Daily in a CFT Team, how should it be done?
I am a Team member in a new CFT team. I have not had any experience with this before. I worked always in Teams where there have been, just the PO, SM and the Developers. Now we have all branches in the Team. From Dev, Sales, UX Designer and so on. And today it was mentioned in the retro that for example the sales people usually don't understand what the developers are saying in the daily. This can also be the case the other way around. How do you make a daily in a CFT what is important for the others? Should you only talk about the stories on the board, then the Sales people would mostly not even come up, because there are few to hardly any stories for Sales on the board. Should they always mention their daily work? Please for tips and advice
Do you have the right people on the team?
Within Scrum, you are a Product Owner, a Scrum Master, and/or a Developer. If you are on a Scrum Team and are not the Product Owner or the Scrum Master, you are a Developer. In addition, the Daily Scrum is only for the Developers. It seems like you are considering all of these functions to be Developers.
As defined in the Scrum Guide, Developers "are the people in the Scrum Team that are committed to creating any aspect of a usable Increment each Sprint". Are the sales people committed to creating an aspect of a usable Increment each Sprint? If not, perhaps they should be considered external stakeholders rather than members of the Scrum Team. You can ask the same question of UX designers and any other role. If the skills and knowledge they possess aren't needed to create a Done increment, based on your Definition of Done, then perhaps they don't need to be on the Scrum Team.
Just because they aren't on the Scrum Team doesn't mean their knowledge and skills aren't useful. The Product Owner and/or Developers may rely on their expertise throughout the Sprint in order to understand and complete the work. There are also opportunities, especially at Sprint Review, but potentially also at Sprint Planning, for more formalized interactions between these stakeholders and members of the Scrum Team.
Now we have all branches in the Team. From Dev, Sales, UX Designer and so on.
That's the issue. You've brought certain people into the team. What the situation has revealed is that the corresponding disciplines, when brought within that Scrum Team, may not be as relevant as was assumed .
Does the team really need sales, for example, or does it need the ability to engage with customers each Sprint, so value is maximized by learning to build the right thing at the right time? That's not quite the same thing, but it could be more valuable to Sprint outcomes, and thus more likely to require collaboration and team engagement.