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Impediments

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Contents

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Facilitating Purposeful Agile Meetings
1
Sprint Planning
PREVIEW4m 17s
2
Defintion of done
PREVIEW3m 2s

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Overview
DifficultyBeginner
Duration16m
Students133
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Description

Course Description

This module takes a deep dive into everything that makes sprint planning effective, including having a strong definition of done, how to use velocity and capacity to your advantage, and how to deal with impediments.

Learning Objectives 

The objectives of this course are to provide you with and understanding of: 

  • What sprint planning is
  • How to create a strong definition of done 
  • What velocity and capacity are, and how to calculate them 
  • How to deal with impediments  

Intended Audience 

This course is aimed at Scrum Masters who want to improve their individual knowledge of facilitating scrum events in service to their Scrum team and their wider organization 

Prerequisites

There are no specific pre-requisites to study this course 

Feedback 

We welcome all feedback and suggestions - please contact us at qa.elearningadmin@qa.com to let us know what you think.

Transcript

Impediments are a pretty simple concept. They are things which get in the way of work being completed, so depending on your situation, they can really be anything. But what are some of the major things that can get in the way of you dealing with impediments, and what is your role as a Scrum Master in all this?  

If the team isn't empowered to make decisions on how they work, they won't be able to deal with things that get in their way. Make sure that the development team feels empowered to innovate and take ownership of the work they're doing. Don't be afraid to push them by asking tough questions, and show leadership by defending their decisions to the organizations if you need to.  

Organizations tend to have processes and tools that they use, and it's easy for teams to assume that these are constraints and just the way that things have to be. Actually, these are assumptions unless the organization makes it clear that they're constraints. The team will generally be aware of the impact of the impediment as either slowing or stopping them from delivering the value for the organization. However, other people in the organization might not be aware of these impediments. If the impediment is reoccurring, take your time to quantify it and make it visible to the organization, then take what you've done to the people with authority to help you overcome them.  

If you put too much work into a sprint, you run the risk of the team not having enough time to deal with impediments when they occur. Protect your team from outside pressures that aren't tempting to fix the scope of work in place. Make sure that reoccurring impediments are visible and taken account of during sprint planning.  

Lastly, don't be afraid to bring up impediments during the sprint reviews with the stakeholders, especially if they're a part of that impediment. While the retro is often used to discuss impediments, remember that as the Scrum Master, you represent the Scrum team and can challenge the stakeholder. Often, the most frustrating impediments are within your own organization and it can be a challenge to get management involved to remove them.  

It's your responsibility to remove impediments for your team, which means that you need to work with management to remove organizational impediments. Do this by building strong relationships with management and help them understand the impact of the impediment on your team's ability to deliver value.  

That's it for this video. While the idea of impediments is a simple one, dealing with them can be difficult. Keep on top of anything that is impacting your team and find ways to remove them by empowering your team, understanding the difference between assumptions and constraints, making sure that impediments are understood by the team and organization, not overcrowding the sprint, and getting management involved with removing impediments. 

About the Author
Students2957
Courses36
Learning paths9

Tony has over 20 years’ experience in Business Development, Business Change, Consulting and Project/Programme Management working with public, private and third sector organisations.

He has helped organisations to design and create process and procedures to align ways of working with corporate strategy. A highly motivated and detailed solution provider utilising a wide range of methods and frameworks to provide structure whilst promoting creativity and innovation.

As a confident and self-motivated professional with excellent communication skills Tony is able to bring people together and get them working as a team quickly.

Tony is an Agile and Scrum trainer with a vast knowledge spanning IT Systems, Business Change, Programme and Project Management. With excellent presentation skills and a solid background, he ensures that all clients gain maximum benefit from his training. He has successfully guided those new to the industry through their initial training, helped experienced staff as they progress in their careers and worked at Director level advising on best use and practice, as well as tailoring courses to fulfil the exact needs of clients.