Who presents the completed work during Sprint Review?
This post is in addition to core Scrum, and is my opinion on how to help boot up Scrum in a company as an Agile business process trainer, consultant, and coach:
The development team, who collaboratively accomplished the work, often gets rare and transformational customer feedback during sprint review, also called sprint demo. Ideally the customer attempts to perform the specified action in each user story being demoed and reports back to the development team if they received the value specified in each user story. The Product Owner then logs each story as accepted or rejected according to the current sprint’s Definition of Done.
If we don’t have the customer attending this particular sprint demo, we have a choice to have Product Owner or the Development Team impersonate the customer. Here are the Pro’s and Con’s as I see it:
If the Product Owner impersonates the customer, they deepen their ability to put themselves in the customer’s shoes, which will aid them in prioritizing the highest value stories first and find the junk stories that the customer will seldom or rarely use.
If the Development Team impersonates the customer, they often have an enormous wave of pride as they walk through the solution they built. Often times, this is the most direct public credit, in front of stake holders, the development team might receive. This accomplishment translates, in my experience, into an immediate morale boost which translates into increased velocity the following sprint.
In this trade off, my personal coaching style prioritizes team morale and I recommend the team demonstrate the completed work during sprint review, if the actual customer is not available, barring an impediment that significantly changes the equation. One such impediment might be an un-engaged or part-time PO, who is then forced by the team to at least understand the current state by leading the sprint review. This impediment should be systematically and immediately solved so that the Product Owner can prioritize the 80% of the value in the 20% of the backlog items to the top, and influence company ROI.