How do you participate in agile events?

When we take care of the optimal utization of the available capacity, we should also ensure that the team isn't overutilized due to poor planning & incorrect efforts estimation. There should be active participation of every member in the scrum team in terms of sharing the inputs, understanding the scope, ask questions and ensure seeking proper clarity to achieve the sprint goal.

- in my experience capacity planning is more important - 6P formula I will use to eliminating waste, Prior proper planning prevents poor performance. - story wise sprint planning will help teams to get align with the sprint goal

The blessing with Agile is that it's the easiest to understand. The curse with Agile is that it's the hardest to implement. Planning works great when the stakeholders sport the right mindset. Planning is about the team, for the team, by the team - this is to be respected by senior stakeholders, and thus protect the team from external influences trying to dictate the scope or schedule.

Asking for clear acceptance criteria from the product owner is very helpful for you to breakdown a task and estimate them. From here, the team can negotiate what can be delivered in the sprint based on the current capacity. Having this will build a common understanding within the team and you'll set clear expectations to the stakeholders.

Focus on individual backlog items, strategize to guarantee that: - Each team member and stakeholder comprehensively understands their respective tasks. - Ensure the availability of essential inputs. - Additionally, give priority to adhering to the timeline.

This is also a good time to check in on continued alignment with the scope priority of the sprint goals and discuss any emergent changes with them or incoming priority work.

Daily scrum event changed the work dynamics and efficiency levels of my team. Prior to adoption of agile approach and conducting daily scrums, my team suffered from parkinson law and student syndrom where substantial work was done late when approaching meeting days. It was observed on many occasions that as soon as status review meetings were done, personnel switched to other totally different tasks without following up on querries and concerns raised during the meetings. Later when nearing another status review event an uptick of activities began to mushroom. This completely changed with the adopting of daily scumming and more accountability was brought in on activities.

Eliminate or address smaller hurdles promptly. - Anticipate and plan for potential larger challenges. - Team Strengthening: Boost team cohesion and resilience. - Foster a collaborative and supportive environment. - Timeline Focus:

Daily Standup (Scrum) or Daily Standup/Kanban Board Review (Kanban): Participate in daily standup meetings or board reviews promptly. Share your progress, what you've worked on since the last meeting, and what you plan to work on next. Highlight any impediments or blockers you are facing and ask for assistance if needed. Listen actively to your team members' updates to stay informed about their work.

These daily scrums are so important in successful sprints which produce successful projects just in it keeps all team members informed and accountable.

The goal is not to just show that the team has completed a thing, but that they've built some that addresses the stakeholder's needs. Getting feedback on that is key to make sure the team, product, and company is on the right track.

Sprint Reviews are a cornerstone of Agile success. We should view and treat this ceremony as a vital learning opportunity and collaboration hub. Beyond showcasing achievements, the Sprint Review serves as a platform for the team's growth through open discussion that invites collaboration by aligning the product owner's vision with the realities of implementation. A Spring Review should encourage the exchange of diverse perspectives and constructive feedback. These ceremonies have the opportunity to become pivotal moments that propel the project towards continuous improvement, effective collaboration, and the delivery of exceptional value.

By doing, (what I like to call demos) keeps everyone on the same page and allows for correction or adjustments before the end of project, when it is then to late.

At this ceremony it is also key to have a good report showing how the SP were used, and sharing what are the spill over for the next sprint and why.

Sprint Reviews sometimes become mere show-and-tell sessions, lacking depth. Instead of fruitful discussions about value delivered, they can be surface-level, bypassing crucial feedback. A Sprint Review should be an interactive dialogue about what worked, what didn't, and next steps. It's not just a presentation, but a platform for growth. Do you face similar challenges?

In my experience, I have realized that some practices are very well accepted by the team and encourage participation: Asking questions that require careful discussion rather than a yes or no answer. For example, ask: “How could we have better achieved our Sprint Goal?” instead of: “Did we achieve the Sprint Goal?”” Make it easy for all team members to contribute their ideas and feedback. For example, not everyone is comfortable speaking in a large group. Try things like starting the retrospective with silent reflection, keeping a journal or pairing the team up before starting a larger group conversation.

This is very important as many times we complete projects and get our desire outcomes as well, but the most important thing is what we learn during this project, how we can improve stuff in the next project, and how better we can utilize sources to minimize the hurdles.

The Sprint Retrospective is a crucial ceremony in the Scrum framework, held at the end of each sprint. It provides the team with an opportunity to reflect on the recent sprint and continuously improve their processes. Here are three key reasons highlighting the importance of the Sprint Retrospective: - Continuous Improvement - Team Empowerment and Ownership - Increased Team Collaboration and Communication

It's useful to mix up the retros to focus on longer time horizons of future thinking on occasion to notice any patterns across sprints. There are some great tools out there that help the team think of different themes or questions they could focus on to reflect on those kinds of topics.

I always start ever retrospect with, this is a safe zone. There will be no judgment. It is so important of all team members be open and honest.

The backlog must align clearly with the long-term vision: - Consistently review and fine-tune the product backlog. - Prioritize clarity and ensure backlog items are well-defined and organized.

It needed frequently to refine and reprioritize backlog fir adpating with requirements changes and meet client needs. Specially after new Release, adding new need feature yp backlog, and new environment change like legal or market change.

PBR we used to say, Its time for teams to see the vision and mission of the upcoming Sprint goals set by stakeholders, sometime its interesting to see the Team involvement and good to visualize the future perspective of team's delivery.

Make sure that you're refining the work that is likely to be seen in the near future. Too little, and you'll be unprepared for sprint planning. Too much and the team may lose context and/or things might change before it's time to perform the work.

The product backlog refinement will be very useful if it happens before sprint planning. The input of sprint planning is product backlog refinement items.

Still about the retrospective meeting engagement, it can also be helpful to model the type of participation you would like to elicit from our team. If we're trying to help our team feel comfortable talking openly about project successes and challenges, we can set the tone by starting the conversation with our own successes and challenges. Before the meeting, it'll be helpful try to prepare some examples of tasks or processes that we know we could have handled better. If I know I made a mistake on a project task, say it out loud. For example, maybe I made a paperwork error that delayed the delivery of some deliverables by two business days. Be honest about the mistake and talk about how we will avoid similar mistakes in the future.

Adaptability: Embrace change and be adaptable. Agile projects often involve adjustments in response to evolving requirements or feedback. Be open to reprioritizing work based on changing business needs. Cross-Functional Collaboration: Collaborate closely with cross-functional team members, including developers, testers, designers, and business analysts. Foster a sense of shared responsibility for delivering value to the customer. Time Management: Be punctual for Agile events to maximize their effectiveness. Ensure that discussions stay on track and are within the timebox.

Mostly when you work for large enterprises/products need to work with multiple teams and multiple Scrum of scrums, aligning with release trains which needed more discussions. Good to know the end to end delivery plans and release alignments.

Team dynamics is more important, also the human values. Much needed to develop is Understanding and rapport between business and Tech team.