(Professional Expertise Distilled) Stacia Viscardi - The Professional Scrum Masters Handbook-Packt Publishi-151

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The End? Improving Product and Process One Bite at a Time
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Prioritize and assign action items
Evolution doesn't happen overnight and neither do improvements for a Scrum 
team. That is why it is imperative that the team members prioritize the actions that 
they would like to take to improve life for the next sprint. Bite-size pieces, if you 
will. Action items should have owners and due dates, which may simply be "by 
end of sprint 7". The following table shows some common problems and one team's 
solutions (your team's solutions may differ):
Problems Solutions
Definition of Done isn't clear; we 
thought we finished all of our 
sprint work but didn't get points 
for three stories in sprint review
Define done and enforce it; answer "how do we 
know when a story is finished?" (ScrumMaster will 
put it on the team wall after meeting today). Check 
in every day or so to remind each other of the 
Definition of Done.
We plan for engineering work 
and builds but not testing and 
bug-fixing time
Deploy to the development branch daily so that 
testing can happen early and continuously.
Notify team of check-ins so that everyone on the 
team knows what's ready for testing (our tool can 
be configured for notifications; in the meantime, 
Katie (a Scrum team member) will update the team 
twice per day when new code has been merged. 
Bob (another Scrum team member) will configure 
the tool to send automatic notifications by next 
Friday.
We run out of time in the sprint 
because we have to fix production 
issues
Plan 60 percent of the Scrum capacity for new 
work, 40 percent for production support. Commit 
to less (whole team can do this starting with 
tomorrow's sprint planning meeting).
Make REAL action items
I like teams to express action items in terms of REAL. REAL action items are 
first, realistic. They are achievable, earthly endeavors. Real in this context means 
down-to-earth tasks that a team can achieve. No pie in the sky. A team can estimate 
how much time it will take to finish the action item. Will it be done by the end of 
the next sprint, or will it take six months? For example, setting up, configuring, and 
training everyone on Jenkins for continuous integration might be a longer-term 
action item, while keeping the daily scrum meeting to 15 minutes is instantaneous. 
A person or team can actually do REAL action items; the team can assign a member 
to shepherd its completion. Finally, we can learn from REAL action items and share 
that learning with the rest of the team.
	Chapter 5: The End? Improving 
Product and Process 
One Bite at a Time
	Sprint retrospective – inspecting and adapting processes and teamwork
	Unearthing information for improvement
	Prioritize and assign action items
	Make REAL action items