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Action Items/Suggestion

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Overall Deployment Sign off/Launch Challenge

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Overall Deployment Sign off/Launch Challenge

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Availability of Data, Code and overall setup sooner for Testing

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Availability of Data, Code and overall setup sooner for Testing

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A lot of meetings because priorities weren't clear. Clarity wasn't achieved until the end of the Sprint.

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Too many meetings, and expected outcomes are not always clear

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Too many meetings, and expected outcomes are not always clear

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lots of meetings

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There is a meeting cadence for products, and a meeting cadence for software engineering. It seemed we spent some of the quarter trying to determine how they fit together. Are we there yet? Have we decided on the roles, deliverables at each step? Which meetings are progress check-ins on the current quarter, and which meetings are to plan the next quarter?

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We need to work on a formal strategy (cross department) for continuous delivery to alpha and beta. We need products to be aware of enhancements and bugs being reported and have them sign off on the work. In some features the product manager would take multiple days to assign priority to a ticket.

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Not all staff/teams with dependencies were fully integrated into SAFe in Q3. Additional teams will be added in Q4 and this will help with having everyone on the same page regarding prioritization

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improve the expectations of PMs in the SAFe process, especially with jira management

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Numerous sync issues with Kendis made the point totals and dependencies in some cases not accurate. The tool has significant performance issues and syncs take more than a half hour. Adding more teams will overload Kendis. People reporting metrics should use Jira sprints as a backup when reporting sprint progress. They should report inaccuracies to the respect scrum master and manager. Inaccurate reporting can result in poor representation of teams to upper management who are not part our day to day. This will create trust issues with management.

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A lot of workload keeping Jira and Kendis up to date and synced

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Time based story points is fine, but they don't correspond with each other.  1 point = 1 hour, but 5 points = 3 days (21 hours)?  There's a big discrepancy in team capacity if you happen to have a lot of small tasks or large tasks that sprint.

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Still working on how we best estimate work for requirements that will be written during the quarter, and how this appears in our metrics.

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Having multiple teams move to the UP project the night before planning so they could participate in planning on Kendis was a significant, unexpected, though hopefully one time disruption.

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PMs sometimes don't attend team meetings

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PMs sometimes don't attend team meetings

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due to schedule conflicts. This results in no PM representation in meetings in case team has any questions.

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PO/PM sync - not sure how to improve that time together

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PMs spread over a multiple products.

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Starting the sprint at the beginning of the week was better.

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Any way(s) to get data integration sooner

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Any way(s) to get data integration sooner

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so we have more time to test w real data

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More whole-team coordination on event log stories

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More whole-team coordination on event log stories

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There was confusion re m4 event log stories that earlier collab & review might've prevented.

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bugs not estimated during planning lead to dependencies rolling over

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too many epics to manage. need to clear our UP epic backlog

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time based story points and lots of meetings were hard to juggle

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The departments are starting to get comfortable with the SAFe process. Improved communication as the quarter progressed. Teams were able to deliver features on time.

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training sessions were very insightful

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PI planning helped identify dependencies and architect solutions we didn't know we needed based on requirements from product

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PI planning helped identify dependencies and architect solutions we didn't know we needed based on requirements from product

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expectations clearly communicated on building epics and stories. This started to standardized team norms.

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Having one system demo instead of multiple sprint reviews to attend

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quarterly innovation sprint is a great to work on tech debt identified during the quarter

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Story points based on time not on difficulty

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Took our first pass at identifying risks and risk owners for a given quarter.

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on tickets or in Slack. In general much better communication this time.

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often within same biz day to dev team questions so we can proceed w our work. He rarely needed followups due to lack of response. Thank you!

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And regular meetings to review those dependencies

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Story tracking, and linking dependencies to the stories was great in keeping up with their progress

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Dependency tracking and pre planning sprints based off those dependencies to know when hand offs are expected

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Good communication between teams when new dependencies or questions arose

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Critical bug resolutions were quickly addressed

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Critical bug resolutions were quickly addressed

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Q3 planning in person allowed for some great in person cross-team discussion on upcoming dependencies.

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Recurring session to do multi-team feedback & action items was a great idea. Please keep. But need to remind folks of call's purpose; it's not a team update.

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Smooth M2/M3 Deploy

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It was great to have an already groomed backlog for when there was capacity to be able to pull forward stories

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We have an ordinal priority list for Q4!