Scrum Meetings Overview.pptx

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SCRUM MEETINGS
Optimizing Collaboration and Agile Development

What are Scrum
Meetings?
15 Minutes
Daily Stand-up
The focus is on yesterday and today
4 Hours
Sprint Planning
The focus is on the next sprint
2 Hours
Sprint Review
The focus is on the current sprint
1 Hour
Sprint Retrospective
The focus is on the current sprint

Sprint Planning
Purpose:
The meeting serves as an opportunity for the Scrum Team to collaborate and plan the work to be
undertaken during the next sprint.
Focus:
Typically, the Sprint Planning Meeting is time-boxed to a maximum of 4 hours for a two-week sprint.
Essentials:
• Product Owner's Presentation: The Product Owner shares priorities for the product backlog items
to be considered in the sprint.
• Clarification and Negotiation: The Development Team clarifies the user stories, and discusses
requirements to gain a shared understanding.
• Task Breakdown: The Development Team collaboratively breaks down the user stories into
specific tasks and estimates the effort required to complete each task.
• Sprint Goal Definition: The Scrum Team establishes a sprint goal that encapsulates the objective
and expected outcomes of the sprint.
• Sprint Backlog Creation: The Development Team selects the user stories and tasks from the
product backlog and creates a sprint backlog, which outlines the work to be completed during the
sprint.
Development Team
• Clarification: The development team seeks clarification from the Product Owner regarding the
user stories and requirements to gain a shared understanding.
• Effort Estimation: They estimate the effort required to complete each task or user story,
considering their expertise and capacity.
• Task Breakdown: They collaboratively break down the user stories into specific tasks that can
be completed during the sprint.
• Commitment: They commit to delivering the sprint goal by selecting the user stories they
believe they can complete during the sprint.
Product Owner
• Presentation: The Product Owner presents the product backlog items (user stories) to be
considered for the sprint, explaining their goals, priorities, and any relevant information.
• Clarification: They answer questions from the Development Team, provide additional details,
and address any concerns or uncertainties.
• Prioritization: They work with the Development Team to prioritize the user stories, helping
determine the order in which they will be tackled.
Scrum Master
• Facilitation: The Scrum Master facilitates the meeting, ensuring it stays focused and time-
boxed, and encourages collaboration among the Scrum Team members.
• Process Guidance: They provide guidance on Scrum practices and ensure that the Sprint
Planning Meeting adheres to the Scrum framework.
• Obstacle Removal: They help identify and address any impediments or obstacles that may
arise during the planning process, fostering a productive and smooth meeting.
Attendees & Their Roles

Outputs
Inputs
1 Sprint Goal
The Development Team collaboratively defines the sprint goal, which encapsulates the
objective or desired outcome of the sprint.
1 Product Backlog
The prioritized list of user stories, features, and requirements that represent the
product's functionality and serve as a source for selecting items for the upcoming
sprint.
Sprint Planning
2 Capacity and Velocity
The Development Team understands their capacity and velocity, based on past
performance and their available resources.
3 Definition of Ready
The agreed-upon criteria that defines when a user story or task is ready to be worked
on.
2 Task Breakdown and Estimation
The selected user stories are broken down into specific tasks or sub-tasks and estimated
the effort required for each. The development team may use story points or time
estimation techniques.
3 Sprint Backlog
The selected user stories and tasks, along with their estimates and dependencies, make
up the sprint backlog. It represents the work that the Development Team plans to
complete during the sprint.

Example of the Meeting Flow
Ground Rules
• Set a specific time limit for the meeting, typically 4 hours for a two-week sprint.
• Participants should come prepared for the meeting by reviewing the product backlog,
understanding the sprint goal, and having a clear understanding of their capacity and velocity.
• All participants actively listen and respect the speaker without interrupting.
• Only one team member speaks at a time, ensuring clarity and avoiding confusion. Others
patiently wait for their turn to speak.
• Keep the discussion centered around the sprint goal. The selected user stories and tasks
should align with the sprint goal, helping the Development Team stay focused and committed
to achieving it.
• The Development Team collaboratively breaks down the user stories into specific tasks during
the meeting. Encourage the team to discuss and estimate the effort required for each task,
leveraging their collective knowledge and expertise.
• Encourage open communication and clarification during the meeting. If there are any questions
or uncertainties regarding user stories or requirements, participants should feel comfortable
asking for clarification to ensure a shared understanding.
Sprint Planning
• The Scrum Master announces the start of the Sprint Planning.
• Review the team’s Velocity for the last few sprints.
• Fill out the Capacity Planning Worksheet for the sprint you planning.
• Assign a Sprint Goal to the planning sprint.
• Add user stories and tasks to the Sprint Backlog. Make sure they all pass the Definition of
Ready defined by the team.
• Break down large user stories into smaller tasks.
• Estimate effort for each user story and task.
• Verify that the total estimated effort loaded to the Sprint Backlog does not exceed the
calculated capacity.
• If the Sprint Backlog is overloaded, ask the Product Owner to move the lowest-priority user
stories and tasks back to the Product Backlog.
• If the Sprint Backlog is underloaded, ask the Product Owner to move the highest-priority user
stories and tasks from the Product Backlog to the Sprint Backlog.
• Ask everyone if they have questions, concerns, etc. Make sure the Development Team is
agreeing and is committed to finishing everything planned.
• The Scrum Master announces the end of the Sprint Planning.

Daily Stand-up
Purpose:
The meeting serves as a daily synchronization point for the development team to align their efforts
and optimize collaboration.
Focus:
It is a short, time-boxed meeting usually lasting around 15 minutes, held at the same time and place
every day. Ideally in the mornings.
Essentials:
• Each team member answers three questions:
1. What did you do yesterday? (Progress update)
2. What will you do today? (Planned tasks)
3. Are there any obstacles in your way? (Identifying impediments)
• The Daily Stand-up Meeting is not a status report to the Scrum Master or the Product Owner but
a chance for the team to inspect the progress toward the sprint goal, self-organize and address
impediments.
Development Team
• Share Progress: Team members report on their completed tasks since the last meeting,
promoting transparency and visibility.
• Coordinate Activities: The Development Team synchronizes their work, ensuring
alignment and identifying potential dependencies.
• Address Impediments: Any obstacles or challenges that hinder progress are raised,
enabling the team to collaborate and find solutions.
Product Owner
• Stay Informed: The Product Owner gains visibility into the progress of the
Development Team and can address any questions or concerns related to product
requirements or priorities.
• Identify Opportunities: By listening to the Development Team's updates, the Product
Owner can identify potential adjustments or refinements to the product backlog or
priorities.
Scrum Master
• Facilitate Communication: The Scrum Master ensures smooth communication flow
during the meeting, encouraging open and constructive discussions among team
members.
• Remove Impediments: If any obstacles are identified during the meeting, the Scrum
Master takes note and works with the team to resolve them, ensuring the Development
Team can continue their work unhindered.
• Coach and Support: The Scrum Master uses the Daily Stand-up Meeting as an
opportunity to provide guidance, support, and coaching to the Development Team,
fostering their self-organization and continuous improvement.

Outputs
Inputs
1 Sprint Goal
The team is aware of the overall objective or goal for the current sprint.
1 Progress Updates
Each team member provides a brief update on the tasks they completed
since the last Daily Stand-up Meeting.
2 Sprint Backlog
The subset of user stories or tasks selected for the current sprint.
3 Individual Tasks Assigned
Each team member has assigned tasks or user stories to work on during
the sprint.
2 Planned Tasks
Team members share the tasks they plan to work on during the day.
3 Impediments
Team members identify and communicate any obstacles or issues that
are hindering their progress.
4 Action Items
If any impediments are identified, action items may be defined to address
them promptly.
Daily Stand-up

Ground Rules
• Set a specific time limit for the meeting, typically 15 minutes.
• The Daily Stand-up Meeting is conducted every day at the same time and place.
• Team members stand during the meeting to keep it short and to the point.
• Each team member answers three questions:
a. What did you do yesterday?
b. What will you do today?
c. Are there any obstacles in your way?
• All participants actively listen and respect the speaker without interrupting.
• The discussion revolves around progress and tasks related to the current sprint goal.
• Team members openly communicate any obstacles or challenges they are facing.
• While impediments are identified during the Daily Stand-up Meeting, detailed problem-solving
should be done outside the meeting to avoid prolonging the discussion.
• The Daily Stand-up Meeting is for the Development Team to coordinate their work. It is not a
status report to the Scrum Master or the Product Owner.
Daily Stand-up
• The Scrum Master announces the start of the Daily Stand-up.
• Everyone stands up (when meeting in person).
• The Scrum Master calls people by name in the order.
• Each Developer reports:
a. What did I do yesterday?
b. What will I do today?
c. Are there any obstacles in my way?
• Avoid discussions during the reporting round, it makes the reporting unpredictable in time.
Leave questions for the end.
• After everyone reported, review tickets that the team needs help with. They may be stuck
because of dependency, issues, or need clarification of requirements.
• The Scrum Master asks the team who they think can help move forward with each stuck ticket.
• The Scrum Master either assigns team members and/or the Product Owner to help resolve
impediments; or, creates action items to find help after the meeting ends.
• The Scrum Master announces the end of the Daily Stand-up.

Sprint Review
Purpose:
The meeting provides an opportunity for the Scrum Team to showcase the completed work and
receive feedback from stakeholders.
Focus:
Typically, the Sprint Review Meeting is time-boxed to a maximum of 2 hours for a two-week sprint.
Essentials:
• Sprint Overview: The Product Owner provides a brief introduction to the sprint, highlighting the
sprint goal and the work completed during the iteration.
• Demo: The Development Team showcases the work that has been completed during the sprint,
demonstrating the functionality and features implemented.
• Feedback and Discussion: Stakeholders provide feedback, ask questions, and engage in a
collaborative discussion about the completed work.
• Review of Sprint Goal: The Scrum Team reflects on the sprint goal and discusses whether it was
achieved or not, highlighting any deviations or learnings from the original plan.
• Product Backlog Refinement: Based on the feedback received, the Product Owner and the
Development Team may update and refine the product backlog.
Development Team
• Demo: The Development Team showcases the completed work and demonstrates the
functionality and features implemented during the sprint.
• Explanation: They provide explanations, answer questions, and offer insights into the work they
have accomplished, sharing technical details and highlighting the value delivered.
Product Owner
• Introduction: The Product Owner provides an overview of the sprint.
• Prioritization: They engage with stakeholders to assess the value of completed work and
gather feedback on the product's direction.
• Feedback Incorporation: The Product Owner considers the feedback received from
stakeholders and makes prioritization decisions.
Scrum Master
• Facilitation: The Scrum Master facilitates the meeting, ensuring that it stays focused, and
time-boxed, and encourages collaboration among participants.
• Process Guidance: The Scrum Master ensures that the Sprint Review Meeting adheres to
the Scrum framework and helps stakeholders understand the purpose and expected
outcomes.
Stakeholders
• Observing and Engaging: Stakeholders observe the demonstration of the completed work,
ask questions, and provide feedback based on their requirements, expectations, and user
experiences.
• Feedback Sharing: They share their thoughts, opinions, and suggestions on the product's
functionality, usability, and alignment with their needs.
• Prioritization Input: Stakeholders may provide input on the product backlog.

Outputs
Inputs
1 Product Backlog Updates
The Product Owner incorporates feedback received during the Sprint Review Meeting
into the product backlog. This may involve reprioritizing user stories, adding new items,
or refining existing ones based on stakeholder input.
1 Completed User Stories
The Development Team presents the user stories that have been completed during
the sprint, showcasing the functionality and features implemented.
Sprint Review
2 Product Increment
The working product increment, including any new features, enhancements, or
improvements achieved during the sprint.
3 Stakeholder Feedback
Input and feedback from stakeholders collected throughout the sprint, including their
expectations, suggestions, and any identified issues or concerns. This feedback can
shape future iterations and guide product development.
2 Product Vision Updates
The Sprint Review Meeting may trigger discussions or adjustments to the product vision,
allowing the Product Owner and stakeholders to align their expectations and make
strategic decisions.

Ground Rules
• Set a specific time limit for the meeting, a maximum of 2 hours for a two-week sprint.
• The Development Team, Product Owner, Scrum Master, and stakeholders, should come
prepared for the meeting. They should review the completed work, gather feedback, and be
ready to engage in meaningful discussions.
• Ensure that relevant stakeholders are present during the Sprint Review Meeting. Their
perspectives and feedback are crucial for shaping the product's direction.
• The focus of the Sprint Review Meeting should be on showcasing and discussing the
completed work.
• This feedback from stakeholders should be specific, actionable, and aimed at improving the
product.
• Keep the discussion centered around meeting the needs and expectations of stakeholders.
• Identify and document actionable next steps based on the feedback received. These steps may
include refining the product backlog, updating user stories, or planning for future sprints.
Sprint Review
• The Scrum Master announces the start of the Sprint Review.
• The Product Owner provides an overview of the sprint, sprint goal, and any other relevant
information to start the meeting.
• The Development Team showcases the completed work and demonstrates the functionality.
They present the working product increment.
• The Development Team reflects on the sprint goal and whether it was achieved.
• Stakeholders ask questions and provide feedback about the demonstrated work.
• The Scrum Team and stakeholders discuss the future work for the upcoming sprints.
• The Scrum Master takes notes on the key takeaways, decisions made, and action items
identified.
• The Scrum Master asks if anyone has questions, concerns, etc., and summarizes the next
steps.
• The Scrum Master announces the end of the Sprint Review.

Sprint
Retrospective
Purpose:
The meeting provides an opportunity for the Scrum Team to reflect on the previous sprint, identify
improvements, and plan to implement them.
Focus:
Typically, the Sprint Retrospective is time-boxed to 1 hour for a two-week sprint.
Essentials:
• Set the Stage: The Scrum Master sets the stage by reminding participants of the meeting's
guidelines.
• Gather Data: The team collects data regarding the previous sprint, including successes,
challenges, and areas for improvement.
• Generate Insights: The team analyzes the collected data, identifies patterns, and generates
insights about what worked well and what could be improved.
• Action Items: Based on the generated insights, the team identifies specific action items and
improvement opportunities.
• Create a Plan: The team creates a plan for implementing the identified improvements.
• Reflect and Close: The retrospective concludes with a reflection on the meeting, discussing the
effectiveness of the retrospective process itself, and capturing any lessons learned or
suggestions for future retrospectives.
Development Team
• Sharing Insights: The Development Team shares their individual insights, observations, and
experiences related to the previous sprint.
• Open Communication: They engage in open and honest discussions.
• Action Item Identification: They actively participate in identifying specific action items and
improvement opportunities based on their collective insights.
• Commitment: They commit to implementing agreed-upon improvements in the upcoming
sprints and contribute to the team's continuous improvement efforts.
Product Owner
• Active Listening: The Product Owner actively listens to the Development Team's feedback
and perspectives on the previous sprint.
• Clarification: They provide clarifications or additional insights related to product
requirements, priorities, or stakeholder expectations.
• Support: They support the team's improvement efforts by providing necessary resources,
making adjustments to the product backlog, or adjusting priorities based on the insights
gathered during the retrospective.
Scrum Master
• Facilitation: The Scrum Master facilitates the retrospective meeting, creating a safe and open
environment for the team to share their experiences, insights, and concerns.
• Process Guidance: They guide the team through the retrospective process.
• Conflict Resolution: They help manage any conflicts or disagreements that may arise during
the retrospective, fostering a collaborative environment for constructive discussions.
• Continuous Improvement Advocate: They encourage the team to reflect on their practices,
identify improvement opportunities, and guide the team in developing actionable plans for
implementing changes.

Outputs
Inputs
1 Improvement Opportunities
The retrospective meeting aims to identify improvement opportunities based on the insights
and discussions held during the meeting. These opportunities can relate to team dynamics,
processes, tools, collaboration, communication, or any aspect of the team's work.
1 Sprint Data
The data and information collected throughout the sprint, such as the product
increment, user feedback, metrics, and team performance data. This data provides a
basis for analysis and discussion during the retrospective.
Sprint
Retrospective
2 Retrospective Techniques
Various retrospective techniques and frameworks can be used to structure the
retrospective meeting (e.g. Start, Stop, Continue method, Liked, Learned, Lacked, and
Longed For (4Ls), Sailboat, and many others).
3 Team Member Perspectives
The perspectives, insights, and experiences of the Scrum Team members. Each team
member contributes their observations, successes, challenges, and suggestions for
improvement.
2 Action Items
Specific action items are documented based on the identified improvement opportunities and
are scheduled to be done in future sprints.
3 Reflection and Lessons Learned
The retrospective encourages reflection on the previous sprint and captures valuable lessons
learned, both positive aspects and areas where adjustments or changes are required.
4 Updated Practices and Team Collaboration
The outputs of the retrospective may lead to updates in the team's processes and practices.
Also, the outputs of the retrospective contribute to improving teamwork and collaboration
within the Scrum Team.

Ground Rules
• Set a specific time limit for the meeting, a maximum of 1 hour for a two-week sprint.
• Encourage confidentiality within the team, ensuring that discussions and feedback shared
during the retrospective remain within the team and are not disclosed outside the meeting.
• Encourage all team members to actively participate and contribute their insights and
observations about the sprint.
• Keep the retrospective discussion focused on team processes, collaboration, and ways of
working rather than individual or personal matters.
• Encourage feedback to be specific, constructive, and actionable.
• Practice active listening, showing respect for the speaker's perspectives and opinions. Avoid
interrupting others during their sharing.
• Avoid blaming individuals for any challenges or issues encountered during the sprint. Instead,
focus on identifying root causes and finding solutions collaboratively.
• Keep the retrospective discussions centered around identifying improvement opportunities and
actionable items.
• Ensure that action items identified during the retrospective are documented, assigned to team
members, and followed up on in subsequent sprints.
Sprint
Retrospective
• The Scrum Master announces the start of the Sprint Retrospective.
• Review and follow up on the completion of previously identified action items.
• The Scrum Master shares the Retrospective Board link (online) or stickies and markers (in-
person).
• The Scrum Master sets the 5-minute timer and the development team starts writing their items.
• After 5 minutes, everyone looks at the board (online) or adds their stickies to the whiteboard in
the meeting room (in-person)
• The Scrum Master reviews all items. They may group them into themes.
• The Scrum Master might ask the team to vote on each item to identify the most important ones
before the discussion starts. However, the team should discuss all items.
• Time box discussion for each item to make sure the team discussed all of the items.
• Identify, assign, and document action items.
• The Scrum Master asks if there are any questions and if the team commits to work on the
identified action items. Asks the Product Owner to add the most urgent items to the next sprint.
• The Scrum Master announces the end of the Sprint Retrospective.

THANK YOU
Contact me if you have questions
Website: https://vitlyoshin.com/contact/
LinkedIn: https://www.linkedin.com/in/vitaliy-lyoshin-35ba063a/
Twitter: https://twitter.com/vitlyoshin

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