Wie können Sie tägliche Stand-ups und Retrospektiven für unterschiedliche Teamgrößen und Projektumfänge anpassen?

Time management is very important for working in different sized projects. In the bigger project, team meetings may take time according to the complexity but that really should not exceed 60 minutes in general. And for smaller projects, meeting should be very precise and not more than 15 minutes. And sometimes for smaller projects, meetings can be arranged 3 times in a week also instead of everyday until anything urgently comes up.

Simple and easy Big Team: 1. Split for daily check-ins. 2. Share updates & 1:1s. 3. Reflect every two sprints. Small Team: 1. Keep updates brief. 2. Reflect at milestones or changes. The simplest the better. Don’t over complicate just take what’s necessary in your context and accordingly to the maturity of your teams.

Adapting daily stand-ups and retrospectives for different team sizes and project scopes involves tailoring the format and duration to suit the specific needs of the team. For smaller teams, maintain a more informal and collaborative atmosphere, while larger teams may benefit from structured updates. Adjust the frequency and depth of retrospectives based on project complexity, ensuring that the format remains effective in promoting communication and continuous improvement across diverse team sizes and project scopes.

Standup should not be more than 15 minutes and retrospective calls should not go beyond 30 minutes. time is the biggest constraint In case the team is big one should have a sprint goal intact and discuss only hurdles during standup For the retrospective we can have board to track what went wrong from previous sprint and as scrum master keep track of tracking problem areas.Before retrospective call,each team member add points on retro board to save time.

In my experience, the daily stand up duration should not change. I worked with teams made of 6 to 20 team members and the 15 minute stand up stayed the same. This is because the goal of the meeting is also unchanged: inform your team members about your work and impediments/blockers. It is not a meeting for discussions or open debates. The communication should be short, focused and on point. Granted, with many team members sometimes the meeting feels like an endless repetition of sentences, especially if it happens every day. However, the stand up is an important meeting to hold, as it can help detect problems in your team at an early stage and it therefore can help solve them before they escalate.

Some Agile Tips by Team Size & Productivity: Large Team: Split into smaller groups for daily stand-ups. Utilize round-robin format for daily stand-ups. Conduct retrospectives every two sprints. Small Team: Keep daily stand-ups short, around 10 minutes. Schedule retrospectives at milestones or after major changes. Struggling with Productivity: Extend daily stand-ups to 20 minutes for in-depth discussions. Increase retrospective frequency to address productivity issues swiftly. Feeling Disconnected: Use video conferencing for daily stand-ups to boost connection. Opt for social settings like coffee shops for retrospectives. Encourage personal stories sharing during retrospectives.

Keeping it simple should be the utmost priority. Don't just copy formats or try multiple approaches just for the sake of it. Giving choices is good but too many options might derail the significance and make team members uncomfortable. Focus on what works best for your team and target outcome based events with value mapping.

Adapting daily stand-ups and retrospectives for different team sizes and project scopes is essential, and involving the right people is key. One helpful strategy is conducting one-on-one meetings with team members on occasion, fostering deeper discussions, especially in larger teams. For projects with changing scopes, shorter, more frequent stand-up meetings, such as daily stand-ups within smaller sub-teams, can enhance adaptability. Furthermore, including team leads and project managers in retrospectives is invaluable, offering insights to tailor practices to various project scopes. In my experience, this active participation ensures better support and resource allocation.

Also very important, after getting the job done, a larger team session, and discuss all issues that come over, how to react net time, discuss how we felt at the start and after finishing the proyect, How fo we feel now, after this proyect, and what can we use or do better next time

Determining if your team is ready for agile practices: 1. Handling Ambiguity 2. Outcome Orientation 3. Openness to Feedback and Improvement Can also take a seven-question organizational readiness self-assessment to see if Agile/Scrum is right for your organization. Also Remember, being truly Agile is more than just having a product backlog or working in sprints. It’s about being flexible, collaborative, and continuously improving.

For Stand-Ups: In small groups of two to five people, have in-depth yet casual conversations. Keep your concentration and take into account sub-teams or tools while working with large teams (10+ persons). Stand-ups for small projects should be concise and task-oriented. Give complexity and dependencies more time while working on huge projects. For Retrospectives: For small teams, encourage in-depth contributions and open discussions. For large teams, use smaller groups or multiple retrospectives On small projects, have shorter, more frequent retrospectives On large projects, cover broader areas and long-term improvements Use video conferencing and collaboration tools for remote teams Consider hybrid approaches for large or complex projects

Adapt based on the nature of the product/project For ex: Daily Scrums might be a 15 min meeting but if the work nature of a specific team is too technical then it might take longer. Being Agile means being flexible in every sense. Staying rigid just because the framework says so is anti-Agile.

I've never changed the format, duration or frequency of these Scrum Events because of the number of people within the team. If it is an issue, you might review the number of people you have on the team. If you have more than 9 people, you should consider splitting it into two teams.