Wie nutzt man Sprint Reviews und Retrospektiven für die Sprintplanung?

Using sprint review and retrospective for sprint planning is key to having an effective sprint. Sprint review is an opportunity to meet with stakeholders and review the progress and deliverables for the sprint, get feedback, and afterward go retrospect as a team. Retropective on the other hand is the last event of the sprint where the team comes together to evaluate their performance on the just concluded sprint. The feedback and conversations from these two events give a better chance of having a more detailed sprint planning, integrating feedback from both the sprint planning and the sprint retrospective.

I try to avoid repeating old mistakes in a new sprint, so i carefully review the 'review' of the sprint and while preparing the new sprint I try to stay away from previous fails. How? I document all meeting and assign accountables for all changes. So it is not only me, but the team who has to take actions during new sprint.

The point of the Sprint Review is to engage with stakeholders and get their feedback and input so the Product Owner can steer the product by adapting the Product Backlog. If you leave a Sprint Review without feedback, fix it! Ask for feedback. Walk in with specific questions you want to ask and things you're wondering about. Consider high-engagement approaches like Liberating Structures instead of a presentation followed by the un-engaging throw-away, "Any questions?" Get your stakeholders engaged with the product Increment (it doesn't just have to be a demonstration!) and then show gratitude for any and all input so you encourage more of it.

1. Document all the points from the Sprint Review meeting, discuss with the team & prioritize for the next or upcoming Sprint. 2. Categorize the points from Review.Some may be new backlogs, some can be enhancements in Definition of Done. Some can even be additions to the working agreements for the team. 3. Sprint Review provides expectations of different stakeholders. Some stakeholders wants no grammatical issues at all while some want to maintain the uniformity in design, font sizes etc while some want adherance to some internal or regulatory policies. All these can be considered as scope clarity in the PBI estimation for the coming Sprint Planning. 4. Positive feedback for an item from stakeholders can be done more to get happy customers.

🚀 Sprint Planning Ceremony: Navigating Success As a Scrum Master, I guide our team through the dynamic landscape of Agile. We learn from past sprints retrospective, embracing challenges and celebrating victories. Derived from our visionary Product Owners, our sprint plan takes shape. We listen to stakeholders, weaving their feedback into our fabric from the Sprint Review. Together, we foster collaboration and innovation, striving for excellence with each cycle. 🏆 Let’s embark on this journey, fueled by purpose and guided by agility. The finish line awaits, and our acceptable outcome beckons. 🏁

The Sprint Retrospective is very important in Agile because it gives the team a special time to think about how they worked together & what they achieved in the last sprint. It's like a learning session where the team talks about what went well, what could be improved, and figures out practical ways to get better in the future. This helps the team work more effectively, fix any problems, and keep improving their way of working. The Sprint Retro is like a meeting where the team talks openly about how they can do better.They share ideas on how to improve the way they work together, be more efficient, and solve any problems they faced.This helps the team get better & work well together, making them more adaptable & productive in the long run.

Muchas veces las retrospectivas son tomadas a la ligera, tanto por los líderes del equipo como por el equipo mismo. En muchas de ellas no se logra el objetivo del evento que es, sin lugar a dudas, definir al menos una acción de mejora de impacto para implementarla a partir del día siguiente. Como Scrum Master, como líder del equipo, incluso si no lo eres, siempre debes asegurarte de que se llegue a este punto deseado en la retrospectiva. Debes promover la seguridad sicológica y establecer un entorno de confianza, respeto y comunicación en todas las direcciones durante la retrospectiva, para que esta fluya y el equipo logre finalmente el propósito máximo de esta. Y siempre, siempre debe haber un responsable de mover los hilos de la mejora.

The Sprint Retrospective is a dedicated event focused on inspecting the process utilized to achieve the sprint goal, prioritizing it over individual team performance. During this session, the team engages in discussions about the factors contributing to success, identifies issues, and extracts lessons for enhancing the process in future sprints. It is essential for the Scrum Master to cultivate a trustworthy environment where every team member feels comfortable speaking openly, ensuring diverse feedback for continual improvement.

Retrospective helps the team to reflect on the previous sprint & identify areas for improvement. Discuss what went well, what didn't go as planned, and what could be improved in the next sprint. Identify any impediments, communication issues, or process improvements that could enhance team efficiency. The output of the retrospective can be used to plan the upcoming sprint. It will ensure that the team addresses any identified issues or areas for improvement in their planning and execution.

The sprint retrospective is a meeting just for the scrum team( Product owner, Scrum master and developers). It's an opportunity for the scrum team to inspect, adapt and get better for the next sprint. Three(3) questions are in this meeting 1. What did we do right? 2. What did we do wrong? 3. How can we improve? Anybody outside the scrum team in not opportune to be part of this meeting.

Sprint Planning is an important event wherein the Product Owner communicates the product vision to the team and provides a detailed overview of identified Product Backlog Items (PBIs). Subsequently, the team collaboratively selects items for the upcoming sprint, engaging in discussions about the estimated effort required for each task. This planning session integrates feedback from both the Sprint Review and Sprint Retrospective, aiming to refine stories and tasks in the backlog. This approach aims to enhance team performance, foster collaboration and improve overall quality during the upcoming sprint.

Una de las formas en que promuevo el uso de las retrospectivas para planificar es la que tiene que ver con las acciones de mejora. Para esto, insisto en que seleccionemos una y sola una de las acciones. Ya sea la que genere mayor impacto, la más crítica según el equipo, pero si estás en época de transición hacia el enfoque ágil, puede ser una que requiera menos esfuerzo que las demás y que de todas formas produzca valor. Una vez seleccionada esta mejora, las tareas relacionadas con la misma deben tener un lugar visible y prioritario en el Sprint Backlog del sprint que inicia. Evidentemente esto le resta cierta capacidad al equipo para el incremento de producto que debe entregar al final del sprint, así que debe planificarse con cuidado.

Sprint planning is a fundamental event in Scrum, occurring at the start of each sprint. This collaborative meeting involves the Scrum Team, including the Product Owner, determining the scope of work for the upcoming sprint. Lasting typically eight hours for a four-week sprint, the team reviews the product backlog, selects user stories, and defines tasks. Through discussions and estimations, the team commits to delivering a potentially shippable product increment by the end of the sprint. Sprint planning sets clear objectives, establishes a shared understanding of the work, and lays the foundation for a focused and productive sprint, aligning team efforts with the overall project goals.

Sprint planning is the ceremony that kicks off each sprint, where the team selects the backlog items (user stories or tasks) they commit to completing during the sprint. Insights from the sprint review and retrospective can directly impact sprint planning.

Suppose the retrospective highlights a recurring issue: the team struggles to implement new features because of existing technical shortcomings. This becomes a sprint planning focus: Backlog Impact: Tech debt cleanup tasks are created and prioritized alongside "value-adding" feature stories. Capacity Assessment: A portion of sprint capacity is explicitly reserved for tackling tech debt, preventing constant deferral of the issue. Estimation Change: The team agrees that future feature estimates should include refactoring effort if relevant areas of the codebase are likely to be touched. Definition of Done: Perhaps “Done” is updated to enforce code quality standards when tech debt is addressed, preventing its build-up again.

📌 While sprint reviews and retrospectives are different event with different goal, the content of the discussion may potentially be useful for the sprint planning. 💡 Especially sprint reviews, the feedback that we receive from the stakeholders are typically related to the next sprint goal. As scrum master, we must be aware about it and also able to ensure the details of discussion will take place in sprint planning.

I have an interesting take on this. There is more to it than being formal opportunities to inspect and adapt like other Scrum events. Two aspects are very important for a Scrum team - direction and speed, ideally both of them expected to be consistent. For me, Sprint review enables the team to ensure directional consistency and Sprint retrospective to ensure speed consistency. Together, they contribute to derive team's velocity.

El equipo debe considerar la retroalimentación recibida durante el Sprint, el cambio de prioridades que proponen los interesados, junto con los propios resultados del sprint que acaba de finalizar, a la hora de realizar la planificación conjunta del nuevo sprint. Es posible que las condiciones del entorno (mercado) cambien en menor o mayor medida. Es posible que no se hayan terminado algunos elementos del producto backlog seleccionados en el sprint anterior. Es posible que ciertas interrupciones tengan un impacto visible en los resultados obtenidos. Con todo esto en mente, el equipo debe reflexionar y adaptar su planificación en consecuencia.

At the end of a sprint, teams gather for a Sprint Review, showcasing the sprint's achievements to stakeholders. This collaborative session becomes a springboard for insights and improvements. Simultaneously, the Retrospective follows, fostering a culture of continuous enhancement. Teams openly discuss what went well and areas that warrant refinement. These shared experiences become the compass guiding the next Sprint Planning, shaping a dynamic cycle of growth and efficiency.

Maintain a feedback loop: Ensure that feedback gathered from sprint reviews and retrospectives is incorporated into the sprint planning process consistently. Make it a part of the team's regular routine. Balance flexibility and predictability: While sprint reviews and retrospectives encourage adaptation, they should not lead to frequent changes that disrupt the sprint cadence. Strive for a balance between flexibility and predictability.