Top LinkedIn Content on Agile Task Management

19,401 followers 8mo Edited

AI wonâ€™t kill the Scrum Master role. But it will expose the ones who were just glorified Jira babysitters. You know the type: â€¢ Runs the Daily. â€¢ Shares the Burndown. â€¢ Asks, â€œAny blockers?â€ like a broken record. AI can summarize standups, track metrics, and even write user stories The bar has moved. Permanently. What high-performing SMs are doing in 2025 to stay relevant? --------------------------------------------------------------------- ðŸ”¹ 1. Sprint Planning is a Strategy Room â€” not a calendar block â†’ Use AI to surface delivery risks based on historical velocity â†’ Guide trade-offs: â€œHereâ€™s the scope we can commit to with 85% confidenceâ€ â†’ Train teams on capacity forecasting using actual throughput ðŸ”¹ 2. Backlog Refinement = Opportunity to Level Up Your PO â†’ Use ChatGPT to draft acceptance criteria, or flag logical gaps â†’ Run backlog refinement like a product-thinking workshop â†’ Push for clarity, not just ticket grooming ðŸ”¹ 3. Retrospectives Should Feel Like a Coaching Session, Not a Routine â†’ Go beyond â€œwhat went wellâ€ â†’ Use AI to analyze sprint data or retro notes for patterns â†’ Start with: â€œWhatâ€™s draining our energy right now?â€ ðŸŽ¯ Agile isnâ€™t about ceremonies. Itâ€™s about conversations that lead to outcomes. Your edge as a Scrum Master isnâ€™t your ability to remove blockers â€” Itâ€™s your ability to elevate the thinking of the team. In a world where tools are getting smarterâ€¦ Make sure your impact isnâ€™t just seen â€” but felt. ðŸ‘‡ Whatâ€™s one AI-powered move youâ€™re using today as an SM?

74 Comments

Allen Holub

I help you build software better & build better software.

32,908 followers 1y

Every so often Iâ€™m asked â€œHow do I manage our huge backlog?â€ First of all, a huge backlog is a red flag. Often, it would take years to go through everything on it, and by then, most of those items wouldnâ€™t be worth doing. There are always new items, and those new items are always more important than whatâ€™s on there, so existing items get pushed down, and are never built. So, the first thing you need to do is limit the backlog size to the things you will doâ€”a monthâ€™s work maximum, and even that is way too big for me. (I often work with no backlot at all.) As for the huge part, just throw everything out. Yes. Everything. The important stuff will come back very quickly. To keep things under control from that point forward, you need to put a hard limit on backlog size. (Think of the backlog as a Lean ready queue; this is a simple WIP limit.) Literally nothing goes on unless something comes off, thereby freeing a slot. Engineering will open slots as it pulls work, but Product can add things to a full backlog by removing something from it. That means that the Product people need to think about value. Which thing on the backlog is lesser value than your thing? What will the person who put that allegedly low-value story onto the backlog say when they discover that youâ€™ve replaced their item? Discussion will ensue, and thatâ€™s a good thing.

49 Comments

Brij kishore Pandey

AI Architect | AI Engineer | Generative AI | Agentic AI

708,636 followers 1y

Starting Your CI/CD Journey 1. ð—¦ð˜ð—®ð—¿ð˜ ð—¦ð—ºð—®ð—¹ð—¹, ð—§ð—µð—¶ð—»ð—¸ ð—•ð—¶ð—´ Â Â Â - Don't try to overhaul your entire codebase at once Â Â Â - Begin with a small project as your pilot Â Â Â - Gradually expand your CI/CD pipeline as you gain experience and confidence 2. ð—šð—²ð˜ ð—§ð—²ð—®ð—º ð—•ð˜‚ð˜†-ð—œð—» Â Â Â - CI/CD is a significant shift in workflow - ensure your team is on board Â Â Â - Educate your team on the benefits of CI/CD: Â Â Â - Faster time to market Â Â Â - Improved code quality Â Â Â - Reduced manual errors Â Â Â - Address concerns and foster a culture of continuous improvement 3. ð—˜ð—ºð—¯ð—¿ð—®ð—°ð—² ð—”ð˜‚ð˜ð—¼ð—ºð—®ð˜ð—¶ð—¼ð—» Â Â Â - The heart of CI/CD is automation - the more, the better Â Â Â - Look for opportunities to automate manual tasks in your development lifecycle Key Automation Milestones Strive to reach these crucial automation checkpoints in your CI/CD journey: 1. ð—¨ð—»ð—¶ð˜ ð—§ð—²ð˜€ð˜ ð—˜ð˜…ð—²ð—°ð˜‚ð˜ð—¶ð—¼ð—» ð—”ð˜‚ð˜ð—¼ð—ºð—®ð˜ð—¶ð—¼ð—» Â Â Â - Ensure all unit tests run automatically with each code change 2. ð—•ð˜‚ð—¶ð—¹ð—± ð—”ð˜‚ð˜ð—¼ð—ºð—®ð˜ð—¶ð—¼ð—» Â Â Â - Automate your build process to create consistent, reproducible builds 3. ð—–ð—¼ð—±ð—² ð—–ð—¼ð˜ƒð—²ð—¿ð—®ð—´ð—² ð—–ð—µð—²ð—°ð—¸ ð—”ð˜‚ð˜ð—¼ð—ºð—®ð˜ð—¶ð—¼ð—» Â Â Â - Automatically measure and report on code coverage for each build 4. ð—–ð—¼ð—±ð—² ð—¤ð˜‚ð—®ð—¹ð—¶ð˜ð˜† ð—–ð—µð—²ð—°ð—¸ ð—”ð˜‚ð˜ð—¼ð—ºð—®ð˜ð—¶ð—¼ð—» Â Â Â - Implement automated code quality checks to maintain high standards 5. ð—¦ð—²ð—°ð˜‚ð—¿ð—¶ð˜ð˜† ð—¦ð—°ð—®ð—»ð—»ð—¶ð—»ð—´ ð—”ð˜‚ð˜ð—¼ð—ºð—®ð˜ð—¶ð—¼ð—» Â Â Â - Integrate automated security scans to catch vulnerabilities early 6. ð—”ð˜‚ð˜ð—¼ð—ºð—®ð˜ð—²ð—± ð——ð—²ð—½ð—¹ð—¼ð˜†ð—ºð—²ð—»ð˜ð˜€ ð˜„ð—¶ð˜ð—µ ð—šð—®ð˜ð—¶ð—»ð—´ Â Â Â - Set up automated deployments with quality gates to ensure only validated code reaches production 7. ð—™ð—²ð—²ð—±ð—¯ð—®ð—°ð—¸ ð—”ð˜‚ð˜ð—¼ð—ºð—®ð˜ð—¶ð—¼ð—» ð˜ð—¼ ð—£ð—¿ð—¼ð—±ð˜‚ð—°ð˜ð—¶ð—¼ð—» ð—§ð—²ð—®ð—ºð˜€ Â Â Â - Establish automated feedback loops to keep production teams informed 8. ð—•ð—¶ð—»ð—®ð—¿ð˜† ð—¦ð˜ð—¼ð—¿ð—®ð—´ð—² ð—”ð˜‚ð˜ð—¼ð—ºð—®ð˜ð—¶ð—¼ð—» ð—¶ð—»ð˜ð—¼ ð—¥ð—²ð—½ð—¼ ð— ð—®ð—»ð—®ð—´ð—²ð—¿ Â Â Â - Automate the storage of build artifacts in a repository manager 9. ð—œð—»ð—³ð—¿ð—®ð˜€ð˜ð—¿ð˜‚ð—°ð˜ð˜‚ð—¿ð—² ð—¦ð—²ð˜ð˜‚ð—½ ð—”ð˜‚ð˜ð—¼ð—ºð—®ð˜ð—¶ð—¼ð—» Â Â Â - Implement Infrastructure as Code (IaC) to automate environment setups Pro Tips for CI/CD Success - ð—–ð—¼ð—»ð˜ð—¶ð—»ð˜‚ð—¼ð˜‚ð˜€ ð—Ÿð—²ð—®ð—¿ð—»ð—¶ð—»ð—´: Stay updated with the latest CI/CD tools and best practices - ð— ð—²ð˜ð—¿ð—¶ð—°ð˜€ ð— ð—®ð˜ð˜ð—²ð—¿: Track key performance indicators (KPIs) to measure the impact of your CI/CD implementation - ð—œð˜ð—²ð—¿ð—®ð˜ð—² ð—®ð—»ð—± ð—œð—ºð—½ð—¿ð—¼ð˜ƒð—²: Regularly review and refine your CI/CD pipeline based on team feedback and changing project needs How has implementing CI/CD transformed your development process? What challenges did you face, and how did you overcome them?

Brij kishore Pandey

AI Architect | AI Engineer | Generative AI | Agentic AI

Starting Your CI/CD Journey 1. ð—¦ð˜ð—®ð—¿ð˜ ð—¦ð—ºð—®ð—¹ð—¹, ð—§ð—µð—¶ð—»ð—¸ ð—•ð—¶ð—´ Â Â Â - Don't try to overhaul your entire codebase at once Â Â Â - Begin with a small project as your pilot Â Â Â - Gradually expand your CI/CD pipeline as you gain experience and confidence 2. ð—šð—²ð˜ ð—§ð—²ð—®ð—º ð—•ð˜‚ð˜†-ð—œð—» Â Â Â - CI/CD is a significant shift in workflow - ensure your team is on board Â Â Â - Educate your team on the benefits of CI/CD: Â Â Â - Faster time to market Â Â Â - Improved code quality Â Â Â - Reduced manual errors Â Â Â - Address concerns and foster a culture of continuous improvement 3. ð—˜ð—ºð—¯ð—¿ð—®ð—°ð—² ð—”ð˜‚ð˜ð—¼ð—ºð—®ð˜ð—¶ð—¼ð—» Â Â Â - The heart of CI/CD is automation - the more, the better Â Â Â - Look for opportunities to automate manual tasks in your development lifecycle Key Automation Milestones Strive to reach these crucial automation checkpoints in your CI/CD journey: 1. ð—¨ð—»ð—¶ð˜ ð—§ð—²ð˜€ð˜ ð—˜ð˜…ð—²ð—°ð˜‚ð˜ð—¶ð—¼ð—» ð—”ð˜‚ð˜ð—¼ð—ºð—®ð˜ð—¶ð—¼ð—» Â Â Â - Ensure all unit tests run automatically with each code change 2. ð—•ð˜‚ð—¶ð—¹ð—± ð—”ð˜‚ð˜ð—¼ð—ºð—®ð˜ð—¶ð—¼ð—» Â Â Â - Automate your build process to create consistent, reproducible builds 3. ð—–ð—¼ð—±ð—² ð—–ð—¼ð˜ƒð—²ð—¿ð—®ð—´ð—² ð—–ð—µð—²ð—°ð—¸ ð—”ð˜‚ð˜ð—¼ð—ºð—®ð˜ð—¶ð—¼ð—» Â Â Â - Automatically measure and report on code coverage for each build 4. ð—–ð—¼ð—±ð—² ð—¤ð˜‚ð—®ð—¹ð—¶ð˜ð˜† ð—–ð—µð—²ð—°ð—¸ ð—”ð˜‚ð˜ð—¼ð—ºð—®ð˜ð—¶ð—¼ð—» Â Â Â - Implement automated code quality checks to maintain high standards 5. ð—¦ð—²ð—°ð˜‚ð—¿ð—¶ð˜ð˜† ð—¦ð—°ð—®ð—»ð—»ð—¶ð—»ð—´ ð—”ð˜‚ð˜ð—¼ð—ºð—®ð˜ð—¶ð—¼ð—» Â Â Â - Integrate automated security scans to catch vulnerabilities early 6. ð—”ð˜‚ð˜ð—¼ð—ºð—®ð˜ð—²ð—± ð——ð—²ð—½ð—¹ð—¼ð˜†ð—ºð—²ð—»ð˜ð˜€ ð˜„ð—¶ð˜ð—µ ð—šð—®ð˜ð—¶ð—»ð—´ Â Â Â - Set up automated deployments with quality gates to ensure only validated code reaches production 7. ð—™ð—²ð—²ð—±ð—¯ð—®ð—°ð—¸ ð—”ð˜‚ð˜ð—¼ð—ºð—®ð˜ð—¶ð—¼ð—» ð˜ð—¼ ð—£ð—¿ð—¼ð—±ð˜‚ð—°ð˜ð—¶ð—¼ð—» ð—§ð—²ð—®ð—ºð˜€ Â Â Â - Establish automated feedback loops to keep production teams informed 8. ð—•ð—¶ð—»ð—®ð—¿ð˜† ð—¦ð˜ð—¼ð—¿ð—®ð—´ð—² ð—”ð˜‚ð˜ð—¼ð—ºð—®ð˜ð—¶ð—¼ð—» ð—¶ð—»ð˜ð—¼ ð—¥ð—²ð—½ð—¼ ð— ð—®ð—»ð—®ð—´ð—²ð—¿ Â Â Â - Automate the storage of build artifacts in a repository manager 9. ð—œð—»ð—³ð—¿ð—®ð˜€ð˜ð—¿ð˜‚ð—°ð˜ð˜‚ð—¿ð—² ð—¦ð—²ð˜ð˜‚ð—½ ð—”ð˜‚ð˜ð—¼ð—ºð—®ð˜ð—¶ð—¼ð—» Â Â Â - Implement Infrastructure as Code (IaC) to automate environment setups Pro Tips for CI/CD Success - ð—–ð—¼ð—»ð˜ð—¶ð—»ð˜‚ð—¼ð˜‚ð˜€ ð—Ÿð—²ð—®ð—¿ð—»ð—¶ð—»ð—´: Stay updated with the latest CI/CD tools and best practices - ð— ð—²ð˜ð—¿ð—¶ð—°ð˜€ ð— ð—®ð˜ð˜ð—²ð—¿: Track key performance indicators (KPIs) to measure the impact of your CI/CD implementation - ð—œð˜ð—²ð—¿ð—®ð˜ð—² ð—®ð—»ð—± ð—œð—ºð—½ð—¿ð—¼ð˜ƒð—²: Regularly review and refine your CI/CD pipeline based on team feedback and changing project needs How has implementing CI/CD transformed your development process? What challenges did you face, and how did you overcome them?

35 Comments

Catherine McDonald

Leadership Development & Lean Coach| LinkedIn Top Voice â€™24, â€™25 & 26â€™| Co-Host of Lean Solutions Podcast | Systemic Practitioner in Leadership & Change | Founder, MCD Consulting

78,113 followers 1y

The step between strategy and execution is alignmentâ€”and itâ€™s often the biggest barrier to progress! Most people assume misalignment in teams comes from: 1. Lack of Clear Strategy â€“ Thinking the big-picture vision isnâ€™t clear enough. 2. Poor Leadership â€“ Believing leaders arenâ€™t providing direction or making decisions fast enough. 3. Skill Gaps â€“ Assuming the team just doesnâ€™t have the right expertise. 4. Resistance to Change â€“ Thinking people just donâ€™t want to adapt or improve. 5. Silos & Office Politics â€“ Blaming departments not working together or personal agendas getting in the way. BUT... Misalignment in organizations is really the accumulation of small, daily disconnects.... ...small, unnoticed misinterpretations, unclear priorities, and assumptions that compound over time. HOWEVER... a short daily huddle can close those disconnects before they turn into real problems." Yep- a SHORT daily meeting a day with your staff team can make a BIG difference to communication, collaboration and productivity. To me, it is the most important of all meetings. It's an opportunity for the team to follow-up on yesterdays progress, today's priorities and potential roadblocks. Most companies will have their daily huddle at the start of the day- this is a great idea because it helps individuals to start the day with clarity and focus. (But do what works for you) A huddle a day also keeps waste at bay. It provides team members with the opportunity to highlight anything they need from someone else on the team, in order to do their work. It also allows them to understand the needs and priorities of other people on the team. So...it cuts out wastes like wastes like ðŸ’ emailing back and forth ðŸ’ waiting for answers ðŸ’ producing work before it's needed and ðŸ’ rework. It also reduces frustrations and unhealthy conflict! It works best when there is a short standard agenda and everyone adheres to the rules...including starting and ending on time. Another useful practice is to go around the room and ensure everyone speaks up and talks about their 'intentions and issues' - everyone gets one minute to speak. Actions can be agreed to follow up on any sticky issues after the huddle. All of this increases accountability and gives the team the opportunity to ensure that they are working productively together- even when they are not physically in the same space. Finally, make your huddle a positive, upbeat space. Don't overdo the formalities but do find ways to incorporate your vision and values into your daily huddle. Remind people what you are all here for....bring it back to the impact you have on people's lives. And of course...show appreciation for each other's efforts. If you want to learn more, here's a short micro-learning video on how to implement a daily huddle: https://lnkd.in/etzj6kC8 For best results, watch with your team and agree follow-up actions! (Don't forget to subscribe ðŸ˜‰ðŸ™)

Catherine McDonald

Leadership Development & Lean Coach| LinkedIn Top Voice â€™24, â€™25 & 26â€™| Co-Host of Lean Solutions Podcast | Systemic Practitioner in Leadership & Change | Founder, MCD Consulting

The step between strategy and execution is alignmentâ€”and itâ€™s often the biggest barrier to progress! Most people assume misalignment in teams comes from: 1. Lack of Clear Strategy â€“ Thinking the big-picture vision isnâ€™t clear enough. 2. Poor Leadership â€“ Believing leaders arenâ€™t providing direction or making decisions fast enough. 3. Skill Gaps â€“ Assuming the team just doesnâ€™t have the right expertise. 4. Resistance to Change â€“ Thinking people just donâ€™t want to adapt or improve. 5. Silos & Office Politics â€“ Blaming departments not working together or personal agendas getting in the way. BUT... Misalignment in organizations is really the accumulation of small, daily disconnects.... ...small, unnoticed misinterpretations, unclear priorities, and assumptions that compound over time. HOWEVER... a short daily huddle can close those disconnects before they turn into real problems." Yep- a SHORT daily meeting a day with your staff team can make a BIG difference to communication, collaboration and productivity. To me, it is the most important of all meetings. It's an opportunity for the team to follow-up on yesterdays progress, today's priorities and potential roadblocks. Most companies will have their daily huddle at the start of the day- this is a great idea because it helps individuals to start the day with clarity and focus. (But do what works for you) A huddle a day also keeps waste at bay. It provides team members with the opportunity to highlight anything they need from someone else on the team, in order to do their work. It also allows them to understand the needs and priorities of other people on the team. So...it cuts out wastes like wastes like ðŸ’ emailing back and forth ðŸ’ waiting for answers ðŸ’ producing work before it's needed and ðŸ’ rework. It also reduces frustrations and unhealthy conflict! It works best when there is a short standard agenda and everyone adheres to the rules...including starting and ending on time. Another useful practice is to go around the room and ensure everyone speaks up and talks about their 'intentions and issues' - everyone gets one minute to speak. Actions can be agreed to follow up on any sticky issues after the huddle. All of this increases accountability and gives the team the opportunity to ensure that they are working productively together- even when they are not physically in the same space. Finally, make your huddle a positive, upbeat space. Don't overdo the formalities but do find ways to incorporate your vision and values into your daily huddle. Remind people what you are all here for....bring it back to the impact you have on people's lives. And of course...show appreciation for each other's efforts. If you want to learn more, here's a short micro-learning video on how to implement a daily huddle: https://lnkd.in/etzj6kC8 For best results, watch with your team and agree follow-up actions! (Don't forget to subscribe ðŸ˜‰ðŸ™)

100 Comments

Vitaly Friedman

Practical insights for better UX â€¢ Running â€œMeasure UXâ€ and â€œDesign Patterns For AIâ€ â€¢ Founder of SmashingMag â€¢ Speaker â€¢ Loves writing, checklists and running workshops on UX. ðŸ£

222,410 followers 1y

What Does â€œPMâ€ Actually Mean? The difference between product managers, product owners and program managers? â†“ For a long time, I was utterly confused about the term â€œPMâ€, and the roles and responsibilities that go along with it. I would jump from one company to another with wrong assumptions and expectations â€” until Iâ€™ve noticed that companies often defineÂ the role of a â€œPMâ€ very differently.Â So I would gently navigate around and try to subtly figure out their exact tasks. Until I stumbled upon what is probably the clearest definition Iâ€™ve seen so far in â€œBuildâ€, a wonderful book by Tony Fadell: â†’ PRODUCT Managers are the voice of the customer. Their focus and responsibility is to figure out where customers are unhappy, what product should do, create the description of how it will work, and the facts they want customers to understand. To achieve it, they work with every part of the business â€” from engineering to finance. â†’ PROJECT Managers are the voice of the project. They coordinate tasks, meetings and assets to enable individual projects to get done in time. â†’ PROGRAM Managers supervise groups of projects and project managers, facilitate process and make sure all projects across teams get done in time. â†’ PRODUCT Owners work mostly with the development team to prioritize the product backlog and create user stories. In some way, they dictate what will and what will not make it into the product. (Which is something that actually should be done together *with* the team, rather than *for* them.) Most teams assume that PMs are product managers, and often POs and PMs are seen as the same role â€”Â and sometimes they are, but often they arenâ€™t. So when I hear the abbreviation appearing in a conversation, I instinctively ask specifically what we mean there. Program managers are not the managers of product managers. Project managers arenâ€™t managed by program managers, but they do report their progress, as program managers coordinate projects across teams. And most importantly: donâ€™t assume a specific set of skills and responsibilities from a PM role alone â€”Â they are often shaped and adjusted by a PM, their expertise, experience, skills and interests. So ask and double check to avoid misunderstanding down the line. #ux #design

Vitaly Friedman

Practical insights for better UX â€¢ Running â€œMeasure UXâ€ and â€œDesign Patterns For AIâ€ â€¢ Founder of SmashingMag â€¢ Speaker â€¢ Loves writing, checklists and running workshops on UX. ðŸ£

What Does â€œPMâ€ Actually Mean? The difference between product managers, product owners and program managers? â†“ For a long time, I was utterly confused about the term â€œPMâ€, and the roles and responsibilities that go along with it. I would jump from one company to another with wrong assumptions and expectations â€” until Iâ€™ve noticed that companies often defineÂ the role of a â€œPMâ€ very differently.Â So I would gently navigate around and try to subtly figure out their exact tasks. Until I stumbled upon what is probably the clearest definition Iâ€™ve seen so far in â€œBuildâ€, a wonderful book by Tony Fadell: â†’ PRODUCT Managers are the voice of the customer. Their focus and responsibility is to figure out where customers are unhappy, what product should do, create the description of how it will work, and the facts they want customers to understand. To achieve it, they work with every part of the business â€” from engineering to finance. â†’ PROJECT Managers are the voice of the project. They coordinate tasks, meetings and assets to enable individual projects to get done in time. â†’ PROGRAM Managers supervise groups of projects and project managers, facilitate process and make sure all projects across teams get done in time. â†’ PRODUCT Owners work mostly with the development team to prioritize the product backlog and create user stories. In some way, they dictate what will and what will not make it into the product. (Which is something that actually should be done together *with* the team, rather than *for* them.) Most teams assume that PMs are product managers, and often POs and PMs are seen as the same role â€”Â and sometimes they are, but often they arenâ€™t. So when I hear the abbreviation appearing in a conversation, I instinctively ask specifically what we mean there. Program managers are not the managers of product managers. Project managers arenâ€™t managed by program managers, but they do report their progress, as program managers coordinate projects across teams. And most importantly: donâ€™t assume a specific set of skills and responsibilities from a PM role alone â€”Â they are often shaped and adjusted by a PM, their expertise, experience, skills and interests. So ask and double check to avoid misunderstanding down the line. #ux #design

10 Comments

Praveen Singh (CSM , PMP)

Project Manager

2,298 followers 1y

Scrum Master Interview Question What is Capacity planning in Scrum and how to calculate? Capacity Planning in Agile is the process of determining the amount of work a team can handle during a sprint or iteration. In Agile methodologies, particularly Scrum, it helps teams plan and forecast their work while ensuring that they donâ€™t overcommit or under-deliver. Agile teams focus on being adaptable, so capacity planning isn't about rigid long-term projectionsÂ but instead about aligning work with available resources, team skills, and any potential disruptions. Sprint duration: 15 days (3-week sprint). Available hours per day for each developer: 6.5 hours (80% of 8 hours/day). Total available hours for the sprint: 591.5 hours. Maximum available hours (if everyone was available the entire sprint): 682.5 hours. Average velocity over the last three sprints: 35 story points. Available hours for the upcoming sprint: 591.5 hours. Step 1: Understanding Team Capacity The maximum hours if resources are available for the entire 15 days is 682.5 hours. But the actual available hours in the upcoming sprint is 591.5 hours. Step 2: Adjusting Velocity Based on Available Hours The average velocity from the last three sprints was 35 story points when the team had 682.5 hours available. Now, we need to adjust this velocity based on the available hours for the upcoming sprint, which is 591.5 hours. We can use the following formula to calculate the proportional velocity for the upcoming sprint: AdjustedÂ Velocity=(AvailableÂ HoursÂ forÂ UpcomingÂ Sprint / MaximumÂ AvailableÂ Hours)Ã—AverageÂ Velocity Plugging in the values: AdjustedÂ Velocity=(591.5 / 682.5)Ã—35 = 30 Step 3: Conclusion Based on the available 591.5 hours, the team can realistically plan for around 30 story points in the upcoming sprint, considering their historical velocity and current capacity.

Praveen Singh (CSM , PMP)

Project Manager

Scrum Master Interview Question What is Capacity planning in Scrum and how to calculate? Capacity Planning in Agile is the process of determining the amount of work a team can handle during a sprint or iteration. In Agile methodologies, particularly Scrum, it helps teams plan and forecast their work while ensuring that they donâ€™t overcommit or under-deliver. Agile teams focus on being adaptable, so capacity planning isn't about rigid long-term projectionsÂ but instead about aligning work with available resources, team skills, and any potential disruptions. Sprint duration: 15 days (3-week sprint). Available hours per day for each developer: 6.5 hours (80% of 8 hours/day). Total available hours for the sprint: 591.5 hours. Maximum available hours (if everyone was available the entire sprint): 682.5 hours. Average velocity over the last three sprints: 35 story points. Available hours for the upcoming sprint: 591.5 hours. Step 1: Understanding Team Capacity The maximum hours if resources are available for the entire 15 days is 682.5 hours. But the actual available hours in the upcoming sprint is 591.5 hours. Step 2: Adjusting Velocity Based on Available Hours The average velocity from the last three sprints was 35 story points when the team had 682.5 hours available. Now, we need to adjust this velocity based on the available hours for the upcoming sprint, which is 591.5 hours. We can use the following formula to calculate the proportional velocity for the upcoming sprint: AdjustedÂ Velocity=(AvailableÂ HoursÂ forÂ UpcomingÂ Sprint / MaximumÂ AvailableÂ Hours)Ã—AverageÂ Velocity Plugging in the values: AdjustedÂ Velocity=(591.5 / 682.5)Ã—35 = 30 Step 3: Conclusion Based on the available 591.5 hours, the team can realistically plan for around 30 story points in the upcoming sprint, considering their historical velocity and current capacity.

124 Comments

Preeth Pandalay

Helping Agile leaders and teams make better decisions in the age of AI | Trainer & Advisor

14,493 followers 7mo

Scrum Masters â€” if your metrics don't reflect customer reality, you're not measuring progress. You're optimizing the illusion of it. Scrum teams don't get paid to move tickets. They get paid to move the needle. Yet most Scrum Masters still obsess over: ðŸ“Š Stories Planned vs. Stories Delivered ðŸ“ˆ Velocity trends ðŸ Burndown charts All of which tell us how busy we are. But not whether we made anything better. ðŸ›‘ Velocity target: 100 â€” met. ðŸ›‘ Dashboard: glowing green. ðŸ›‘ Team: feeling accomplished. ðŸ›‘ Users: Still stuck. So, your team didn't fail the sprint. But the sprint failed the customer. Here's how I think about it instead: âœ… Output = Features shipped, code deployed, hours logged âœ… Outcome = A real user can now do something they couldn't before âœ… Impact = The organization gains when that outcome drives satisfaction, loyalty, or revenue Here's the difference: ðŸš« "We completed 48 story points this sprint." (Output) âœ… "80% of users now complete onboarding in under 2 minutes." (Outcome) ðŸ“ˆ "Conversion rates for new users increased by 12%." (Impact) ðŸš« "We released 6 new dashboard widgets." (Output) âœ… "Customers are now identifying spending anomalies 40% faster." (Outcome) ðŸ“ˆ "This reduced churn in premium accounts by 18%." (Impact) Scrum without outcome thinking is just sophisticated busyness. ðŸ‘‰ Shift your sprint goals from "story done" to "delivered value." ðŸ‘‰ Measure what users gain, not what you give. ðŸ‘‰ Track progress based on real change not performance theater. Busy teams burn out.â€¨Value-focused teams win. #ReTHINKscrum #ScrumMastery Agilemania Agilemania Malaysia

7 Comments

Scott Harrison

Chief Talent Officer | TA Operating Model Design, Scale & Stabilisation | Workforce Systems Leader | EQ-i 2.0 Practitioner

9,489 followers 8mo

This took me 6 years to learn, I'll teach it to you in 2 minutes: Â How to turn redlining from a war zone into a 48-hour sprint. Â Iâ€™m not a lawyer. Â But Iâ€™ve spent 25+ years coaching legal teams through one of their biggest sources of friction: Â Redlining. Â Itâ€™s rarely about the contract itself. Itâ€™s about the "mindset" around it. Â Hereâ€™s what Iâ€™ve seen: Â â†’ Legal vs Procurement = battle of egos â†’ Comments get weaponized instead of clarified â†’ â€œProtect the businessâ€ becomes â€œprotect my editsâ€ Â This is what I call Redlining Paralysis. Â The contract sits in limbo, not because of complexity, but because the negotiation was never aligned to begin with. Â Hereâ€™s what the fastest teams I coach do: Â âœ… Run a 15-minute alignment call before touching the doc Â â†’ Legal, procurement, and business define: Â - Whatâ€™s actually flexible - Whatâ€™s a no-go - Who decides if thereâ€™s conflict Â âœ… Use a simple 3-color tag system inside the contract Â â†’ Green = Good to go â†’ Yellow = Can accept if needed â†’ Red = Needs legal review or leadership input Â Just add a comment: Â â€œTagged RED â€“ this exposes us to uncapped liability.â€ â€œTagged YELLOW â€“ check with finance if we can absorb this.â€ Â This tells everyone what matters. No guessing, no bottlenecks. Â âœ… Send the first round of edits with human explanations Â â†’ Instead of legalese, just say: Â â€œFlagged this clause because weâ€™ve had issues in the past. Would you consider X instead?â€ Â The goal? Donâ€™t just redline the words. Negotiate the meaning behind them. Â Â Legal teams: Â What section always slows you down? Indemnity? Jurisdiction? Â Drop it below â€” Iâ€™ll share what Iâ€™ve seen work in fast-moving negotiations. Â ---------------- Hi, Iâ€™m Scott Harrison and I help executive and leaders master negotiation & communication in high-pressure, high-stakes situations.Â - ICF Coach and EQ-i Practitioner - 24 yrs | 44 countries | 150+ clientsÂ Â - Negotiation | Conflict resolution | Closing deals ðŸ“© DM me or book a discovery call (link in the Featured section)

Scott Harrison

Chief Talent Officer | TA Operating Model Design, Scale & Stabilisation | Workforce Systems Leader | EQ-i 2.0 Practitioner

This took me 6 years to learn, I'll teach it to you in 2 minutes: Â How to turn redlining from a war zone into a 48-hour sprint. Â Iâ€™m not a lawyer. Â But Iâ€™ve spent 25+ years coaching legal teams through one of their biggest sources of friction: Â Redlining. Â Itâ€™s rarely about the contract itself. Itâ€™s about the "mindset" around it. Â Hereâ€™s what Iâ€™ve seen: Â â†’ Legal vs Procurement = battle of egos â†’ Comments get weaponized instead of clarified â†’ â€œProtect the businessâ€ becomes â€œprotect my editsâ€ Â This is what I call Redlining Paralysis. Â The contract sits in limbo, not because of complexity, but because the negotiation was never aligned to begin with. Â Hereâ€™s what the fastest teams I coach do: Â âœ… Run a 15-minute alignment call before touching the doc Â â†’ Legal, procurement, and business define: Â - Whatâ€™s actually flexible - Whatâ€™s a no-go - Who decides if thereâ€™s conflict Â âœ… Use a simple 3-color tag system inside the contract Â â†’ Green = Good to go â†’ Yellow = Can accept if needed â†’ Red = Needs legal review or leadership input Â Just add a comment: Â â€œTagged RED â€“ this exposes us to uncapped liability.â€ â€œTagged YELLOW â€“ check with finance if we can absorb this.â€ Â This tells everyone what matters. No guessing, no bottlenecks. Â âœ… Send the first round of edits with human explanations Â â†’ Instead of legalese, just say: Â â€œFlagged this clause because weâ€™ve had issues in the past. Would you consider X instead?â€ Â The goal? Donâ€™t just redline the words. Negotiate the meaning behind them. Â Â Legal teams: Â What section always slows you down? Indemnity? Jurisdiction? Â Drop it below â€” Iâ€™ll share what Iâ€™ve seen work in fast-moving negotiations. Â ---------------- Hi, Iâ€™m Scott Harrison and I help executive and leaders master negotiation & communication in high-pressure, high-stakes situations.Â - ICF Coach and EQ-i Practitioner - 24 yrs | 44 countries | 150+ clientsÂ Â - Negotiation | Conflict resolution | Closing deals ðŸ“© DM me or book a discovery call (link in the Featured section)

43 Comments

Denis ÄŒahuk

Stop firefighting. Start leading. I help engineering leaders become strategic technologists that build teams who ship on time and without stress. Engineering Expert â€¢ Coach â€¢ XPer â€¢ SuperDadâ„¢ â€¢ Author â€¢ Speaker

9,671 followers 11mo

â€œYesterday I worked on X. Today Iâ€™ll work on Y. No blockers.â€ Translation: â€œWeâ€™re filling airtime, not moving work forward.â€ If this sounds like your daily standup, you donâ€™t have a delivery team. You have a synchronized reporting ritual. ðŸ›‘ Status updates belong in your tools. ðŸš€ Standups are for removing friction â€” fast. Your job as a leader isnâ€™t to quiz people on what they did. Itâ€™s to surface blockers, enable flow, and keep focus sharp. Hereâ€™s what real standup follow-ups sound like: â€œ...and we deployed, but no oneâ€™s using it. Kill it?â€ â€œ...ran into unexpected complexity. Iâ€™m rewriting a smaller slice. Is that okay?â€ â€œ...got stuck. Pairing helped, but now weâ€™re both late. Abort or adapt?â€ Those are the conversations that change the work. Want better standups? ðŸ”¥ Ban status updates. ðŸ”¥ Focus on friction. ðŸ”¥ Lead for momentum. Whatâ€™s one blocker you cleared in a standup that saved your week? P.S. In case you're wondering what to do when there's no blockers: You can skip the standup.

Denis ÄŒahuk

Stop firefighting. Start leading. I help engineering leaders become strategic technologists that build teams who ship on time and without stress. Engineering Expert â€¢ Coach â€¢ XPer â€¢ SuperDadâ„¢ â€¢ Author â€¢ Speaker

â€œYesterday I worked on X. Today Iâ€™ll work on Y. No blockers.â€ Translation: â€œWeâ€™re filling airtime, not moving work forward.â€ If this sounds like your daily standup, you donâ€™t have a delivery team. You have a synchronized reporting ritual. ðŸ›‘ Status updates belong in your tools. ðŸš€ Standups are for removing friction â€” fast. Your job as a leader isnâ€™t to quiz people on what they did. Itâ€™s to surface blockers, enable flow, and keep focus sharp. Hereâ€™s what real standup follow-ups sound like: â€œ...and we deployed, but no oneâ€™s using it. Kill it?â€ â€œ...ran into unexpected complexity. Iâ€™m rewriting a smaller slice. Is that okay?â€ â€œ...got stuck. Pairing helped, but now weâ€™re both late. Abort or adapt?â€ Those are the conversations that change the work. Want better standups? ðŸ”¥ Ban status updates. ðŸ”¥ Focus on friction. ðŸ”¥ Lead for momentum. Whatâ€™s one blocker you cleared in a standup that saved your week? P.S. In case you're wondering what to do when there's no blockers: You can skip the standup.

6 Comments

Yanuar Kurniawan

HR & People Leader | Change & Adoption | Talent & Leadership Development, Org & Culture, Workforce Strategy | Partnering with C-level to drive business performance through people

36,290 followers 4mo

BEYOND MODERATION - THE HIDDEN POWER OF FACILITATION Facilitators matter more than most people realize. In every workshop, sprint, and strategic conversation, they quietly turn talk into tractionâ€”designing flow, building psychological safety, and steering diverse voices toward a shared outcome. Because great facilitation feels effortless, its impact is often underrated. Yet when stakes are high and complexity rises, a skilled facilitator is the multiplier that transforms ideas into decisions and momentum into results. ðŸŽ¯ DESIGNER - Great facilitation starts with intentional design. Map the flow of the workshop or discussion with crystal-clear outcomes. When you know where youâ€™re headed, you can confidently animate the session, guide transitions, and keep everyone aligned. âš¡ ENERGIZER - Read the room and manage energy in real time. Build trust and comfort with timely breaks, quick icebreakers, and inclusive prompts. When energy dips, reset; when momentum rises, harness it. Your presence sets the tone for participation. ðŸŽ» CONDUCTOR - Facilitation is orchestration. Ensure everyone knows what to do, how to contribute, and where to focus. Guard against tangents, surface the core questions, and gently steer the group back to the intended outcome. â±ï¸ TIMEKEEPER - Time is the constraint that sharpens thinking. Listen actively, paraphrase to clarify, and interrupt with care. Adapt on the fly in agile environments so discussions stay effective, efficient, and outcome-driven. âœ¨ CATALYST - Your energy is contagious . Show up positive, grounded, and healthy. If you bring light, the room brightens; if you bring clouds, the mood follows. Protect your mindsetâ€”itâ€™s a strategic asset. ðŸ’¡TIPS to be a great facilitator: Be positive and confident; Prepare deeply, then stay flexible; Design clear outcomes and guardrails; Listen actively and paraphrase often; Invite quieter voices and balance dominant ones; Use pauses, breaks, and icebreakers wisely; Keep discussions outcome-focused; Manage time with compassion and firmness; Read the room and adapt; Practice, practice, then practice again. ðŸ’ª #Facilitation #HR #Leadership #Workshops #EmployeeEngagement #Agile #Communication #SoftSkills #MeetingDesign #PeopleOps #Moderator #TeamDynamics #PsychologicalSafety #DecisionMaking

Yanuar Kurniawan

HR & People Leader | Change & Adoption | Talent & Leadership Development, Org & Culture, Workforce Strategy | Partnering with C-level to drive business performance through people

BEYOND MODERATION - THE HIDDEN POWER OF FACILITATION Facilitators matter more than most people realize. In every workshop, sprint, and strategic conversation, they quietly turn talk into tractionâ€”designing flow, building psychological safety, and steering diverse voices toward a shared outcome. Because great facilitation feels effortless, its impact is often underrated. Yet when stakes are high and complexity rises, a skilled facilitator is the multiplier that transforms ideas into decisions and momentum into results. ðŸŽ¯ DESIGNER - Great facilitation starts with intentional design. Map the flow of the workshop or discussion with crystal-clear outcomes. When you know where youâ€™re headed, you can confidently animate the session, guide transitions, and keep everyone aligned. âš¡ ENERGIZER - Read the room and manage energy in real time. Build trust and comfort with timely breaks, quick icebreakers, and inclusive prompts. When energy dips, reset; when momentum rises, harness it. Your presence sets the tone for participation. ðŸŽ» CONDUCTOR - Facilitation is orchestration. Ensure everyone knows what to do, how to contribute, and where to focus. Guard against tangents, surface the core questions, and gently steer the group back to the intended outcome. â±ï¸ TIMEKEEPER - Time is the constraint that sharpens thinking. Listen actively, paraphrase to clarify, and interrupt with care. Adapt on the fly in agile environments so discussions stay effective, efficient, and outcome-driven. âœ¨ CATALYST - Your energy is contagious . Show up positive, grounded, and healthy. If you bring light, the room brightens; if you bring clouds, the mood follows. Protect your mindsetâ€”itâ€™s a strategic asset. ðŸ’¡TIPS to be a great facilitator: Be positive and confident; Prepare deeply, then stay flexible; Design clear outcomes and guardrails; Listen actively and paraphrase often; Invite quieter voices and balance dominant ones; Use pauses, breaks, and icebreakers wisely; Keep discussions outcome-focused; Manage time with compassion and firmness; Read the room and adapt; Practice, practice, then practice again. ðŸ’ª #Facilitation #HR #Leadership #Workshops #EmployeeEngagement #Agile #Communication #SoftSkills #MeetingDesign #PeopleOps #Moderator #TeamDynamics #PsychologicalSafety #DecisionMaking

7 Comments

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