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we need to be able to move a little bit quickly and numbly

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We could have had articulates the challenges beforehand - instead we were quite isolated on our own topics and lost the team focus

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e did not write the OKrs as a Team hence difficult to understand enablers and purpose and if we had enough capacity right at the start of the sprint

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We just missed planning basically and lost the usual discipline of agile and didn't look at capacity vs. tasks

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I think everyone did well in getting from OKR to aims of sprint quite quickly based on my experience in campaigns which was harder.

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challenge for next month is there is hardly any PS capacity for us to test a new WOW. However, I think my biggest learning from this team is that maybe PS tried to do too much. You need to form a team around every objective you're working on and if there aren't enough people for a team, that objective needs to be reprioritised

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probably took on too many different things for one quarter.

As a result we were all essentially individual workers in completely different areas with no real purpose for coming together as a scrum team...

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biggest challenge is that we sort of drew the short straw in that the Enabler area was probably the most undefined in how it would work going into the new scrum process.

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SM had 1.5h a week of scrum calls, this is not sustainable if you also need to do some internal work and full time on client – how are you going to justify this to the client?

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Create stories from scratch and going about them, especially for an effort such as redesigning the competency framework, involves a lot of thinking and time. As a SM I could not find a way to get this done, from a tam and personal perspective.

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Only SM and Wes was there at Sprint planning, that does not make the a good start from the team. With the new WoW involvement and purpose shall be at the core of the new process, this is all but that.

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Convey with Dee when saying that PS tried to do too much (especially with the capacity we were assigned); 3 OKRs (Competency Framework, KM, L&D) for a 5 members team is not sustainable

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Team formed of 2 scrum members, 1 SM, 2 POs is not a team

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can probably turn things around if Wes, Tom and I can liaise to create the framework and work out how to go about testing – to be proposed at the end of the sprint 22nd of march v

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we started with energy, focus and momentum,  there was a very positive vibe and made a difference although team was disjointed

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Availability, I seemed to find it difficult to dedicate enough time and help out this sprint. Main lessons learned for me is to block out the time and push back on client meetings"

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I like the focus on a specific area, especially since it is one that I find interesting