Mindset and Interpersonal Relationships

This page shows all challenges and their respective Best Practices related to team members' mindsets and interpersonal relationships

Index Challenge Best Practice
(34) Not considering technical debt and code quality or bugs as a field to continuously improve upon [17] Implement a bug bar [17]
Dedicate time for created bug debt in the next Sprint [9]
(35) Unrealistic expectations or inexperienced guesses regarding the execution of tickets [15, p. 72, 16, p. 162, 4, p. 87] Request the team to give their estimation of the complexity of tasks [15, p. 73]
Abandon the usage of story points. Developers will silently estimate given tasks when committing to new tickets during Sprint Planning [15, p. 73]
Intentionally estimate a higher amount of Story Points to compensate for possibly inaccurate guesses [15, p. 73, 9]
(36) Employees being caught in waterfallish thinking [6, p. 200, 27] Establish meetings to groom your Backlog every two weeks. There, the Product Owner may create new User Stories while being helped by the team [6, p. 200]
(37) Team members working outside of their designated scope (e.g. a Developer takes tasks of a remote working architect) [15, pp. 53–54 | 57 | 65] Physically position the remote working employee more toward the company [15, p. 54]
Get the Scrum Master to intervene within the Sprint [15, p. 65]
Inform higher ranking management [15, p. 58]
Confront said employee [15, p. 58]
Replace the employee if none of the above apply or solve the situation [15, p. 58]
(38) A team member oftentimes needing to be helped by the team to match deadlines [15, p. 55] The Scrum Master should take training sessions on how to accomplish the employees’ work. As the Scrum Master gets involved, the employee experiences higher pressure to improve. [15, p. 56]
(39) The Product Owner is not providing final project requirement documents near the end of a project [15, p. 65] Development may not begin before the final requirements documentation is available [15, p. 66]
Lessen the detailedness of the requirements documentation [15, p. 66]
(40) The Scrum team does not have enough intrinsic motivation to become self-organising, self-examining or empowered [16, p. 168, 11, 26, p. 195, 34, pp. 227-228] Establish maturity assessments to for example examine the continuous improvement of your team [13, p. 84]
Make the team realise their own potential [35, 1:56]
(41) The agile team rejects to continuously improve within the process [25, 23:50, 34, p. 228] Establish a culture that promotes continuous improvement as well as high performance [36, p. 148]