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Definitely a good practice to keep a track of overall situation and to react on time in case of any questions/blockers/delays.

Minor amendments/improvements to be considered.

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Earlier cut off for changes/requirements prior to actual go-live to allow for agile delivery v waterfall date

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The 3 deployments on the first Monday and Friday and the second Friday of each sprint allows gives Allied a continual flow of stories for testing.

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We haven't had retrospectives for a number of months, these should be scheduled after the demo after every sprint.

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We need to bring teams together more often especially for sprint planning

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We have no way of understanding the level of effort associated with testing

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We need to show Informa what is being developed and how it is looking visually to the business each week

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We need to allow for effort against unexpected work per sprint

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This is definitely a good start - looking forward to the future ones as well so we can, all together, work on the identified fields for improvement.

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Might be worth considering bringing back the Scrum meetings.

This approach might save some dev time as well (since SAs/PMs only would be attending the meetings and we might be in position to lower the number of daily stand ups - at one point we had 3 daily stand up sessions) and we would have a session where all vendors would be grouped and in position to fully align with each other (currently we have only weekly status meeting which is a pure status overview type of meeting)

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Currently, Sprint planning is not following the key Agile principles (e.g. almost 100% of Must functionalities; unplanned events not factored in - expected utilisation is 100%...)

Process to be revisited and refined by mid of Dec.

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All requests/questions always find quick response from other teams

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We are entering 18th consecutive sprint, without a single point in time where we were in position to regroup, finalise the documentation, work on knowledge share, etc...

At this point the team is exhausted (a good part of the Sprints were challenging and were based on heavily chasing target dates), knowledge shares are pending, as well as documentation updates (e.g. Phase 1 sign off still pending and documentation, most likely, will not be delivered before Jan 2018.)

Ideally, we should have a week break after 3-4 Sprints (9-12 weeks) to make sure all early mentioned deliverables are covered on time.

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It should be tracked that sfdc and product sites are available in correspondent env and are connected in test env

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Quick responses from all teams, clean and open communication channels...

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Detailed expected result from the end user side (AC) added on earlier stage on story readiness will save time and reduce question during tests creation/testing

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Cut off date for requirements/Story details

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Cut off date for requirements/Story details

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Ideally, we should have a cut off date introduced as part of Sprint planning improvement, e.g. on the seventh day of Sprint we need to lock the requirements in order to make sure that there are no last minute surprises/reworks

Story size should not be more than 2 MDs (6 SP) of work. Following this approach would support us with improving the sprint planning (Must vs should/could have functionalities)

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Causes testing to flow into next sprint

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Considering the mentioned reports and test plans, we need to make sure that JIRA is always up to date, containing key details (Due date, Completed effort, etc.)

Also, JIRA labels/approach to be reviewed for cleaner reporting.

In case there are leftovers from covered Sprint, new stories to be opened (containing remaining functionalities) and labeled as the new sprint items, etc.

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Established as part of Sprint 17; Process to be followed in future (Items to be reviewed with key stakeholders)

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IEG and PMD data migration tasks were not tracked through JIRA, nor did the team participate in the standups. Looking forward to including it in Sprint 18 for easier tracking of progress/blockers.

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With several completed releases changes can be brought up to correspond current project needs

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Trello was used before to have a clear overview of all blockers and dependencies. Should we consider introducing this one again (or some other tool/approach)?

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Considering all challenges, especially during first days of the sprint, all key items have been delivered on time thanks to the team members going additional miles to make it happen.

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How can we make scope freeze more effective? Still in sprint 17, after the scope freeze, some of the important points of scope are open and/or discussed. Example - preferences for Agri products, which is dependent on several teams (website platform, Salesforce, data migration prep, testing...).

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Currently we have no connection to product site for dev, QA or UAT. This makes testing impossible from an end to end perspective

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There is no access to a product site in Dev or QA. This has an impact on development and then ultimately testing

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100% utilisation in sprint is being allocated not allowing for any contingency meaning if any bugs or stories taking longer than expected has a direct impact on sprint delivery.

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Need agreement between teams of the ways of working