How do you involve everyone in Scrum sprint review and retrospective?

In my experience as a scrum master/agile coach I have seen the importance of trust and safe space to be a key factor in any form of cadence and communication. A team member/lead is spending time and effort to attend the cadence or forum so we have to ensure the presence of safe space,trust,opportunity to collaborate and transparency in follow up actions in respect to the ideas/observations given to be the key to ensure continual participation in these cadences and forum. They need to feel invested in the process.

Beauty of going Agile is, Scrum Team will be encouraged for speaking up with ideas, questions, concerns or mistakes. This breeds greater innovation, inclusive collaboration and a greater flow of ideas that can impact our products, people, and company.

1. Making sure that everone on the team is aware of the entire Sprint Backlog. People tend to stay silent on backlogs which they are not confident enough. 2. Reach out to the team a couple of days before & provide them directions & support in creating PPTs if needed, usage of phrases (With the closure of this backlog, our product is now PCIDSS Compliant etc which is cheeky to business). 3. For points raised during the meetings that can steer the discussion to a different direction, ask silent members open ended questions about their opinion. 4. For members who missed the meeting, casually reach out to them for their reason & share them the meeting recording & ask what do they think so that they feel involved & tries to join coming meetings.

1. Make everyone accountable, rotate the retro ceremony owners 2. Use of MIRO for sprint ceremonies has been a success story for myself, it is unique and much more interactive with the team. Keeps everyone engaged 3. Ensure that the Retro is more of a learning curve rather than a pointing mechanism for faults. This can be done by openly appreciating folks for their effort and delivery, focus on problems rather than the scrum team itself. 4. "YOU" can be an example for change as a Leader, guidance to junior peers to follow the right way to contribute to a retro session.

Share agendas and relevant materials beforehand to ensure everyone is informed. Use techniques like round-robin or anonymous feedback to engage all team members. Emphasize how each person's input contributes to team goals and improvement. Act on feedback and track progress to show that contributions are valued. Create a safe environment for honest communication and celebrate successes to maintain motivation.

I follow the following tricks and they beautifully work for our team. Always start with a little bit of small talk to ease the floor for serious conversation later. Impact of spoken words- just by changing a simple ‘you’ to a ‘we’ does miracles. Instead of putting a person under spotlight when results are needed simply asking how 'we' can ensure this issue is handled aptly, makes a huge difference. Introducing fun activities apart from work really helps, we added quarterly game sessions like Among Us, Two Lies and a Truth, and kahoot! etc. this enhanced our team bonding and worked as an icebreaker. I have seen teammates who were hesitant while participating in meetings got more comfortable after these activities.

Encouraging participation, whether in a classroom, within a team project, during a meeting, or in any group activity, is vital for fostering a sense of belonging, improving outcomes, and enhancing creativity. There are several effective strategies to encourage participation, including: creating a welcoming environment; establishing ground rules; using icebreakers; facilitating small group discussions; valuing each contribution; employing active listening; being patient and allowing time; and utilizing a variety of participation methods. By implementing these strategies, you can create a more engaging and participatory environment, which can lead to more productive and creative outcomes.

One of your key responsibilities as an Agile leader is to amplify the quiet voices. This is more than just looking for someone that is silent and asking them to speak up. In fact, putting someone on the spot like that could have significant impact on the psychological safety. Rather look for the quiet voices, body language that indicates that someone wants to speak, but is not able to. Then help them speak up. Amplify what is already present, do not inject. In some cases, you might come across people that have great ideas but are not comfortable speaking in public. Have 1:1 conversations with them, then present the idea in the group setting. Even the most introverted person would likely speak up when their idea is being discussed.

Using collaborative tools like Mentimeter is not enough, we have to let the participants to use the feature practically in a simulated environment.By doing this, everyone encourages to actively gather and discuss about the details

Involving everyone in scrum sprint review and retrospective meetings is essential for fostering collaboration, continuous improvement, and team engagement. From a professional standpoint, it's crucial to create an inclusive environment where all team members feel valued and empowered to contribute their insights and feedback. One key strategy is to set clear expectations and guidelines for participation, emphasizing the importance of active involvement and constructive input from every team member. This can be achieved through pre-meeting communication, where team members are briefed on the agenda, objectives, and expectations for the upcoming review and retrospective sessions.

We always focus on making the end product incredible but often tend to forget on describing the journey. During the process we forget many details which helped us to learn many valuable learnings. Sharing those experiences makes the whole journey eventful. Team must make notes of those in lessoned learned. In the long run cumulatively those learnings adds a great value to the project as a whole.

A retrospectiva da Sprint n?o visa revisar o que foi entregue para o cliente, isso é feito na Sprint review. A retrospectiva visa evoluir o processo de trabalho do time, de dentro para fora, com as opini?es dos próprios trabalhadores sobre como podem fazer melhor o seu trabalho.

Focusing on value to the customer is crucial for any business. Understanding and delivering what customers truly need can drive loyalty, satisfaction, and growth. Some processes that focus on customer value include understanding customer needs, personalized experiences, quality and consistency, customer service, innovation, ease of use, transparency and trust, value addition, loyalty programs, community building, and feedback loops. In my opinion, value to the customer isn't just about the product or service itself, but also the entire experience they have with your brand. By putting the customer at the center of your strategy, you can create lasting relationships and drive long-term success.

It's all about business value delivery. Quality over Quantity. Coach the team to understand and prioritize quality delivery of high business value features. Ensure that all the technical debt items for these high value features are taken care of. Retrospection should be focusing on impediments for high value features and the learning from it. Scrum Masters should constantly coach the team to reframe their perspective to focus on business value delivery than user story delivery. Sprint review should demonstrate the full business value delivery for a feature by integration of all the components. This will require all the team members to collaborate and engage during the review and demo

Create a culture which rewards trying, not just succeeding. Failures can be great teachers and sharing them with your team makes everyone wiser. Healthy discussion is a great way to break the stigma of failure. Not everyone welcomes feedback with open arms. It can be a touchy subject for a lot of people. However, when people learn to separate themselves from their work, they accept criticism more readily and become more objective about their work.

Após a revis?o e retrospectiva do sprint, a equipe documenta e compartilha feedback e a??es acordadas. O backlog, defini??o de feitos e práticas s?o atualizados conforme as melhorias. A equipe monitora regularmente o progresso e impacto, assegurando alinhamento e presta??o de contas com membros e partes interessadas.

Ensure that these meetings are inclusive and collaborative.Regular reviews are an essential part of?team collaboration. By understanding what works and what doesn’t, you can improve Agile processes to simplify your next sprint.During a sprint retrospective meeting, it’s good to have a diverse array of perspectives in the room. Everyone can work together to analyze your latest sprint and determine what changes you need to make before starting the next portion of your project.Active listening?can be useful in retrospective meetings, for instance when the facilitator recaps what is being said and checks if it has been understood by all attendants.Sprint reviews are intended to be two-directional. They’re conversations, not presentations.

To involve everyone in Scrum sprint review and retrospectives, I ensure that these meetings are inclusive and collaborative. During sprint reviews, I invite all team members, stakeholders, and relevant parties to participate in the demonstration of completed work and provide feedback. I encourage active engagement by asking questions and eliciting input from everyone present. Similarly, during retrospectives, I create a safe space for open discussion and reflection, where team members share their observations, successes, and areas for improvement. By fostering a culture of inclusivity and participation, we leverage diverse perspectives to drive continuous improvement and enhance team collaboration and effectiveness.

é importante deixar claro que o PO é o responsável por garantir que os feedbacks coletados estejam refletidos no Backlog do produto, estes devem ser colhidos n?o só por meio da Sprint Review, mas também por um acompanhamento de perto do PO junto das partes interessadas e principalmente dos usuários. O Agile Coach/Scum Master facilita a defini??o dos acordos e processos de trabalho do time, garantindo que estejam alinhados as boas práticas.

Few thing I generally followed(which are hard learnt lessons): 1. Share MoM time to time 2. Create JIRA tickets (or equivalent ticketing tool) for feedback items with its appropriate priority. And take this item as part of incremental item in next sprint or so. 3. Segregate it as tech debt, defects, improvements, feature like buckets and prioritize after consultation with stakeholders 4. w.r.t. retrospectives, sort it accordingly what (self)team can do, As we do not have control on other teams/stakeholders. And evaluate these retrospectives as first point in next .

During the sprint review and retrospective, the team should encourage everyone to participate and share their opinions and insights. Use different techniques and formats to make the events more interactive and fun.

Recently, it was very quiet during the sprint retrospective and everybody was embarrased about it. But then we realized that there are times where sprints simply execute frictionless and smoothly, everything is on time, all the artifacts are in place, all the stories closed with definition of done met. After having executed almost 250 sprints with the same team, it did not occur to us that it IS possible that we have become simply great at living scrum. Realizing that cheered up everybody and we eventually closed a successful sprint and headed for the weekend early - with no retrospective comments other than keeping up the good work! Don't get me wrong: we did have retro comments the sprint after - but this one was simply perfect!

For long-living teams: 1) Rotate the format of your retrospective, from different warmups to closings 2) Add some fun to events! :) 3) Gather feedback and use it to make retro an event which people participate with pleasure

final words, If people are not interested in participating in the Review, it has a route cause, so working on psychological safety and listen to them, we can encourage them to participate better

This can be performed in small numbers if the number of attendees is too big. People are usually afraid of sharing their opinion with so many people present. Afterall we don't live in a perfect world and whether you like it or not, you will definitely be judged by what you say at these meetings. Having a small number and only the immediate team members can help focus the discussion in a meaningful direction. With too many people, there's hard to find a common ground and there's a very generic discussion, rather than discussing the actual anchors which is stopping the speedboat from running smoothly.