Scenario 1: The team has a scheduled daily stand-up at 9 am in the morning.

The meetings

usually take over an hour. A lot of time is spent discussing a tricky dependency between several

tasks that requires extensive conversation.

● Diagnosis: The daily stand-up meetings are taking too long due to extensive discussions

on a tricky dependency.

❖ Remedy: The team should focus on keeping the daily stand-up meetings short and

concise. Discussions regarding tricky dependencies should be moved to separate

meetings or addressed outside of the stand-up. It would be beneficial to involve only the

relevant team members in these detailed discussions to save time for other team

members.

Scenario 2: In the beginning of the sprint the tasks were picked up by the development team.

However, by the middle of the sprint, the development team starts to look to Scrum Master to

assign tasks to individual developers.

● Diagnosis: Development team members are relying on the Scrum Master to assign

tasks instead of taking ownership themselves.

❖ Remedy: The development team should embrace self-organization and take

responsibility for task assignments. The Scrum Master can facilitate this by encouraging

the team to collaborate and distribute tasks among themselves based on their skills and

availability. The Scrum Master should guide the team in understanding their roles and

empower them to make task assignments without relying solely on the Scrum Master.

Scenario 3: If a development team member needs to discuss a task with the Product Owner, the

developer approaches Scrum Master to help set up a meeting with the Product Owner.

● Diagnosis: Team members approach the Scrum Master to set up meetings with the

Product Owner, instead of directly engaging with the Product Owner.

❖ Remedy: The team should foster direct communication between the development team

and the Product Owner. The Scrum Master can encourage the team members to reach

out to the Product Owner independently and schedule meetings without involving the

Scrum Master as an intermediary. This promotes better collaboration, enhances

understanding, and facilitates quicker decision-making.

Scenario 4: The team is using the latest Agile Application Lifecycle Management tool because it

is supposed to be most effective. However, most of the team is having hard time getting used to

the tool.

● Diagnosis: Team members are struggling to adapt to the latest Agile Application

Lifecycle Management tool.

❖ Remedy: The team should invest time in training and providing support to help team

members become proficient in using the Agile Application Lifecycle Management tool.

The Scrum Master can organise workshops or training sessions to demonstrate the tool's

features and provide hands-on practice. Additionally, creating a knowledge-sharing

environment within the team where members can share tips and tricks can help everyone

become more comfortable and efficient with the tool. Regular feedback and assistance

from experienced team members can also aid in overcoming the initial challenges.