A few words about the Scrum framework

The Scrum framework is one of the most popular and used working methods among teams and projects that develop products. Although Scrum is not a project management methodology, many people perceive it that way.

Feedback from the customer is extremely important because our customer will find out if we have created unnecessary work or if we have made something wrong right from the demo.
However, it is not necessary that once the sprint is over and everything is ready, the finished work will be delivered for demonstration (deployed, installed, embedded…). The Product Owner role decides whether the increment (current version) will be made publicly available.
If the product owner considers that such a presentation is not necessary at this stage, I will respect the client’s wishes and send him a summary by email of the meeting with the team and an opinion about the held Sprint review meeting. Reference: “Why use the Scrum framework for your projects?“,

The Sprint Review meeting involves the entire team, all roles, and representatives of the customer or users. During this meeting, the team presented the completed work. It is not appropriate to hold it when the team is attending company training, so the Sprint Review will take place at the normally scheduled time when everyone can attend.

The sprint duration is pre-defined and must be adhered to. This will create a better organization of time and planned tasks.
Each Scrum team decides its sprint length. Sprint duration is consistent. Reference: “Why use the Scrum framework for your projects?”, This means that during the entire project (from start to finish), all sprints must have the same duration. This has the following positive effects:
The team easily compares the results of the sprints (speed of work, forecast of time required for development)
The team gets used to their capacity and productivity and can make increasingly easier plans over time
Work habits and rhythm are built. More on the topic: “When and why to use Scrum for your projects”,

The Product Owner’s responsibilities have been fulfilled and I have no complaints regarding the planned business trip. I will make sure that the user stories and sprint goals he submits are written in detail and clearly to reduce the chance of questions arising during the sprint. If something still arises as a need for further clarification, we will be able to make contact online or by phone and understand each other without affecting the tasks.

Collecting details, and describing functionalities and requirements for the product that will not be developed soon is considered a waste, since there is a possibility that, over time, these requirements will have changed based on the feedback that the users of the product will provide or stakeholders. Check reference: “Why use the Scrum framework for your project and organization“,
Scrum offers product detail only for the Sprint (iteration) the team is about to embark on. A product can be infinitely large, but the Product Owner’s role should focus on gathering development details, only on the parts of the product that will possibly be developed during the upcoming work period.

Planning should take place and the work between people in the team should be transparent everyone should be aware of the purpose, distribution, and execution of the tasks in the sprint. Reference: “When to use the Scrum framework in your projects“,

Researching technologies for functionality that will not be developed soon can be a waste of time, as it is likely that in time there will be more technologies on the market than those considered at the time of the research, and the requirements for the functionalities may be changed by interested parties.

It is not appropriate to start a User Story before the sprint has been completed with the retrospective done and before the planning of the new sprint has been done.

The team member’s desire is against the Scrum framework. All work completed during the Sprint should be visible to everyone on the team at all times. In this way, the team can try to adapt their efforts during their work in the sprint. Referemce: “Why apply Scrum to your company projects“,
When the business, market, and users change, and the need to deliver a product is urgent, visibility helps adapt and change work and development directly on the fly.

Each Scrum team decides its sprint length. Sprint duration is consistent, all sprints should have the same duration. The length of the sprint should not exceed one calendar month. Sprints typically last from one to four weeks. I will advise them to do a short sprint if they are working with a technology that quickly and easily creates a real and final result, and if your product can be logically divided into many small components, modules, and parts that you can focus on and view as separate elements. Otherwise, choose a longer sprint if the technology requires more time to create a real result. Reference: “Reasons for using the Scrum framework for the organization’s projects“,

Scrum Master explains that questions and discussions will be discussed after the product presentation is made.
The Scrum Master’s role is to ensure that meeting time and meeting milestones are met.
Participants who are invited can ask questions and give feedback about the presented increment to the Development Team.
Information about budget changes is useful for making decisions about backlogs and prioritizing tasks for the next sprint.
But first, an inspection of what has been done must be done, and after feedback from all participants, the tasks for the next sprint must be adapted.

It is not within the competence of the Scrum Master to talk to representatives of the client. All such questions should be directed to the Product Owner.

The Product Owner and the Development Team agree on the Definitions of Done before the first sprint. Being guided by the goal of the Definition of Done being as close as possible to a “potentially shippable product”. As this definition adapts and expands constantly.
Acceptance of work on a given item is within the competence of the Product Owner. In this case, the Product Owner would do well to ask additional questions and find out what additional information is not known to the team, but on which the customer representative’s comment is perhaps based.

The degree of completion of all items planned in the Sprint Backlog becomes clear during the presentation of the increment at the Sprint Review meeting. It is the Product Owner’s responsibility to accept the discussed items as complete during the meeting.

The assessment and acceptance of a given user story as to whether it meets the definitions of completion are not within the competence of a team member, but only of the Product Owner. Only at the Sprint Review meeting can one discuss whether or not his opinion and vision match the actual state of the product.

Different items may have different Story points due to differences in the effort required to complete them and the technical risk they carry.
This brief explanation should satisfy the customer representative’s curiosity. During the meeting, there is no time to go into details about the Scrum methodology.