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Scrum Review & Retrospectives

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Scrum Review and Retrospectives refer to two important meetings held at the end of each Sprint. A Sprint Review involves a demonstration of the product increment to the stakeholders to elicit their feedback and possibly influence future product development. A Sprint Retrospective, on the other hand, allows the Scrum Team to reflect on the completed Sprint and identify opportunities for improvement for the subsequent Sprints. Both these meetings are essential in maintaining transparency, fostering a culture of continuous learning and improvement, and ensuring high product quality.

Guide to Scrum Review & Retrospectives

Why it is important: Scrum Review & Retrospectives provide an opportunity for the Scrum Team to inspect itself and create a plan for improvements to be enacted during the next Sprint. They are a critical part of the empirical process control that Scrum is based on.

What it is: The Scrum Review is a meeting at the end of the Sprint where the Scrum Team and stakeholders collaborate about what was done in the Sprint. The Scrum Retrospective, on the other hand, is an opportunity for the Scrum Team to inspect itself and create a plan for improvements to be enacted during the next Sprint.

How it works: In the Scrum Review the 'Done' increments are demonstrated and Product Backlog is adapted. In Scrum Retrospective, the team identifies and orders the major items that went well and potential improvements; and, creates a plan for implementing improvements.

Exam Tips - Answering Questions on Scrum Review & Retrospectives:

  • Remember both the Review and Retrospective are empirical processes - questions may emphasize this.
  • For the Review, know that the Product Backlog can be changed or adjusted based on feedback.
  • For the Retrospective, be prepared to answer questions on the importance of identifying improvements for the next Sprint.
  • The Scrum Master encourages the Scrum Team to improve within the Scrum process framework. This gentle reminder could be a clue in answers.

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CSM - Advanced Scrum Concepts Example Questions

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Question 1

During the Sprint Review, a stakeholder demands that a new feature be added to the current Sprint, even though it was not part of the original Sprint Goal. What is the best way for the Scrum Master to handle this situation?

Correct Answer: Explain that the Sprint Goal cannot be changed mid-Sprint and offer to consider the new feature in the next Sprint Planning meeting.

The best way for the Scrum Master to handle this situation is to explain that the Sprint Goal cannot be changed mid-Sprint and offer to consider the new feature in the next Sprint Planning meeting. This adheres to the Scrum principles of maintaining the integrity of the Sprint Goal and time-boxing each Sprint. The other options are not ideal because they either suggest changing the Sprint Goal mid-Sprint, which goes against Scrum principles, or they do not follow the proper Scrum process for addressing new features or requirements. The Scrum Master should protect the Development Team from distractions and ensure they can focus on delivering the agreed-upon Sprint Goal.

Question 2

In a Scrum Retrospective, the team identifies that the definition of done (DoD) was often misunderstood. What action aligns best with Scrum practices for improvement?

Correct Answer: Clarify and expand the DoD in collaboration with the team.

In Scrum, the Definition of Done (DoD) is a crucial artifact that ensures everyone on the team understands what it takes for a piece of work to be considered complete. If there's confusion around the DoD, the best practice is to collaboratively revisit and clarify it with the whole team. This approach aligns with Scrum values of openness, respect, and courage, allowing the team to openly discuss and agree upon what done means, ensuring greater alignment and shared understanding moving forward. Asking the product owner to provide a detailed DoD is not ideal because the DoD should be a mutual agreement that reflects the entire team's understanding, not just the product owner's. Instructing team members to strictly adhere to the current DoD does not resolve the issue of misunderstanding it and contradicts Scrum principles of self-organization and continuous improvement. Lastly, delegating the responsibility of defining the DoD solely to the development team excludes the product owner and potentially other stakeholders who have a say in what 'done' means, ultimately leading to a less collaborative and possibly misaligned understanding of done.

Question 3

During the Sprint Retrospective, the team confesses that they often feel rushed towards the end of the Sprint. What should the Scrum Master do?

Correct Answer: Facilitate a discussion on Sprint capacity planning, encourage the team to commit to only what they can comfortably deliver and work on improving backlog refinement.

The Scrum Master’s role is to facilitate and support the team. In a case where the team consistently feels rushed at the end of a Sprint, the best approach would be facilitating a discussion around Sprint capacity planning. This would involve assessing the amount of work the team can comfortably deliver in a Sprint without feeling rushed or stressed. This would also entail improving backlog refinement to ensure a smoother workflow and less pressure towards the end of the sprint. The other options such as ignoring the problem, blaming the team or asking them to do overtime, are all contrary to the principles of Scrum, which focus on sustainable development pace, open communication, and joint problem-solving.

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