There are plenty of failure possibilities with Scrum. Given that Scrum is a framework with a reasonable yet short “manual,” this effect should not surprise anyone. A classic discussion is whether it is appropriate that (line) managers attend the Retrospectives of the Scrum team. Probably, making their attendance a regular habit—or even a requirement—is not a good idea. However, what about managers that occasionally attend a Retrospective? Moreover, what if the (line) manager is also a team member?
Join me and delve into the how and when of managers attending Retrospectives in less than two minutes.
There are plenty of failure possibilities with Scrum. Given that Scrum is a framework with a reasonable yet short “manual,” this effect should not surprise anyone. One area that typically flies under the radar is improvements. While the Scrum Guide encourages addressing the most impactful ones as soon as possible, it is up to the Scrum team to figure out how to improve. One manifestation of this core team task we often encounter is picking unsmart improvements, though.
Join me and delve into the consequences of picking unsmart improvements as a Scrum Team in less than 90 seconds.
There are plenty of failure possibilities with Scrum. Given that Scrum is a framework with a reasonable yet short “manual,” this effect should not surprise anyone. One area where Scrum’s nature of being intentionally incomplete causes issues regularly is whether Scrum teams shall stick to the event schedule even if the team’s life is uneventful? For example, is skipping Retrospectives okay?
Join me and delve into the consequences of skipping Retrospectives in less than 90 seconds.
There are plenty of failure possibilities with Scrum. Given that Scrum is a framework with a reasonable yet short “manual,” this effect should not surprise anyone. Turning the Sprint Retrospective into a Blame Game Retrospective demonstrates a Scrum team’s lack of skills and professionalism.
Join me and explore the reasons and the consequences of this Sprint Retrospective anti-pattern in 83 seconds.
In their book Agile Retrospectives, Esther Derby and Diana Larsen popularized the idea that a Sprint Retrospect comprises five stages. The second stage refers to gathering data so that the Scrum Team can have data-informed Retrospectives.
As I have observed in practice, many Scrum Teams either limit the data gathering part of the Retrospective, thus lacking vital information. Or they invest too much time doing so, leaving little capacity to analyze the data and come to conclusions on how to best improve as a team.
Read on and learn how you can avoid falling victim to both scenarios by gathering data continuously and asynchronously.
TL; DR: A Remote Retrospective with a Distributed Team
We started this series on remote agile with looking into practices and tools, followed by exploring virtual Liberating Structures, how to master Zoom as well as common remote agile anti-patterns. This fifth article now dives into organizing a remote Retrospective with a distributed team: practices, tools, and lessons learned.
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