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Delivery of Value
- How frequent is delivery to the customer?
- Is there an approval process to get to live
- How are live releases conducted? Test customers? Downtime?
- Do the team deliver the sprint goal?
- Is an increment delivered? (i.e. a ‘done’ potentially releasable step towards the product goal)
- Does the team deliver what the business most needs?
- How is ‘most valuable’ decided?
- How are deliveries verified as achieving value?
Supporting Process Improvements
- How are the Scrum team continuously improving?
- Read through recent retrospective notes (if they exist)
- What challenges have they recently faced/ overcome?
- Have there been changes across the organisation?
Previous performance (2)
- How has this organisation performed in the past? How do people in the organisation think it has performed?
- If performance has been good, why has that been the case?
- What have been the relative contributions of strategy, structure, systems, talent bases, culture, and politics?
- If performance has been poor, why has that been the case? Do the primary issues reside in the organisation’s strategy? Its structure? Its technical capabilities? Its culture? Its politics?
- Does it happen every day at the same time and place?
- Does the whole team participate? Are there any external people that participate/ observe?
- Are problems/ impediments surfaced?
- How are impediments left at the end of the event?
- Is the Sprint Goal used as an anchor for the conversation?
- Does someone facilitate the event or keep an eye on the team working agreements?
- Does the PO participate? How do they communicate what is priority?
- Do all the developers attend and participate?
- Does it result in a Sprint Backlog and Sprint Goal?
- Does the whole team believe the plan is achievable?
- Are any forecasting metrics used, e.g. velocity from story points?
- Does this happen after every sprint?
- (For scaling) Is the Sprint Review for the team only, or is it combined with other teams?
- Are the right stakeholders in the room? Are there observers who don’t feedback or questions left for those outside the room?
- Is feedback given and adaptations discussed?
- What is the format? Is it a working session or a presentation?
- Are challenges or adaptations during the sprint discussed? Is this done with transparency and safety?
- Is this event used as a sign off for releases?
- Is there an inspection of the Product Backlog?
- Is the Definition of Done used to inspect the increment?
- Is the increment ‘done’?
- Does it result in concrete improvement proposals?
- Do some proposals get implemented?
- Does the whole team and the PO participate? Are there other observers either in the meeting or expecting notes afterwards?
- Is there a nominated facilitator or note taker?
- Is there an elephant in the room?
- What are the current improvements/ impediments?
- Are the team free to experiment? Is innovation celebrated?
- How do they manage failure?
- How long is a Sprint?
- (For scaling) Does sprint start/ end times correlate with other teams? Are they in sync or staggered?
- Is Sprint length consistent? How are public holidays handled?
- Are sprints cancelled? Why and by whom?
- Where is it? Is it highly visible?
- Who looks at it?
- Do the team actually use it, or is it a burden to them?
- Do external stakeholders use it?
- Do the team own it?
- Where is it? Is it highly visible?
- Are the PBIs prioritised? How are they prioritised and by whom? Is there a process?
- Are estimates used?
- How is the Product Backlog used for forecasting?
- How are the estimates done?
- How are the PBIs refined? Who refines them? Are there any team standards as to what refined means?
- Does the PO understand all of the PBIs and is able to prioritise? Is the backlog bloated with junk?
- Does one exist?
- Who wrote it/ owns it?
- (Scaling) Are there shared standards/ definitions?
- Does it evolve?
- Henrik Kniberg’s checklist
- The First 90 days by Michael D. Watkins