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I’ve had good experiences with scrum helping a team that has both experienced (10+ yrs) and junior (straight out of college) devs be productive. Letting the jun

I’ve had good experiences with scrum helping a team that has both experienced (10+ yrs) and junior (straight out of college) devs be productive. Letting the junior devs take the easy tickets allows the seniors to focus on the hard problems while the junior devs learn the system. But that only works when management is willing to say “this ticket will be on the board for a while and that’s okay, we won’t harass you about it.” That is, scrum is decent for organization but bad for management. A good tipoff is how long standup lasts. It should be no longer than 15 minutes for a team of six, and that’s stretching it. Aim for 1-2 minutes of talking. That’s more than enough to say “I worked on tickets X and Y, I’m stuck on A and making good progress on B.”

dogman144 6y ago
Effectively nails it. OP sounds like he has bad product owners and ticket grooming, in some ways. Management buy-in to the different "forms" a ticket can take is important to avoid Scrum Masters making velocity charts and other various job-justifying tools that they display to themselves for themselves but hold their teams accountable for.
- kjs3 6y ago
  This seems to be my (management) take on it. The agile environments I've been involved in, all I see are the 'scrum masters' flogging everyone to clear all the tickets by some arbitrary date, no matter what they are. I've had to step in and say 'I'd rather this get done right than get done on your timeline' more than once. Pretty much why I've never bought into it...