Re: How to handle pressure fron product owners

Ron has some really good points above. I too am concerned that the PO
"discovered" a lack of value after the start of the sprint. Wasn't the PO
present in planning and in charge of the backlog from the outset?

In this situation I would ask for a story mapping session. If done well it
should ground and unite you on what needs to be done and how to prioritize
it.

If you aren't familiar with story mapping, it is not part of Scrum per se,
but fits it very nicely. Jeff Patton, the originator of the technique,
wrote a book about it, which is a good place to start. It's a really good
idea to have someone who has done it before there the first time you
attempt it.

On Monday, November 16, 2015, [email protected] [SCRUMDEVELOPMENT] <
[email protected]> wrote:

>
>
> Hi All, Good day.
> I am in between my Sprint n the team is fully functional. My product owner
> just found n informed that some of the user stories from the ongoing sprint
> might not add business value or r obsolete n wants the team to replace them
> with a new set of features which r not yet estimated. The team has already
> completed their coding n is now trying to integrate test it. How do v
> handle such scenarios or requests mid Sprint ? Should i accept these new
> features? My take would be to stop r minimize the obsolete features but
> continue with the remaining features of the Sprint without shortening the
> Sprint n later consider the new list for the next sprint? My po is very
> particular to replace them now itself. What is ur / scrum framework take
> here? There could b a discussion that if i continue with the current
> planned features, its a waste of effort n budget as v should anyways rework
> to include new features later. But if i agree to the changes now, i might
> be sending a wrong message which could become a practice to my po to
> request similar changes in future n my team might get demotivated. Kindly
> advise.
> 
>