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06 March 2014


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Michał Parkoła


In your post you seem to assume that the primary purpose of the Sprint Review is to show people what was done (hence a "demo").

From what I understand of Scrum the intended purpose of this meeting is to *get feedback* on the current state of the product (so maybe it should be called a "Product Review" instead of a "Sprint Review") and figure out together (team, PO and other stakeholders) what could be done next.

There might also be other ways to achieve that but to say "we don't need sprint reviews because we have batter ways of informing users of new features" seems to be an incomplete view.

How do you get feedback in the scenario you described?


Interesting idea. The one part that gives me pause is the idea that the team, having just finished an intensive period of experimenting with how to meet the desired user value, has a bunch of information about what does and doesn't work. If I am the customer, I would be curious to hear about the three ways they tried to build a feature that *didn't* work, in addition to the happy path being demoed. It seems to be useful information. But maybe not. Unfortunately, I don't know. At my company, demos have had little of this component of actual collaborative interaction with the customer; they are rather one-way, perfunctory show-and-tells. After some recent reading (the Scrum guide in particular, I think), I am thinking about trying to coach my team toward more meaningful conversations there.

Am I crazy to think that such interaction actually can happen, or that it would really be all that useful? And if I am not crazy, do you handle this sort of interaction differently in your non-demo setting? Perhaps it's just mixed in to story acceptance?


Nice angle - brings back good memories of a great process to see those ux artifacts: *proudly* I made those things! :)

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