I’m midway through Priya Parker’s book The Art of Gathering and her insights into how to make an event a meaningful gathering rather than “just another boring meeting” are apropos to ceremonies. A common complaint many team members raise in the early days of an agile journey is that it feels like they are in too many meetings. This shows that they aren’t perceiving the value of the ceremonies and, if these concerns aren’t addressed quickly, the team members are likely to disengage.
One way to evaluate your ceremonies is to do a W5 assessment on them.
Without a shared understanding of the purpose for the ceremonies, misalignment of expectations and behaviors may emerge. It is critical that a newly formed team understands why each ceremony is needed, but as the team evolves, the purpose of each should be reviewed to ensure it remains relevant. One way to gauge this is to ask each team member to summarize what they believe the purpose of the ceremony to be in three words or less.
Once there is clarity on why, we need to confirm that the outcomes of ceremonies are being realized and are in line with the purpose for conducting the ceremonies. Poll team members on their perception of the effectiveness and efficiency of producing those outcomes.
A common challenge with agile ceremonies and most recurring events is that, over time, you might pick up a number of participants who “just want to observe” or “need to be kept in the loop”. If everyone is needed, no one is needed. A self-disciplined, self-managing team will weed out those stakeholders who aren’t required but will be equally diligent on ensuring the right participants are at each ceremony. For example, conducting a sprint review without adequate representation from those who will be consuming the outputs of the team is a waste of time. Who is also about the role each participant plays. While new teams might lean on the Scrum Master to facilitate most ceremonies, over time, this can become a shared responsibility, giving each team member a chance to develop their facilitation abilities.
It is a good practice to hold ceremonies at the same day and time but the timing that seemed ideal in earlier sprints may not suit all participants in later ones. It is also worth evaluating the duration of the ceremonies as they should be long enough to meet the purpose and achieve the expected outcomes and no longer. If certain team members are missing certain ceremonies, it is worth confirming whether the timing is still suitable for all participants.
Whether it is physical meeting rooms or virtual video conferences or collaboration environments, it is important to ensure that the location supports the purpose and approach and doesn’t detract from it. In physical settings, this could be as simple as the arrangement of chairs around a table and the availability of white board space for spontaneous collaborative activity. Consider alternative environments for physical ceremonies. Could it be possible to conduct some in a more dynamic manner – perhaps as a walking meeting? In virtual sessions, this means ensuring that the tools provided (e.g. polls, whiteboards) are functional and everyone knows how to use them in advance of the ceremony.
How frequently ceremony reviews should take place will vary and one trigger for a health check might be to have team members vote every few weeks or every couple of sprints on how valuable they feel each ceremony is.
To paraphrase Chris Fussell “If your team is trying to be more agile, stop and think, ‘Are my ceremonies actually productive, or are we merely having ceremonies for ceremonies’ sake?’“