All the team members can agree on some set of guidelines to help.
We are following these fun guidelines that are working very well for us:
No person can talk for more than 1 minute at a time.
Every person in the team must talk.
Every person must nominate the name of another person in the team, at the end of his/her turn. The nominated person will then talk ...
No team I ever met was self-motivated to fill out bureaucracy tickets.
The question you should ask is: who wants them to count hours and why.
Then find out how to solve that need.
Ideally, you have a capacity for each team member and that capacity goes down when you have meetings. A person there for 8 hours per day might only have 6 hours of capacity. ...
A few additional suggestions that we've tried with some success:
To specify seating order, you can do things like:
have everyone roll dice (slack has a D&D dice roller app, use /roll d100 to get a good dynamic range)
have everyone say their favorite color then go in spectral order
choose the first person by something lighthearted like oldest car, or ...
The first item in the Agile Manifesto is:
Individuals and interactions over processes and tools
Your question lists a bunch of tools and asks about more tools, some that are more flexible to use given your new situation with people working remotely.
How about turning the problem on its head and think about improving the interactions between people? At ...
But also, let it be said that most of the software teams that I have worked with over many decades are entirely or partly "remote." (Even within the USA, which is a very big country.) Some people who work in the same city work from their homes and have done so for decades.
Many different types of collaborative software, project management hubs, and so ...
You will have to realize that video conferencing is a far cry from a face-to-face meeting. Almost all the non-verbal communication that takes place in a face-to-face meeting goes out the door in a video conference.
It is also harder to interrupt someone or to detect when someone is about to begin speaking, so people tend to speak more in turns and wait a ...
I also think David got the answer right. But to add a little.
Post-mortem is a common term for this activity that is now understood by many.
The word's actual latin meaning is less important than the perceived usage of the term from the medical world, just within a project setting.
This is always the issue of borrowing a words usage rather than it's meaning.
You can take a look at https://funretro.io/ service. You can share the board in advance so that team adds their points in advance. This will speed up the retrospective. This service offers several popular retrospective templates.
Another tool worth exploring is Miro (previously RealtimeBoard): https://miro.com/blog/features/realtimeboard-is-now-miro/.
Reading the article strongly suggests it is once every two weeks. It is very unlikely you would need to hold a 1-2 hour delivery focused meeting twice per week, every week.
Having said that, the whole article seems way to precise. The frequency and duration of all these meetings are likely to vary depending on the organisation, the domain, the team size and ...
There are a lot of other bureaucratic processes here in place. [...] they have a bloody task called "Communication strategy" where they log hours for internal team discussion. I have been told it is because current PM wanted to track that.
There's your problem. Your Team is under the (apparently correct) impression that the culture of your workplace ...
I assumed here that by 'other essential activity', the OP meant administrative work/meetings similar to the Daily Scrum. The OP has clarified - leaving this Answer for posterity.
E.g. going from 8 hours per day to 6 hours per day, plus 2 hours for other essential activity.
Why do you have two hours of daily administrative work??
The Daily Scrum should ...