From then on$,$ Prem took a more active role in daily Scrum meetings, often having the final say as to the work agenda for that day. The meetings took on a different tone as members waited for Prem to speak first. Isaac was absent from the project room during this time, as he was visiting sites that would be using the new software. Still, features were being page $588$completed and Kendra was happy with the progress. Then one day Isaac showed up at the morning Scrum meeting. He had just gotten back and had fresh information he wanted to introduce into the project. He had rewritten the product log and added several new high$-$priority features and eliminated a few of the features that the team had been working on$.$ He wanted the team to shift their efforts and complete the new features by the end of the sprint.

The team was shocked because one of the principles they had been taught is that you don$$t change course midway through a sprint. Prem did his best to explain this to Isaac, but he was insistent. He kept saying that these changes had to be made; otherwise, much of the sprint output would be a waste of time. He kept repeating that the team needed to be flexible. $$After all, isn$$t that what the Agile approach is all about?$$ The meeting came to an impasse until Prem came forward with a compromise. The team would agree to do the new work, but the sprint needed to be extended by two weeks. Everyone agreed and Kendra went back to work.

Up until the end of the second sprint, Prem continued to direct project work. When it came for the sprint review meeting, four of the five new features were completed as well as most of the original features. However, the feature demonstrations did not go well. Isaac and several of the end users that were present were critical of the user friendliness of several of the completed features. Kendra and other team members defended their work by saying, $$Why didn$$t you tell us you wanted it to perform that way?$$ Prem did his best to keep the meeting under control, but the team had little to say when an important feature simply did not work. In the end, only half of the features were accepted as being done.

Kendra walked out of the sprint review discouraged. Tomorrow morning was the sprint retrospective meeting. She had a lot on her mind but wasn$$t sure what she should say or how to say it at the meeting.

How well is Scrum working?

What are the issues confronting the Big Foot project?

Assume you are Kendra. What would you want to say at the retrospective? How would you say it$?$

What improvements or changes need to be made?