1. The product owner is absolutely unwilling to commit. The "assigned" scrum master (assigned, but not really a pig; more of a chicken) enables this by allowing the product owner to put user stories like "As a product owner, I need to have the best web site for my users." into our sprint backlog. This scrum master is a CSM; and the product owner has been to training. I am not sure how to try to help him get beyond this behavior - and really not sure he's amenable to it! Any suggestions?
The team members are, obviously, frustrated by this - it leaves them feeling like they are just taking blind stabs at trying to meet sprint objectives. The mantra is turning into: "I don't have any development tasks to work on". As the unofficial scrum master (not recognized, but doing that role), how do I get the team members to go beyond the roles that they feel they were hired for and work as scrum team members? How do I help them see that we all have to work on every/ any task on the backlog - whether it involves writing code or not? (maybe I just answered that question on my own... )
I believe that, Agile is also about team behavior (change to be agile) as much as it is a methodology.
How do we infuse Agile behavior into the team who have been doing non-Agile methodology for ages and make them appreciate the good things about Agile.
For a good number of team size, going Agile would it be good? are there any exercises to appreciate Agile methodology.?
Originally posted by srini E:
are there any exercises to appreciate Agile methodology.?
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