How to manage sync meetings
I am working as a scrum master in an institution's production line. However, I wanted to share with you a situation that I observed throughout the institution.
There are multiple production lines and squads in each production line in the institution I work for. Each production line develops according to the Scrum or Kanban methodology. In addition, these production lines are integrated in the development of certain products. Until now, integration alignments have been managed by so-called Nexus Sync meetings. These meetings are held once a month and the Product Owners of each production line, Scrum Masters (Optional) and a facilitator participate. However, as far as I have observed, these meetings cannot be managed efficiently, that is, participation cannot be achieved. In general, there are other meetings on the calendars of the participants and they do not participate, so the meetings are cancelled. How do you think integration management should be managed between interdependent production lines? Should these meetings be continued and explored how they can be managed better?
I am only an observer in this position, so if you ask why these processes are managed like this, I may not be able to give you a clear answer :)
Thanks for your replies.
It sounds like certain agile terms and dimly perceived concepts have been grasped at, and then layered over an existing production culture as a sort of veneer. However, there's no indication that the organization has really stopped doing anything to start doing Scrum. The organizational gravity has not been overcome, ensuring that people continue doing the same-old same-old.
When you reflect upon the Scrum Guide, Kanban Guide, and Nexus Guide, do you perceive a clear gap which you can then illuminate to others in the company and help them navigate?