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We impart knowledge keeping in view of the challenging situations individuals will face in the real time, so that they can handle their job deliverables with at most confidence.<br /><br />https://www.coepd.us/certified-it-scrum-master.php<br />Anonymoushttps://www.blogger.com/profile/01250296351617457708noreply@blogger.comtag:blogger.com,1999:blog-4886064834625370180.post-14075413514515805382014-05-14T08:45:19.356+02:002014-05-14T08:45:19.356+02:00Very Nice post! and well explainedVery Nice post! and well explainedJwellhttp://www.scrumstudy.comnoreply@blogger.comtag:blogger.com,1999:blog-4886064834625370180.post-41657625211088459432011-10-20T17:36:27.483+02:002011-10-20T17:36:27.483+02:00I think the question is not about over- or underco...I think the question is not about over- or undercommitment. If you constantly overcommit, you cause stress and unwanted behavior in the team, which will lead to health problems in the long run. <br />If the team constantly undercommits, they will not feel responsible for the company - and your job as their manager would be to clarify the goal (i.e. make company successful).<br />I think the point is to keep retrospectives and take one item to next sprint backlog that helpthe team to do the nect sprint better. This could be e.g. investment to continuous integration system, more effective communication, increase of automation... take a look on your value stream and decide what to improve. The point is, releasing good quality code should become easier sprint by sprint. That should end up in improved velocity (not faked one, by making user stories smaller and smaller but a real improvement) and a positive cycle of job satisfaction, motivation etc.Maarit Laanti, Agile & Lean Coachnoreply@blogger.comtag:blogger.com,1999:blog-4886064834625370180.post-39228741979273877832011-04-11T17:45:37.181+02:002011-04-11T17:45:37.181+02:00Maybe I have missed it in your article: The main p...Maybe I have missed it in your article: The main problem with over commitment is that the TEAM has failed to deliver what they have committed; the reasons for this might be very different:<br /><br /> - The ProductOwner has not been precise enough.<br /> - The TEAM has not asked enough details.<br /> - Not planned work were coming in (Bug's, ...)<br /> - Management changes priorities (yes, this happens)<br /> - TEAM member have problems with estimating<br /> - Problems with Build (other TEAM's)<br /> - Problems with Testenvironment<br /> - Dependency to another TEAM<br /> - ...<br /><br />Whether a TEAM "...need (and like) a healthy amount of stress/pressure..." sounds to me very directive. In Scrum the TEAM require to have the control over the quantity to be able to provide quality by ensuring all necessary steps as defined in the definition of done. If they finish earlier they can check whether they take time to improve, refactor things. Sometimes it's just to try something or to read articles and books. They also can define to take a further story when they believe they can do it.ThomasLehmannhttps://www.blogger.com/profile/00727069739966546161noreply@blogger.comtag:blogger.com,1999:blog-4886064834625370180.post-20619870158306257832011-02-16T13:43:58.292+01:002011-02-16T13:43:58.292+01:00Thanks for your comment! I personally don't be...Thanks for your comment! I personally don't believe in the idea of adding a "Mandatory"-"Not mandatory" dimension to story priorities. I think it is important to maintain a backlog that allows for _strict_ prioritization both in the sense that items have a unique priority relative to all other and in the sense that priority levels are always respected by the Scrum team.<br /><br />I think every Scrum teams need a culture of it being OK not to finish everything in the sprint always. After all, the team's committment at the beginning of the sprint is NOT "We promise to deliver the entire sprint backlog by the end of this sprint", but rather "Right now, we believe we are able to deliver the entire sprint backlog by the end of the sprint - and we promise we'll tell you as soon as this belief changes". Important difference.<br /><br />What I was trying to pinpoint in my blog post is what is problem of the psychological phenomenon commonly called Parkinson's Law; i.e. "Work expands so as to fill the time available for its completion". A scrum team that is aware of this and fills up every sprint will run less of a risk of generating "extra effort" (which is regarded as waste by the Lean Software Development philosophy).Richard Kronfälthttps://www.blogger.com/profile/03311642377622034282noreply@blogger.comtag:blogger.com,1999:blog-4886064834625370180.post-21515510369096395792011-02-10T20:35:09.980+01:002011-02-10T20:35:09.980+01:00It is for me a very interesting blog post. I had i...It is for me a very interesting blog post. I had in my team both over and undercommiting. The overcommiting causes some frustration at the end of the sprint, because we don't reach the goal. With undercommiting I had the problem, that the next story in the product backlog does not match from the available skill or from the remaining time in the sprint. <br /><br />So the my teams decided to create a sprint backlog with mandatory items (must have) and some optional items. So we had some items which are discussed with the team, estimated and which the product owner wants. So as soon we see that we have some capacity we start with this optional item. If we get it finished every one was happy. If the optional item at the end of the sprint wasn't "Done" that the frustration was not so high, the it was an optional item which we don't commit from beginning. <br /><br />So perhaps this approach will help you fill up the sprint backlog, that the team put a little bit more presure on itself, but on the other hand if the optional stories wouldn't be finished by the end of the sprint nobody is frustrated.<br /><br />I'm curious to read you opinion on my suggestion.mleohttps://www.blogger.com/profile/02112136292127728870noreply@blogger.com