So we use Scrum for all development/bug/support/install tickets. The problem is I don't have a separate dev ops team to handle unplanned/support issues. So, we do our planning and the same day the sprint was created we have tickets come in that truely take precedent over sprint work. Meaning I have unplanned work that my Scrum master says I can't add to the sprint but to do the work anyway.
Then at the end of the sprint (which are weekly) we have a 60% completion rate. He gets why but it still reflect badly on the team. And yet we continue all of this planning and do it all over again. While the unplanned varies sprint to sprint, it is significate and everyone agrees takes priority over sprint work.
We have increased unplanned time but if half is unplanned, is Scrum even worthwhile? Should we be using kanban for our work and stop planning so much? If we use a mix, how does that play out? Unplanned in kanban and development in Scrum? Team is frustrated that our numbers look bad, but how can they not be?
Director of R&D says if we reduce our bug count with better user stories we would have less unplanned work. While that is true, that would only be a portion of the unplanned work that comes in. Most is support issues, client issues, install issues with some urgent bugs being found. A lot is also setup and training issues with support and install. Help!
To answer “How scrum works,” most of the teams I've worked with first addressed the question: “where to start?” That question applies to both implementation and improvements on the Scrum framew...
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