When we speak of Scrum framework, the 3-3-5 structure is imbibed in our memories. The 3 roles, 3 Artifacts and 5 events are known to all. When we talk of processes, learnings, improvements, most of the teams confine themselves within the limits of 3-3-5. How many of us realize Product Backlog Refinement lays the foundation of the Release/Sprint planning. Do teams really give the right importance to PBR, or do they feel it distracts them from the their current sprint work? How can PBR be more effective and help teams plan better, be more predictable, help in being more productive, and encourage the teams to take calculated risks when needed - these are few of the things we would discuss during the session.

We conducted with more than 40+ Scrum Masters across the globe in one of the organizations I was associated with, to collect the challenges w.r.t PBR. During this session, we will discuss those practical challenges, and tried and tested recommendations.

When we speak of Scrum framework, the 3-3-5 structure is imbibed in our memories. The 3 roles, 3 Artifacts and 5 events are known to all. When we talk of processes, learnings, improvements, most of the teams confine themselves within the limits of 3-3-5. How many of us realize Product Backlog Refinement lays the foundation of the Release/Sprint planning. Do teams really give the right importance to PBR, or do they feel it distracts them from the their current sprint work? How can PBR be more effective and help teams plan better, be more predictable, help in being more productive, and encourage the teams to take calculated risks when needed - these are few of the things we would discuss during the session.

We conducted with more than 40+ Scrum Masters across the globe in one of the organizations I was associated with, to collect the challenges w.r.t PBR. During this session, we will discuss those practical challenges, and tried and tested recommendations.

When we speak of Scrum framework, the 3-3-5 structure is imbibed in our memories. The 3 roles, 3 Artifacts and 5 events are known to all. When we talk of processes, learnings, improvements, most of the teams confine themselves within the limits of 3-3-5. How many of us realize Product Backlog Refinement lays the foundation of the Release/Sprint planning. Do teams really give the right importance to PBR, or do they feel it distracts them from the their current sprint work? How can PBR be more effective and help teams plan better, be more predictable, help in being more productive, and encourage the teams to take calculated risks when needed - these are few of the things we would discuss during the session.

We conducted with more than 40+ Scrum Masters across the globe in one of the organizations I was associated with, to collect the challenges w.r.t PBR. During this session, we will discuss those practical challenges, and tried and tested recommendations.

There are many retrospective techniques available and its a widely discussed topic too. But every sprint and release is different with respect to outcomes and learnings. The Scrum Master need to have the expertise to chose what technique or Agile game for Retrospective event so that it opens up healthy discussion and best learnings from the time boxed event. Example, Speed Boat is a great Retrospective technique, but may not be the best during the first or second sprint. Similarly, in case of release retrospective, where relatively large number of audience are present, there are multiple things to consider while chosing the format of Retrospective, like do you have a distributed audience, the number of audience, to what extent was their work co-ordination needed during the release, etc.

Hence, chosing the right Retrospective Technique is an art, and in this session we will discuss practical situations and what retrospective technique works best in those situations. I will discuss the tried and proven techniques based on my experience. I will share what retrospective technique worked when the team was newly formed, when the Scrum Master was new to an old team, when the team was continuously unable to meet sprint commitment, and a few practical ways of effectively facilitating the event for large audience.