Attend every Daily Scrum to answer functional Questions on the discussed Sprint Backlog items.
Update the work plan for the Development Team on a daily basis.
Work with the Development Team on Product Backlog refinement.
Create financial reporting upon the spent hours reported by the Development Team.
Collaborate with stakeholders, user communities, and product managers.
Cancel the Sprint.
Change the Sprint Goal.
Re-work the selected Product Backlog items with the Development Team to meet the Sprint Goal.
Skip Product Backlog refinement activities.
Inform management that more resources are needed.
Describing an Increment at the Sprint Planning and make sure that the Development Team delivers it by the end of the Sprint
Creating and sustaining a Product Backlog that maximizes value and represents the needs of the stakeholders
Refining the top-level Product Backlog items until they are ready to be handed over to the Development Team
Writing the User Stories, so they are understandable to stakeholders.
Not enough Product Backlog items are "Ready".
The Product Owner has not identified a Sprint Goal.
There is no acceptable reason. A new Sprint starts immediately after the conclusion of the previous Sprint.
The QA department needs more time to make the previous Increment “Done.”
The stakeholders are not happy with the value produced in the previous Sprint.
A fully refined Product Backlog
Formal budget approval to conduct another Sprint
A clear and non-negotiable Sprint Goal
A clear but negotiable business objective for the Sprint
Enough “Ready” Product Backlog to fill the Sprint
There are no such pre-conditions
Project Manager 2.0
A Product or Release burn-down chart
A Value burn-up chart
A Gantt chart
Any projective practice based on trends of work completed and upcoming work
A Sprint Review acceptance report