Search

Tips For An Effective Retrospective Meeting

The sprint retrospective in Agile is the scrum ceremony that allows team members to see how well the sprint went in terms of adopting and adapting a defined process. Even in change driven agile projects it is important to define a process that can be agreed and followed by all the team members in order to deliver value in a continuous manner without hindering progress. Thus, checking whether this process was really effective and whether it actually contributed to the effort of continuous delivery is an important activity for any agile team.   The bottom of the pile However, the sprint retrospective is often given step-motherly treatment among all the scrum ceremonies. Retrospective meetings often happen at the end of the sprint or before commencing the subsequent sprint. Sometimes, the retrospective happens along with the sprint review that is carried out to evaluate the product or solution as to whether it meets the acceptance criteria. Teams often neglect the sprint retrospective or just quickly go through it just for the sake of holding a retrospective meeting. Purpose of the Retrospective? One major reason for ineffective retrospective meetings is the miscommunication or misunderstanding of the purpose of retrospective meetings. It is important that the Scrum Master informs the entire team about the purpose of the retrospective meeting. The primary reason for a retrospective meeting is to identify areas of improvement for the process being followed. Hence, the analysis is on the expected process, the actual process followed and an analysis of the gaps identified along with a set of ideas for improvement. <iframe width="560" height="315" src="https://www.youtube.com/embed/EHwpxgZFc_k" frameborder="0" allow="autoplay; encrypted-media" allowfullscreen></iframe> Below are a few approaches commonly used to document findings from a retrospective meeting. The team has the freedom to define whatever approach works well for them. Working, Not working, Puzzling Start, Stop, Continue Good, Problematic, Significant What went well, What went wrong, What needs to change, Mad, Sad, Glad Liked, Learnt, Locked, Longed for  Most team members complain that retrospective meetings are monotonous, non-value adding or boring and that they consider it as a waste of time. Below are some tips on how to make the retrospective current and engaging.   Shared Responsibility  Normally in agile projects, the Scrum Master who is the protector and coach for the process has the most interest in carrying out the retrospective meeting. But it is not a must that the Scrum Master needs to be the one organizing and facilitating these sessions. It is always good to hand over this responsibility to a team member and to challenge them to come up with innovative ideas to make the retrospective innovative and engaging.  Retrospective meetings are normally presided by the Product Owner or client stakeholders as well. It may be them who are holding back or limiting project progress through their actions. In order to facilitate freedom of speech, a neutral facilitator can be assigned on a rotating basis and the scrum meeting can be carried out as a ‘Round Robin’ or even a ‘Pencil & paper’ brainstorming session. Set the Context It is always important for the facilitator to set the stage for the meeting. The facilitator must define the purpose and ground rules for the meeting along with the expected outcome. Ice Breaker speeches, Motivational videos, Collaborative games etc. can be innovative ways to ease everyone into the meeting and to get them to share ideas without any inhibitions. It is also important to revisit findings from previous retrospective meetings in order to ascertain whether remedial action has been implemented properly in order to ensure that findings do not recur. Gamified Retrospectives  One drawback at most of the retrospective meetings is the lack of participation. Limitations with culture, communication, as a result of respect or even through fear of punishment people refrain from contributing at retrospective meetings. Thus, the usual set of findings pop-up at each retrospective meeting.  The facilitator must play a key role in running the meeting as a time boxed game where he can encourage participants to generate ideas, write them on sticky notes and post them on walls. Fish bowl meetings, Motorboat meetings etc are some more techniques to encourage participation. Identify enablers which makes the process work and any distractors which hinder the process. Once enough ideas are generated, the next step would be to generate insights, group them into themes and to assign possible action items. Generate Insights & Action Items The facilitator may use affinity technique to group ideas to common themes or categories. Some categories may be communication, collaboration, leadership,  trust, understanding of process etc. This will help the team grow on those ideas in order to generate actionable ideas. It is important to also look at the progress of action items from past sprints, and to analyze any ideas or action items that may be repeating. Repetitions may actually mean gaps that the team has not been able to successfully address and needs urgent attention. Value Everyone’s Opinions Facilitator must ensure that the team values the inputs of everyone. No mud slinging, finger pointing or blame games should be tolerated. One way to increase collaboration is to stress on the positives and commend on accomplishments of team members.    The Wrap Up One important aspect that the facilitator and the team miss out on is to wrap up retrospective sessions properly. The findings and action items from the meeting must become the motivators for the team on how they are going to perform during subsequent sprints. Thus, it is important to get the team to act upon findings from the sprint and to make necessary changes to the processes. So, let’s make retrospectives work. Let’s make them the catalyst for continuous improvement of agile teams.  

Tips For An Effective Retrospective Meeting

1K
Tips For An Effective Retrospective Meeting

The sprint retrospective in Agile is the scrum ceremony that allows team members to see how well the sprint went in terms of adopting and adapting a defined process. Even in change driven agile projects it is important to define a process that can be agreed and followed by all the team members in order to deliver value in a continuous manner without hindering progress. Thus, checking whether this process was really effective and whether it actually contributed to the effort of continuous delivery is an important activity for any agile team.


 

The bottom of the pile

However, the sprint retrospective is often given step-motherly treatment among all the scrum ceremonies. Retrospective meetings often happen at the end of the sprint or before commencing the subsequent sprint. Sometimes, the retrospective happens along with the sprint review that is carried out to evaluate the product or solution as to whether it meets the acceptance criteria. Teams often neglect the sprint retrospective or just quickly go through it just for the sake of holding a retrospective meeting.

Purpose of the Retrospective?

One major reason for ineffective retrospective meetings is the miscommunication or misunderstanding of the purpose of retrospective meetings. It is important that the Scrum Master informs the entire team about the purpose of the retrospective meeting. The primary reason for a retrospective meeting is to identify areas of improvement for the process being followed. Hence, the analysis is on the expected process, the actual process followed and an analysis of the gaps identified along with a set of ideas for improvement.

<iframe width="560" height="315" src="https://www.youtube.com/embed/EHwpxgZFc_k" frameborder="0" allow="autoplay; encrypted-media" allowfullscreen></iframe>


Below are a few approaches commonly used to document findings from a retrospective meeting. The team has the freedom to define whatever approach works well for them.

  • Working, Not working, Puzzling
  • Start, Stop, Continue
  • Good, Problematic, Significant
  • What went well, What went wrong, What needs to change,
  • Mad, Sad, Glad
  • Liked, Learnt, Locked, Longed for 

Most team members complain that retrospective meetings are monotonous, non-value adding or boring and that they consider it as a waste of time. Below are some tips on how to make the retrospective current and engaging.


 

Shared Responsibility 

Normally in agile projects, the Scrum Master who is the protector and coach for the process has the most interest in carrying out the retrospective meeting. But it is not a must that the Scrum Master needs to be the one organizing and facilitating these sessions. It is always good to hand over this responsibility to a team member and to challenge them to come up with innovative ideas to make the retrospective innovative and engaging. 
Retrospective meetings are normally presided by the Product Owner or client stakeholders as well. It may be them who are holding back or limiting project progress through their actions. In order to facilitate freedom of speech, a neutral facilitator can be assigned on a rotating basis and the scrum meeting can be carried out as a ‘Round Robin’ or even a ‘Pencil & paper’ brainstorming session.

Set the Context

It is always important for the facilitator to set the stage for the meeting. The facilitator must define the purpose and ground rules for the meeting along with the expected outcome. Ice Breaker speeches, Motivational videos, Collaborative games etc. can be innovative ways to ease everyone into the meeting and to get them to share ideas without any inhibitions. It is also important to revisit findings from previous retrospective meetings in order to ascertain whether remedial action has been implemented properly in order to ensure that findings do not recur.

Gamified Retrospectives 

One drawback at most of the retrospective meetings is the lack of participation. Limitations with culture, communication, as a result of respect or even through fear of punishment people refrain from contributing at retrospective meetings. Thus, the usual set of findings pop-up at each retrospective meeting. 
The facilitator must play a key role in running the meeting as a time boxed game where he can encourage participants to generate ideas, write them on sticky notes and post them on walls. Fish bowl meetings, Motorboat meetings etc are some more techniques to encourage participation. Identify enablers which makes the process work and any distractors which hinder the process. Once enough ideas are generated, the next step would be to generate insights, group them into themes and to assign possible action items.

Generate Insights & Action Items

The facilitator may use affinity technique to group ideas to common themes or categories. Some categories may be communication, collaboration, leadership,  trust, understanding of process etc. This will help the team grow on those ideas in order to generate actionable ideas. It is important to also look at the progress of action items from past sprints, and to analyze any ideas or action items that may be repeating. Repetitions may actually mean gaps that the team has not been able to successfully address and needs urgent attention.

Value Everyone’s Opinions

Facilitator must ensure that the team values the inputs of everyone. No mud slinging, finger pointing or blame games should be tolerated. One way to increase collaboration is to stress on the positives and commend on accomplishments of team members.


 

 The Wrap Up

One important aspect that the facilitator and the team miss out on is to wrap up retrospective sessions properly. The findings and action items from the meeting must become the motivators for the team on how they are going to perform during subsequent sprints. Thus, it is important to get the team to act upon findings from the sprint and to make necessary changes to the processes.

So, let’s make retrospectives work. Let’s make them the catalyst for continuous improvement of agile teams.

 

Rumesh

Rumesh Wijetunge

Chief Innovation Officer - Zaizi Limited, Chief Operating Officer - LearntIn (Pvt) Ltd., Director /

Rumesh is an IT business leader with over 12 years of industry experience as a business analyst and project manager. He is currently the CIO of Zaizi Limited, a UK based data management company heading the operations in Sri Lanka, the COO of LearntIn, a global training institute based in Sri Lanka and is also a lecturer / trainer at multiple private universities on management, IT, business analysis and project management subjects. He is the current president of the IIBA Sri Lanka chapter and is one of the most qualified and sought after trainers in Sri Lanka. Refer his LinkedIn profile for more details and to see more articles he has written on linkedin

Join the Discussion

Your email address will not be published. Required fields are marked *

Suggested Blogs

The Ultimate Guide to Sprint Planning

The Scrum framework has been popular lately and several studies have provedthat the global share of Scrum is more than 50%. One of the reasons for the phenomenal success of Scrum lies in its ceremonies, one of its key pillars.  Scrum has three critical components that create the structure or a skeleton and provides a way of working to the teams and individual, namely, roles, artifacts, and ceremonies. Scrum has four different ceremonies to support Agile software delivery where the Sprint starts with planning and ends with the retrospective. Let us quickly talk about the four ceremonies and then we will start with our topic of the day and deep dive more into Sprint planning. Daily Scrum The event is intended to bring together everyone in the scrum team and talk about what the accomplished last, what is the plan for today and is there any impediment. This event can be categorized under daily planning and collaborative team effort to attain the scrum goal. Sprint planning This event occurs at the start of the Sprint where the team together decides on the Sprint backlog and gains consensus on the sprint goal. They also talk about the estimation, capacity, risk, dependencies, and the timeline. This event is facilitated by the scrum master and occurs once in every Sprint. Sprint review This is the second last event in the print where the team showcases the entire deliverable they have been working throughout this print. This is the time when the stakeholders look at the finished product and provide their feedback. The event provides an effective platform for a collaborative approach with the client towards software delivery. Sprint retrospective This is one of my favorite events in Scrum, though the ceremony looks simple, if done correctly, it can yield tremendous results. It provides the team with a chance to pause and check which things are working, what is not, and how can they improve moving forward. Scrum ceremoniesEach of the ceremonies can be elaborated more as they are deep and dense. This article serves as an in-depthguide on Sprint planning for Scrum practitioners. The Sprint Planning meeting The What Sprint planning can be thought of as a ‘green flag’ that gives a go-ahead to the train called “Sprint”. The purpose of this meeting is to provide the sprint goal and ‘how’ that can be delivered. This is the first meeting that takes place in a Sprint where the scrum team comes together to create the Sprint backlog within a “time-box”, this time-box depends on the iteration length, if the iteration is of two weeks, the time-box can be up to four hours for a team of seven to nine people.  During the Sprint planning meeting, the product owner describes the objective of the sprint and what product backlog items can be utilized to reach that objective. Consequently, the scrum team decides how to work on ‘how’ to get the goal achieved. The How The sprint planning meeting is divided into two parts, first part, constitutes discussion on the sprint backlog creation and the second part revolves around the capacity and estimation. The product owner must keep the product backlog stays in a healthy state, it is prioritized and has the right requirements for the team to work on. The team should also be aware of their capacity and velocity to make appropriate Sprint commitment. Spring Planning meeting agendaThe Who The spring planning meeting is attended by the product owner, the development team, and the scrum master. All three roles are mandatory to run this meeting.  The product owner defines the objective of the sprint and supports the development team with the product backlog. In turn, the development team talks about ‘how’ to deliver and the approach they could take. They can also inform the product owner if the requirement is not doable (at times, the requirements might not be technologically feasible, in such cases the team can discuss the same with the product owner). The Scrum Master takes up the facilitation of the event, they make sure the team sits with an effective ‘input’ and comes out with an efficient ‘output’. The Inputs The Product Backlog serves as the ‘Input’ for the Sprint Planning meeting. It provides the development team with the starting point as it contains the list of requirements for delivery. The Product Backlog is owned by the product owner and hence the responsibility of keeping it up-to-date falls within their purview. The team starts with the highest priority item in the list, clear doubts (if any) and add it up to the Sprint Backlog. To make proper sprint commitment, the team should know their capacity and velocity. The Outputs The sprint planning meeting intends to generate a sprint goal and backlog. The output also defines the ’how’ approach, which the team will take to reach its goal. The team must understand the value of this event, as this draws a path for sprint success. The Scrum Master can help the team and the product owner to come up with an effective plan through their facilitation skills.Input and output of the Sprint Planning MeetingHow do we prepare for the sprint planning meeting? As with other events, the sprint planning meeting has a set agenda and timebox which the team must follow diligently. A healthy backlog is a key to efficacious sprint planning, which means, the Product Owner always must maintain and keep the backlog updated. The team needs to be aware of the available capacity and the targeted velocity this helps in coming up with the correct commitment during the Sprint planning session. What is a backlog? A backlog is a list of requirements from the client to create the desired product. It contains new features, enhancements, bugs, Infrastructure changes, or any architectural requirement. Any work that is related to a product should be in the backlog.  Backlog items are placed in a prioritized list manner Every item in the backlog has an estimate it can either be a high-level estimate or the exact/close estimate, depending on where it falls in the list. Usually, the top few items in the bucket have more clarity, details, and close estimates as compared to the items down in the list. Determining velocity Velocity is unique for every team; no two teams can have the same velocity. Every organization has a different approach towards velocity, ideally, the teams should take an average of the last five sprints. The average formula works for the teams who have been in the system for long or they have spent at least eight to ten sprints as a team.  Usually, velocity-based planning is done with mature teams who are aware of the product and they are good at process. With new teams, the ideal approach relies on the completed stories vs accepted stories ratio. Determining capacity Capacity is determined by available working hours in the sprint timeline which also takes into consideration, the leaves, any holidays, and contingency hours (if required). Capacity directly impacts the output as a team and helps them during Sprint commitment.  Sprint Planning checklist While Agile development is more of a mindset than a methodology, checklists can help guidetheproduct owner, the development team, and the scrum master as they plan and execute sprints. Sprint planning preparation A few days out from the actual sprint planning meeting: Review product roadmap and vision.  Ask team members to update boards and focus on moving tickets to done.  Run sprint review and retrospective.  Groom product backlog: Make sure every user story has a clear priority, is fully formed, and up to date with context and estimates.  Choose sprint goal.  Create a sprint backlog of enough user stories to fill two sprints. Sprint planning meeting Ensure your entire team is present for the meeting.  Start video call for remote team members.  If needed, clean up old board(s) with team by checking status of open tickets.  Discuss spillovers: Should these be continued or dropped? Move any spill-over tasks into the right buckets.  Set the stage with product and market updates.  Define the sprint goal.  Create a “new sprint”. Discuss the goal and team’s capacity:  Is this realistic? If not, can the team lower the scope?  Worst case scenario the product owner needs to come up with a new sprint goal. A few days out from the actual sprint planning meeting: Discuss proposed sprint backlog: Let the team pick user stories and tasks that match the sprint goal and capacity.  Discuss the definition of “done”.  Break down each user story into individual tasks: Make sure each task has as much information as possible.  Ask whether the scope of work leaves time for unexpected issues.  Ask if the scope of work leaves space to tackle bugs and technical debt.  Move sprint backlog of decided-upon user stories and associated tasks into the sprint board.  Get verbal confirmation from the team that they know what to do.  Set up due dates and times for future scrum meetings.Here is a quick checklist to help you plan the Sprint Plan. You can modify and adapt as necessary.The outcome of the Sprint Planning meeting The planning meeting intends to come up with Sprint goal and sprint commitment which is in the form of Sprint backlog. This backlog contains a list of stories, bugs, enhancements, etc. as required by the product owner. The output of the Sprint planning meeting is also to define the approach, the task, and other activities required to achieve the Sprint goal.  Everything that needs to be done is part of the Sprint backlog, by the end of Sprint planning meeting the team should have a solid plan with the ownership This output is further shared with the stakeholders, management and within the team which not only helps in being transparent but it also supports the team to stay focused. How to get Sprint Planning right Scrum focuses on time boxing and hence Sprint planning also requires control over the time limit for the event. As per the industry standards, a sprint of two weeks should be time-boxed for a maximum of 4 hours. The scrum master is responsible for making sure the team sticks to the timing and helps them in coming up with the plan. Spend planning can be an exhaustive ceremony where the team brainstorms, discusses the requirements and ownership.  With great facilitation skills, the scrum master can ask the team to start with an item they know well and subsequently move forward. The team can utilize various estimation techniques to define a number or a story point for each requirement. They can use T-shirt sizing, poker planning, or any other technique they are comfortable with. For effective estimation, the team needs an environment that is transparent, trustworthy, and open to new ideas. This reminds us of the Scrum values and principles that form the foundation of the framework. Common reasons why Sprint Planning fails Multiple reasons can contribute to scrum planning failure. Let us look at some of the frequent cases: Uncooked backlog Most of the time the product backlog is not up to date and lacks prioritization. In such cases the team struggles in defining the Sprint goal, they face difficulties in defining the Sprint commitment due to lack of clarity and details. Unrealistic expectations Oftentimes teams are required to work on requirements that are not feasible, or the team faces some technological challenge. Over-commitment When the teams do not realize the capacity and their velocity and tend to over-commit, this leads to hurdles in delivery. Beyond Time-box Spending too much time in Sprint planning can also jeopardize the event, the team must follow the time-box, going over minute details is not required. Scrum is an empirical process, which means You do not have to plan everything upfront.   Quick tips for success Set a Goal The Product Owner should come up with a sprint goal and share it with the development team. The goal helps the team and staying focused throughout the sprint, they can also use baby scrum meeting to check if they are on track with the goal. Healthy product backlog If the product backlog is in the Good shape, and has stories in order of priority, the team can start pulling from the top. they can even plan a pre-planning meeting, which is also known as backlog grooming who defines the upcoming sprint backlog. Valuable meeting measures Everyone in the team should have the sprint planning meeting invite and if required it should contain the link to video conferencing in-case of a distributed team. The team should have the data on capacity and velocity, and they understand estimations and prioritization. They can use different colored stickies to represent backlog items for example stories can be represented with green and bugs can be presented with red. As per the discipline, the team should follow timeboxing strictly, they can finish early but to go beyond the time is not recommended.  Best practices in Sprint Planning To course a positive sprint, you need to be very prepared and have a solid understanding of what is practicable to shape with the team you have within the timebox. This is the reason why a sprint planning session is so vital for placing the foundation for an agile development project. Let us touch base on some best practices that the teams can adopt for the smooth running of the scrum event. Strategy for uncertainties During the sprint planning meeting, the team talks about capacity, velocity, and shapes their Sprint commitment around the confident items. Planning for uncertainties not only helps in contingency but it also reduces the upcoming risk that can pose an impediment for the team. Sprint skeleton Laying out the stories or Sprint items in the form of a map helps the team in getting a tentative idea around each deliverable. this also helps in defining the internal dependencies and the teams can better plan by moving them up and down. Building consensus It is important to get the team onboarded together as a single group for the sprint goal. They should understand the importance and the urgency of the deliverable and they are ready to take the ownership, this also requires supporting the teammates. Benefits of Sprint Planning A successful Sprint planning creates a smooth runway for the team to start their work. It provides clarity in terms of commitment, goals, timelines, and ownership. The output of the Sprint planning meeting sets an expectation with both the parties - the scrum team and the stakeholders - on what to expect by the end of the Sprint. It can be visualized as the team pulling a bucket of work from a big pile and focus on delivering that bucket with expected quality. Ready, set, sprint! “A goal without a plan is just a wish.” - French writer and pioneering aviator, Antoine de Saint-Exupéry Done in the right spirit, Sprint planning can do wonders in sprint delivery. All it requires is a focused approach, discipline, few best practices, and a collaborative approach towards a solution.  If you have followed this guide, at the end of your sprint planning session you and your entire team should walk away with: An agreed-upon Sprint Goal and a clear definition of “done” Commitment to a realistic sprint backlog Understanding of the bug fixes and support work included in the backlog Detailed tasks for each user story with an estimation and acceptance criteria Due dates and scheduled scrum meetings Now, all you have to do is the work.Ready to start or grow your Agile career?  Check out our latest courses, learn the skills and get the personalized guidance you need. 
6891
The Ultimate Guide to Sprint Planning

The Scrum framework has been popular lately and se... Read More

6 Metaphors To Understand The Value Of Scrum Values

The Scrum framework, a team-based approach, follows certain rules and principles helping the organizations and professionals both to identify ‘what works best for them’. The commitment, focus, openness, respect, courage are the five core Scrum values which are often underrated. These values add ethics to Scrum project management encouraging the members to follow a defined route for project management; therefore, the understanding of these values is very important for Scrum team members.  The following six metaphors simplify the understanding of Scrum values:  1. Scrum Values Are Like "Fasteners" The fasteners are used to bind two materials, similar or different, together and resist their separation. The Scrum values serve a similar purpose by keeping the Scrum team members together despite their different roles. Scrum team members need to practice all the Scrum Values as the parts of a unit for performing up to the full potential, whether the results are as per expectations or not.    2. Scrum Values Are Like the "Foundation" The Scrum values provide a stable foundation for sustainable project development. The foundation is built on the confidence and trust of members over each other. In a well developed Scrum team, members believe in the capabilities of other members; and, it helps them to handle the challenges collectively in a planned manner. The strong foundation encourages delivering the best for each Sprint goal. The strong relationship and mutual understanding help the Scrum team perform as a unit for the common objective – profitable on-the-time delivery of best-quality project.          3. Scrum Values Are Like a "Compass" A number of times, a Scrum team struggles hard to hit the Sprint goals despite having required skills, resources, support and opportunities. Without having a clear vision, team members feel perished. A great vision always precedes the success; but just having a vision is not enough until you understand it in the light of your mission. Therefore, it is important to check the vision whether it is compelling all the team members to deliver their best or not.  Scrum values are the compass-like guiding tool. Scrum team members embracing the Scrum values possess the moral compass that drives them towards the Sprint goal, helps them stay together, and guides to choose the right process. The Scrum values guide the Scrum team like a compass to go ahead for a successful project delivery.  4. Scrum Values Are Like a "Magnet" The ‘Law of Magnetism’ mentioned in ‘The 21 Irrefutable Laws of Leadership (John C. Maxwell, 1998) states that “Who you are is who you attract.” The practicing of Scrum values develops a positive energy helping you to develop an effective Scrum team and to keep all the members intact. The attitude to follow the Scrum values strictly instils the feel of unity among the team members; and, this magnetic force improves the project quality and individuals’ performance.       5. Scrum Values Are Like The “Sportsmanship” The metaphor “sportsmanship” to define Scrum values brings the notion to compete. It drives the Scrum team members to manage the complexities, challenges of shorter sprint duration, new guidelines, backlog work pressure etc. Like the sportsmanship keeps the sportsman cool despite the tough competition on the track, the Scrum values  encourage the members to focus on the targets without being perturbed by the new developments.      6. Scrum Values Are the "Identity"  The defined Scrum Values are the identity of a Scrum team because these values guide the team members on ‘how to behave and act’ securing the organization’s interests while satisfying the customer as well. Your beliefs as a team member identify you because these beliefs govern your thought line and actions. The management expert Ken Blanchard says that organizations claim for having a set of behavioural values but these values are the commonly accepted generic organizational beliefs pertaining to profitability, responsiveness to customers and integrity. Scrum values guide the members’ behaviour in the line of organization's vision & mission.    The word "commitment" is a #Scrum value, but was removed from the Scrum Guide several years ago in relation to the team's Sprint Goal. Why? Because committing to behaviour is effective, whereas committing to achieving x output in a fixed timeframe isn't. — Neil Killick (@neil_killick) March 13, 2018 Conclusion:    Scrum framework guides to imply a team-based approach ensuring the maximum values to the customer and business. After the successful development of Scrum team, the next task of Scrum master is to get the best from each member; and, it is possible only if each member understands the importance of Scrum values and respects them as an organizational culture. Organizing the ‘Scrum certification training’ for the concerned team members helps a lot to get the best from the individuals through the smooth processes, ensuring the peak deliverance at project completion.
6 Metaphors To Understand The Value Of Scrum Value...

The Scrum framework, a team-based approach, follow... Read More

INFOGRAPHIC: SCRUM Process In A Nutshell

We provide Certified Scrum Master training, to check out the schedule click here
INFOGRAPHIC: SCRUM Process In A Nutshell

We provide Certified Scrum Master training, t... Read More

Useful links