From "whoever yelled loudest" to work the team could finish
Two current customer interviews describe how a shared work surface helped a manager and Scrum Master align priorities, see blockers, support the team, and give customers a traceable account of requested work.
The team was busy, but work did not feel finishable.
When Tony Fullen became manager of Baptist Health's web development team, he found little shared structure. Priorities were often set by whoever pressed hardest, and they could change in the middle of a project. The result was not simply a messy task list. Team members felt they were never really finishing anything.
Tony introduced ScrumDo as the visible board and tracking surface for the team's Agile cadence. The board did not decide what mattered. It gave the team a common place to make those decisions, prioritize each sprint, see progress, and finish work before moving on.
What changed"The best feeling of accomplishment that I've had in my 15-year career."
Leadership could help at the point where work became difficult.
A visible board gave Tony a current account of what the team was doing and enough context to report upward without assembling a separate status deck. More importantly, both Tony and Chris could see blockers and patterns of struggle across sprints. Their role was not to watch people more closely. It was to notice where help was needed and remove the obstacle with the team.
That distinction is central to the first theme in these interviews. Visibility can become surveillance, or it can become practical support. Tony and Chris describe the latter: leaders using shared context to help people complete work, build confidence, and collaborate.
Customer valueA request became something the customer could reference.
Chris describes a second change in the relationship with customers. Instead of offering a vague assurance that the team was looking into an enhancement, the team could identify the specific card, explain whether it fit the current sprint or the next one, and give the customer a traceable reference. The value was not the card number by itself. It was a shared account of what had been heard, what the team had agreed to do, and what would happen next.
"We have transparency within the team, but we also have transparency with our customers."
Hear the manager and Scrum Master describe the work.
Both videos were published on July 11, 2026. The case study above synthesizes their accounts; the complete interviews remain available here for inspection.
Tony Fullen
Corporate IT Manager, Web Development
Open the source interview ↗What the interviews establish, and what ScrumDo supports now.
The testimony is specific to visible boards, sprint priorities, blockers, team support, and customer request traceability. The current platform keeps those capabilities and extends the same shared-work pattern without rewriting what these customers actually said.
Priorities and finished work
The team describes meaningful sprint priorities, visible progress, and the satisfaction of seeing work completed.
Blockers and leadership support
The manager and Scrum Master describe seeing blockers and helping the team remove them across sprints.
Customer request traceability
The team describes using a specific card reference to explain what was tracked and when it could be addressed.
Configurable rooms and planning
Team currently includes configurable rooms, custom workflows, sprint planning, Planning Poker, and visible completed work.
Blockers and dependencies
Teams can map blocked work, dependency links, and what can start now, keeping delivery risk close to the work.
Three customer participation paths
Current Team supports intake forms, anonymous story invitations, and invited customers who can track only their own cards.
Keep priorities, blockers, customer evidence, and finished work in one visible room.
Review the current Team plan or return to the full customer evidence collection.