The Sprint Review is one of five events in Scrum. It’s purpose is to inspect the Increment of work, get feedback, and then adapt the Product Backlog. And while many people refer to the Sprint Review as the “demo” or “showcase”, this is only one aspect of the Sprint Review.
Like all Scrum’s events, the Sprint Review is a mechanism of empiricism – inspecting the potentially releasable Increment and adapting the Product Backlog by capturing feedback and adding new Product Backlog items. The Sprint Review is a mechanism to inspect what was delivered in order to adapt, improve and introduce changes into the next Sprint.
Whatever way the Team chooses to demonstrate its work, it’s always done in such a way as to elicit feedback so that the Product Owner can decide on what to do next and where to spend budget.
The Product Owner is responsible for release timelines, budget, and stakeholder engagement. The Sprint Review provides them with the opportunity to get feedback from stakeholders to then decide whether to adjust future releases, invest more money in specific areas of their product, or pivot to changing needs. Importantly, this means that the Scrum Master isn’t a Release Manager, responsible for the release of the product, and there is no Project Manager who manages the budget on behalf of a project board. Because Scrum is an agile product development framework, all of these responsibilities lie with the Product Owner.
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Understanding the value stream’s attributes and how the enterprise serves its customers, allows us to look at ways to optimise the operational value stream. This is why measuring flow metrics such as Ability to Innovate and Time to Market based on mapping the value stream are key.
When building Agile OKRs I start with the strategy and then ask if the attribute we are measuring, increased or decreased, and by what percentage? This is why flow metrics around ability to innovate and get to market as well as customer outcomes are where I start to build my Agile OKRs.
Facilitators can use many techniques, but this does guarantee that the outcome will be reached. Ultimately linking the facilitation pattern to the objective of the interaction, makes the event more effective and helps contribute to team success in achieving their goals.
An effective Product Owner is a strategic agile product manager that ties the Product Vision into the daily work by having a product management entrepreneurial mindset.
People complain that agile has too many meetings. To be effective, agile events need to be focused, productive, collaborative with a clear purpose
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