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Problems experienced during sprints:

Communication & Collaboration

I often feel unsure what other team members are working on or how my work connects to theirs.

I sometimes feel alone or unsupported when trying to complete a story.

Stories tend to “belong” to individuals rather than being worked on collaboratively.

Work gets stuck waiting for a specific person to become available.

We rarely swarm to help finish stories near the end of the sprint.

Product Ownership & Direction

Questions about requirements or priorities often go unanswered for a long time.

Acceptance criteria are unclear or interpreted differently by different people.

We discover important details about a story only after we’ve started working on it.

It’s not always clear who can make final decisions about scope or priority.

Feedback on completed work is delayed or inconsistent.

Sprint Goals & Focus

I can’t clearly articulate the sprint goal or what success looks like.

The sprint contains many unrelated stories or themes.

It feels like we’re trying to do “a bit of everything” each sprint.

The sprint goal doesn’t help guide day-to-day decisions.

Planning, Progress & Adaptation

We notice that we’re behind schedule, but don’t change our approach.

Daily standups feel more like status reporting than problem-solving.

Stories remain “in progress” for most of the sprint.

Problems identified early in the sprint still exist at the end.

We frequently carry unfinished work into the next sprint.

Requirements & Scope Stability

User stories often lack enough detail to start confidently.

Requirements change after work has already begun.

New work is added during the sprint without removing something else.

Urgent requests regularly interrupt planned sprint work.

We feel pressure to accept changes even when capacity is already full.

Business & Technical Context

I don’t understand the business value behind some of the stories I work on.

It’s unclear how stories connect to larger epics or goals.

We frequently discover dependencies on external systems late.

Work is delayed because we lack knowledge of existing systems.

Technical constraints or risks are identified too late in the sprint.

Skills, Capacity & Velocity

It’s unclear how much work the team can realistically complete in a sprint.

Sprint commitments feel more like guesses than informed decisions.

We rely heavily on a small number of specialists.

We struggle to complete work when key people are unavailable.

The team’s delivery pace feels unpredictable.

Ownership, Motivation & Confidence

It feels risky to raise concerns about sprint feasibility.

Missed sprint goals feel discouraging rather than motivating.

We sometimes lower quality just to “get things done.”

Team members appear disengaged or just trying to get through the sprint.

There is little sense of shared ownership over sprint outcomes.

Interruptions & External Factors

External requests regularly disrupt sprint work.

Production issues or support work frequently derail plans.

We are expected to handle unplanned work without adjusting scope.

Stakeholders outside the team don’t seem aware of sprint boundaries.

Sustainability & Burnout

The team feels tired or worn down sprint after sprint.

Sprint failures feel repetitive rather than improving.

Retrospectives surface the same issues again and again.

There is growing frustration or cynicism about Scrum itself.

It feels like we are always “catching up” and never stabilizing.