Scenario 1
Sprint Planning is stressful and many stories usually end up as incomplete or deferred.
This usually results in a low predictability of progress towards MVP, or reduced success with enhancements that are being sought to improve customer experiences and achieve business outcomes.
Backlogs are low on stories that meet Definition of Ready or are inadequately prioritized that disrupts the flow of sprint planning. Necessary IT updates and patches are also introduced into the sprints but sometimes not co-ordinated with work associated with strategic OKRs.
Scenario 2
IT continuously delivers the planned outputs in most sprints, but with inadequate outcomes.
This can result in outcomes that are not providing the customer experience and usually results in
delays due to re-work or future re-work after issues are detected in production.
Stories are rushed into sprints with little quality checks performed on Definition of Ready or context (the why). This impacts the ability of technical teams build satisfactory solutions.
Affect on the customer journey of the Product owner:
- Skepticism with the effectiveness of sprint planning and execution to the point that it impacts
innovation and critical fixes. - Unease with the overwhelm of developing backlog items that support desired value,
enable business goals and are achievable with the current state of product delivery maturity. - Concern that IT approach and Human Centered Design for product experiences are not aligned.
- Worry that product managers are not able to create backlog items that can make IT can consume.