1. 1. around 9
2. 2. Learning and Experience sharing Interactive Talk
3. 3. What is an Anti-Pattern?
4. 4. What is an Anti-Pattern? Impact Mapping Lag
5. 5. What is an Anti-Pattern?
6. 6. Pattern and Anti-Pattern - Hindi Understanding
7. 7. Anti-pattern structure in Software Engagement
8. 8. Lets start our brush-up interactive talk
9. 9. The famous Golden Circle
10. 10. We will talk on these areas !
11. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 23. Product Owner Anti-Pattern No Projection of the Burn Up
24. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 36. Sprint Review Anti-Pattern Unengaged or Passive stakeholder Not starting on agreed and defined time Customers starts micromanaging
37. 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. 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
39. 39. Concluding Thought