refer to Lead Time in Kanban) Everything is estimated - Ask Why !
Missing acceptance criterion No update more than a title Issues to
detailed - PO covers each case without talking and negotiating
25. PBL and Refinement Anti-pattern Neither Themes nor Epics -
PBL should not have isolated issues No Research - Few spikes
present in the PBL - Why? For spike or uncleared items, first
PO/Team or together has to perform research Road Map - No where PBL
is reflection product road map (PO must know or would have created
product roadmap with customer/PMs Roadmap kept secret - Portfolio
Planning and/or Release planning are kept secret and not visible to
team - ask Why? Part time PO - this kind-a PO is not working daily
on PBLs
26. PBL and Refinement Anti-pattern Dominating PO Does not
apply INVEST model Does not talk about technical debts (Dev team is
not asking/demanding for resources to tackle technical debts and
almost 25% times goes on fixing bugs and code refactoring) No time
for Refinement or why we should do Too many refinement session No
DoR Product Vision is not shared to PBLs
27. Sprint Anti-Pattern Not Present or absent PO Rigid /
Inflexible PO - ex - unnecessary behind acceptance criterion which
does not make sense or no longer available or waste Misuse of
Sprint Cancellation No Sprint Cancellation - does not cancel sprint
whose goal is obsolete PO Stick to story - unnecessary increases
scope of the story after it is part of SPBL Delaying PO - does not
accept SPBL items once finished or consecutive story finish.
Instead. h/she waits for sprint to get ended which lags on
continuous integration
28. Sprint Anti-Pattern Board is not up to date Not having WIP
- disturbs the flow of the board (any framework) Lack of Support -
SM does not support, obstacle from leaders etc. Micro-management No
Retro Hardening Sprint Gold Plating - term originated from PMP but
still followed; it increases scope of the sprint by adding more n
more which may not have BV/BVR
29. Sprint Anti-Pattern Not even single functionality got
delivered at end of sprint Variable Sprint Length - PO-Team extends
by couple of days to meet Sprint Goal Customer reaches to Dev folks
directly for small tasks - hidden way Everything is a Defect - to
speed up and make things expedite Delivered Z instead of A - this
happened due to lag in shared understanding, miscommunication, not
talking during sprint, do not have frequent review, Team has not
looked properly while refinement, or, story was not having proper
acceptance criterion, DoR or DoD
30. Sprint Planning Anti-Pattern Ignoring technical debts -
team plans all time as dev time and does not demand for adequate
time for defects and tech-debts Planning too detailed - tech-folks
plan each and every story with related sub-tasks, and does not
focus on DoR and acceptance Too much estimation - seems focused on
self-accounting Too little planning - skipping sprint planning, how
team identify pairing No slack time - always over utilized, people
focused on getting his/her task done, less time to support team and
no pair programming and the famous I am busy attitude
31. Sprint Planning Anti-Pattern Any absentees - people is
absent and team estimates on their behalf Capacity - Team
overestimates its capacity, customer does not know available
capacity, team members releases/quitting etc. Team Leads play - no
collaborative commitment, team is not focused, individual is
focused on work allocated etc. Unfinished business cases/US -
spillover tasks or unfinished US got into new sprint without
discussion, increases sprint goal and scope etc. Last minute
changes - PO/customer come with squeezing inputs, even sprint does
not meet DoR
32. Sprint Planning Anti-Pattern Ignoring DoR - team is not
rejecting to stories which does not meet DoR Overcommitment - team
goes with available capacity in the case when they already have
30-40% work of last sprint also coming Irregular sprint lengths -
variable sprint cadences, sprint length is adapted with issues
available, not on Value and Quality DoR as approval stage gate
Forecast becomes commitment
33. Stand-Up Anti-Pattern No routine - even quest in PSM:) Make
it as Status reporting People talk about 123, 567, D-234 - it make
sense-loss of US Problem solving questions triggered Becomes
Planning meeting Disrespect 1 - Ignorance - people ignore other
talk Disrespect 2 - Late in standup Formality - Team does not come
with preparation Excessive feedback leads to sparking
discussion
34. Stand-Up Anti-Pattern Commenting every issue - few folks
start doing this Overcrowded - all teams gather together which
makes ineffective Talking Chickens - to showcase and turn down at
last moment Line Managers attending to look for performance data
Extending time box - psm question :) People not offering help - on
a highlighted difficulty several times - team does not think as
team:
35. Sprint Review Anti-Pattern Selfish PO - does not appreciate
team for their commitment & dedication Delayed sprint got
accepted Murder begins with Slide Decks Does not allow team to demo
and talk Do not cheat be transparent - do not call unfinished items
as buggy Do not demo every task - demo at User story level with
Acceptance Absent PO No stakeholders to review No customers or end
users (depends on application model)
36. Sprint Review Anti-Pattern Unengaged or Passive stakeholder
Not starting on agreed and defined time Customers starts
micromanaging
37. Sprint Retrospective Anti-Pattern No Retrospective - team
believes nothing to improve Very Rushed Retro - does not give
proper time and value to retro No accountability and ownership Less
or No Dedication in retro Does not welcome PO People think its a
waste of time People join to showcase not to collaborate Can we
have cumulative retro No MoMs captured
38. Sprint Retrospective Anti-Pattern Bullying and Leg pulling
No suitable venue available Line Managers present Someone from the
other team or management is behind MoMs Stakeholder raises concern
saying we waste lot of time in meetings One of the #socalledHERO
dominating team folks No psychological safety - blame and finger
pointing Less/zero acceptance - team does not think as Team