# data[].attributes.body
DMs drive the process. RTE is involved when hiring SMs and otherwise not.

# data[].attributes.body
Likely, we should to a larger degree use the entire LT to both get improvements and impediments moving.

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When not, then bigger troubles.

# data[].attributes.body
SM - DM - RTE: Who has the final say, responsibility for good or bad performance etc.

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Brings knowledge and perspective how the same things are treated in another ARTs

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Odd that non-people managers are excluded.
+3

# data[].attributes.body
LT is not really driving the items from program retro sessions. Instead SofS is the m
ain driver.

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from the ART is challenging as most of the topics is driven by 1 person

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Actions being started out of the DM community/ strategy forum w/o communication/alignment

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Actions being started out of the DM community/ strategy forum w/o communication/alignment

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e.g efficiency metrics, cross-ART hackathons on cloud

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When DM is part of several ARTs, attention is divided and can have somewhat conflicting goals.

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Must be better to drive the ART's execution, on the short/medium term. Don't feel the SA is quite as invested as he should be.

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All ART sides are included during discussions

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works well in AI to share and align across roles, becoming a team

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facilitating the LT team

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A fine trinity with well-defined roles.

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Lot of focus on the current execution and the next PI. Alignment on looking ahead is rarely done, currently each role has its own approach and views

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More structured approach around arch direction and runway. Closer involvement with PM. Network of techleads within ART

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PPMs has clear ownership of backlog priorities and alignment with other PPMs

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Quick alignment around product direction, execution and quality. Much direct communication

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When representing the ART/LT, input from other roles in the LT is rarely sought prior to the work.
Examples are Strategy forum, employee/team appraisals & team compositions etc.

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Is not optimal. Takes time to agree on actions for teams with Low performance.

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Examples: onboarding, OKRs, social events, interviews/recruitment...

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Rarely dealt with by PPMs but rather the "old" dev org managers.

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Means that LT meetings can get dominated by DevMgr topics. Or we get two 'camps' (PPM, SA, RTE) and Devmgrs. Slow decisions and weak sense of direction

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Difficult to strike the right balance between - DMs either being too distant from the teams OR interfering too much with day-to-day execution

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Having employees in another country requires extra effort and frequent travelling. This isn't happening

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LT members are very booked especially when they have to deal with more than one ART - common meetings/ discussions on bigger topics are challenging

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Feedback to LT: get reps from scrum teams to give feedback periodically

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Feedback to LT: get reps from scrum teams to give feedback periodically

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Using padlet for sharing before the meeting

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Using padlet for sharing before the meeting

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sharing experiences (which are very different)

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sharing experiences (which are very different)

# data[].attributes.body
+1

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Having one/few RTEs driving this, preparing, looking for patterns, facilitating

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Having one/few RTEs driving this, preparing, looking for patterns, facilitating

# data[].attributes.headline
1 specific suggestion that PD-SMT can easily implement

# data[].attributes.subject
1 specific suggestion that PD-SMT can easily implement

# data[].attributes.body
+3

# data[].attributes.headline
Give some time before the session so can prepare.

# data[].attributes.subject
Give some time before the session so can prepare.

# data[].attributes.headline
Keep that one/few RTEs are driving the preparation for the session

# data[].attributes.subject
Keep that one/few RTEs are driving the preparation for the session

# data[].attributes.body
+2
Conclusion: gather input on padlet first. 2nd step: identify the problem that we would like to solve

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Came across many situations and good discussions

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Came across many situations and good discussions