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What is the difference between an Agile Manager and an Agile Leader?

We are using US in our sprints, the team verifies the US complies with INVEST and has an acceptance criteria however for some reason,the Dev Team does not want to test each US and wait for the whole MVP, I think there is something wrong hereHave you had this situation some time? How did you find a solution?

Any tips for implementing scrum for teams that are service/operational teams who’s resources are shared by the product development teams, or are business/user research teams who create and send work to those dev teams?

as scrum master, i got confused how to be more effective with high performance team?sometimes i feel my role is not mandatory to the team

Any suggestion how to deal with companies in transition, which try to put everything they deemed to be done into the PBL instead of having the Product owner make the choice?

Do we really HAVE to use Story Points ?? if so, what’s the best way to use ’em? Thanks!

Being a new certified Scrum Master, do you habe a suggestions how to address job adverts where the companies ask for some years of experience?

Can you share best practices for managing/utilizing team members working on multiple (not connected) projects, helping the DevTeam to increase it’s velocity.

Going on the what and the how. Is feature delivery valuable? The Product owner comes up with the feature, the developers create stories to complete said feature. Or is this to driving?

Given the Scrum events, which would be the ones who should be lead by the Product Owner (maybe Refinement and Planning)?

How do we ensure team’s are not doing ‘Scrum But’? For example, lots of team’s run sprints of activity but do not examine workload.

We have a small dev shop so our developers are also production support – we ‘reserve’ time for Prod Support but how do you suggest most efficiently using developer time with regard to support and new dev?

The IT dept is Agile but the business is Waterfall what approach would you take to win the business to Agile Scrum?

One of the inputs of the Sprint Planning meeting is the past performance. How the team performance should be measured?

How do we ensure the robustness of Software Architecture from Sprint1 to the last sprint as Agile works on MVP philosophy?

I am a product owner, and I am faced with continuous technical debt generated by the developers. How do I solve this problem? Thank you

My team/organization is just starting to use agile principles. The team consists of a few business analysts that support three development teams by fleshing out requirements. I’m new to the team and the first product role in the organization.We currently have issues limiting work in progress and getting colleagues to commit to deadlines. My experience with Scrum is extremely positive and I’d like to get our team using scrum principles. Currently Kanban is used and Scrums is viewed with trepidation.Could you highlight a few limitations of kanban-only processes, and how you see scrum as an effective way of working?Thanks,CJ

How do you implement scrum in a data analytics team, where each team member is working on a use case and each one have their own goals?

How much can you Scrum be adapted to meet the needs of the organsiation?

is SAFe considered agile ?

Is it difficult to be a scrum master if the Product Owner doesn’t understand their role and how have you dealt with this in your projects?

In your experience, how do you measure your success as a Scrum Master?

If your engineering manager is adamant not to take new requests since we have already developed major feature ,but our product owner is like you will have to develop the new asks/requests …?How do we deal with situations like this ?

i recently became certified as a PSM. i work in an IT org who hasn’t yet adopted scrum. i work on a portfolio management team and one of our initiatives is to convince and guide the leadership to adopt a full agile/scrum transformation. i am on a personal mission to equip the teams with scrum values and scrum principles in small ways with every interaction. What i’m up against is a culture that works with a project mindset not a product mindset. the leaders and stakeholders are more concerned with meeting due dates and overlooking the importance of quality and speed of delivery. what advice do you have?

Your views on cross-functional vs temporary SME, as well as technical-orientated team members vs business-orientated team members within in a Scrum Team? Note: temporary SME is also in-line with question above about Scrum Team utilization.