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A company is transitioning to Scrum. The approach taken is to Stan with a small project and a single Scrum team. Over the course of a year the rest of the company should transition, using a split-and-seed type of transition.

The first two experiments were very successful and the teams shared their excited stones with the entire company After the first two experiments with Scrum this was discontinued Although the employees enjoyed learning about Scrum this way management found it a waste of time Instead they focused on training the managers and getting the employees and managers into the right mindset To facilitate training they hired external Scrum Masters.

Although the start of the transition was received well the enthusiasm for Scrum quickly dampens. The transition ultimately fails.

What is the most likely reason that the transition did not work?

Scrum has cross-functional teams

What does this mean?

A Scrum team uses a Scrum board. They have recently introduced work-in-progress limits (WiP-limits) and blocker tickets to improve flow. The blocker tickets show on which tickets the Developers cannot currently work

The Product Owner walks past the Scrum board and sees a blocker ticket in the 'doing' column with a WiP-limit of 2 He suggests that the ticket affected is moved back to the waiting to be done' column so that another ticket can be worked on in the meantime

How should the Scrum Master respond to this suggestion?

When reviewing, the learn discovers that they have not estimated story 3 correctly In hindsight they should have estimated that user story as 8 story points What should the team do?

In a sprint planning meeting, me Product Owner selects the following user story from me product backlog to be estimated

As a system administrator I want to manage the access of users

The Developers argue that this might not be a good user story to estimate right now

What is the most likely reason the Developers would say this?