| tags |
|---|
coaching, scrum |
(notes taken from the article https://medium.com/the-liberators/how-to-use-powerful-questions-virtually-46a76096630a)
The best way to unleash teams is to ask questions instead of giving (your) solutions.
In our work, we purposefully follow the principles of Liberating Structures and break down interactions into smaller groups to allow everyone to contribute — and not just the loud voices and know-it-alls.
If you are working with a group beyond five participants, you need tools that allow you to create subchannels or breakout rooms easily (e.g. Zoom breakout rooms).
Sprint Planning is about selecting the work from the Product Backlog that is needed to achieve the Sprint Goal. But what is a good Sprint Goal?
- What would need to happen while working on this Sprint Goal, that would be cause for celebration?
- If we just canceled the next Sprint and went on vacation, what would be inevitably lost or become much harder later?
- When we achieve this Sprint Goal, what has clearly changed or improved from the perspective of our stakeholders?
The Daily Scrum is where the Development Team plans their collaboration towards achieving the Sprint Goal for the next 24 hours.
- What is the biggest bottleneck in our current work together? What can we do today towards removing it?
- What is keeping us from completing this item? Where do we need help?
- Instead of picking up something new, where can you help others get work done that is already in progress?
The Sprint Review happens at the end of a Sprint. Its purpose is to inspect the work that has been done to date and to decide what next steps make sense based on what was learned from that.
- How do you know when this problem is present?
- How do you contribute effectively to solving the problem?
- Do you know anybody who is able to frequently solve this problem and overcome barriers? What behaviors or practices made their success possible?
During the Sprint Retrospective, the Scrum Team inspects how they worked together to achieve the Sprint Goal, and what can be improved in the next Sprint. This can involve an updated Definition of Done, researching new tools or technologies, a change in working agreements, or a different team composition.
- What happens when this belief turns out to be wrong?
- Where do you see this belief confirmed?
- What would need to happen for you to let go of this belief?
Items on a Product Backlog are reminders of “conversations that we need to have in the future”. And refinement is the ongoing process of having those conversations.
- Which of the acceptance criteria for this item can we get away with by implementing later?
- What is the smallest and simplest possible way to implement this item?
- If we had to implement this item in only one day, what would we focus on making sure is there? What could be done later?
- How would sales explain the benefits of this to a new user or customr?
- When we implement this item, which user(s) benefits from it the most
- If we don’t implement this item, what likely complaints can we expect from our users in the future?