Sprint Planning Meeting
In Scrum, every iteration begins with a sprint planning meeting. At this meeting, the Product Owner and the team negotiate which stories a team will tackle that sprint. This meeting is a time-boxed conversation between the Product Owner and the team. It’s up to the Product Owner to decide which stories are of the highest priority to the release and which will generate the highest business value, but the team has the power to push back and voice concerns or impediments.
When the team agrees to tackle the work, the Product Owner adds the corresponding stories into the sprint backlog. We usually recommend this be physically represented by moving a Post-It note or index card with a story written on it from the backlog into the sprint backlog.
At this point, the Product Owner may choose to leave while the team decomposes the forecasted backlog items into tasks. This meeting is sometimes called Sprint Planning Part 2.
In Large Scale Scrum, multiple teams pull items from one Product Backlog. Multiple backlogs for one product, and multiple Product Owners lead to localize suboptimizations, longer work-in-progress queues, thus are harmful to agility.
The Daily Standup
Every day, the Scrum team gathers in front of their taskboard to discuss the progress made yesterday, goals for today, and any impediments blocking their path.
- What have I done since the last Scrum meeting (yesterday)?
- What will I do before the next Scrum meeting (tomorrow)?
- What prevents me from performing my work as well as possible?
This meeting should not exceed 15 minutes. If members of the team need to discuss an issue that cannot be covered in that amount of time, we recommend they attend a sidebar meeting following the standup. This allows team members to attend meetings that directly involve their work, instead of sitting through irrelevant meetings. Unfortunately, daily Scrums often last longer than 15 minutes. To compensate, many teams use stop watches or timers to uphold the time limitations. Also, to limit distracting small talk, many teams employ a talking stick or mascot, which a team member must hold to speak in the meeting. Upon finishing an update, the talking stick is then passed to the next team member, who reports, and so on.http://www.open.collab.net/nonav/community/swp/training/DailyScrumMeeting/DailyScrumMeeting.htm" target="_blank">Watch an example Daily Scrum Meeting.
Sprint Review Meeting
When the sprint ends, it’s time for the team(s) to demonstrate a potentially shippable product increment to the Product Owner and other stakeholders. The Product Owner declares which items are truly done or not. Teams commonly discover that a story’s final touches often excise the most effort and time. Partially done work should not be called "done."
This public demonstration replaces status meetings and reports, as those things do not aid transparency. Scrum emphasizes empirical observations such as working products.
In Large Scale Scrum, multiple teams demonstrate a single integrated product increment.
Watch an example Sprint Review Meeting
Sprint Retrospective Meeting
After the sprint review meeting, the team and the Scrum Master get together in private for the retrospective meeting. During this meeting, the team inspects and adapts their process. When the Scrum Master and outer organization create an environment of psychological safety, team members can speak frankly about what occurred during the Sprint and how they felt about it. After all team members thoroughly understand each other, they work to identify what they'd like to do differently the next Sprint, typically focusing only on one or two specific areas of improvement each Sprint. The Scrum Master may also observe common impediments that impact the team and then work to resolve them.
Overall Retrospective Meeting (Large Scale Scrum only)
Watch an example Sprint Retrospective Meeting.