How to make your retrospectives the heart of your agile proces
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The document outlines methods for improving retrospectives within Agile processes, emphasizing the importance of a positive environment and constructive feedback. It discusses key Agile principles, the design of effective retrospectives, and various techniques to enhance team collaboration and insight generation. The goal is to create an atmosphere that fosters learning and continuous improvement while avoiding blame and fostering honesty.
How to make your retrospectives the heart of your agile proces
- 1. www.PairCoaching.nethow to make your retrospectives theof your agile processYves Hanoulle
- 2. WHO?was never in a retrospective?never led a retrospective?was ever in a borring retrospective?led a borring retrospective?was ever in very energetic retro without result?led an energetic retro and without result?
- 3. Me.About()Yves HanoulleProject CoachTraining, Coaching & Consultancy Services on agile & Team practicesin EMEA. Partner of Els RyssenFather of Joppe 2002, Bent 2004, Geike 2007
- 4. You.About()Who are you?What makes you different?What would be the successful outcome of this talk for you?
- 5. The goal is to enlarge your toolbox
- 6. Principles behind the Agile ManifestoOur highest priority is to satisfy the customer through early and continuous delivery of valuable software. Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage. Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale. Business people and developers must work together daily throughout the project. Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done. The most efficient and effective method of conveying information to and within a development team is face-to-face conversation. Working software is the primary measure of progress. Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely. Continuous attention to technical excellence and good design enhances agility. Simplicity--the art of maximizing the amount of work not done--is essential. The best architectures, requirements, and designs emerge from self-organizing teams. At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.
- 7. What is a retrospective
- 8. It’s not a post mortem
- 9. We are not in CSI
- 10. More like a checkup
- 11. More like a checkup...
- 12. Prime Directive Regardless of what we discover, we understand and truly believe that everyone did the best job they could, given what they knew at the time, their skills and abilities, the resources available, and the situation at hand.At the end of a project everyone knows so much more. Naturally we will discover decisions and actions we wish we could do over. This is wisdom to be celebrated, not judgment used to embarrass.
- 14. prepare
- 15. Who?
- 16. Set a goal
- 17. Room
- 18. Set the Stage
- 19. First 5 minutes
- 20. Team Charter Commit to engage when present
- 21. Seek to perceive more then to be perceived
- 22. Use teams especially when undertaken difficult or boring tasks
- 23. Speak always and only when I believe it will improve the general result/effort ration
- 24. Offer and accept only rational result-oriented behavior and communication
- 25. Do now what must be done eventually and can effectively be done now
- 26. Disengage from less productive situations
- 27. When I cannot commit to the team charter
- 28. When it is more important to engage elsewhere
- 29. Seek to move forward a particular goal, by biasing my behavior toward action.
- 30. Use the Core Protocols (or better) when applicable.
- 31. Neither harm – nor tolarete the harming of –anyone for this or her fidelity to the team charter
- 32. Never do anything dumb on purposeiLanguageYou screwed up the build!!!
- 33. Absent people
- 34. Timebox
- 35. Stop Cards
- 36. Referee cards
- 37. Referee cards
- 38. Start on time...
- 39. Safety
- 40. ESVP
- 41. Check in
- 42. Gathering Data
- 43. Timeline
- 44. Team Radar
- 45. Locate Strenghts
- 46. Brain storm
- 47. 6 thinking hats
- 48. 5 why’s
- 49. Solution Focused
- 50. Learning Matrix
- 51. Speedboat
- 53. Identify Themes
- 54. Ask for help
- 55. Rescue
- 56. Dot voting
- 57. Decide what to do
- 58. Decide what to do
- 59. Actions
- 60. Actions
- 61. Who will be driving these actions?
- 62. SMART
- 63. Close
- 65. Perfection Game
- 66. Appreciations
- 67. Roti http://www.flickr.com/photos/ben30/2741878021/
- 68. Smells
- 69. answers come from the leader instead of the participants.
- 70. Only a few people participating
- 71. Everyone is always happy...
- 72. Nobody talks about the elephant
- 74. 6 blind men and one elephant
- 75. People looking for silver bullet’s
- 76. Retrospectives in the team room
- 78. Too many changes
- 79. Blame Game
- 80. Instruments
- 81. Resources
- 82. Free Lifetime supportBlog, twitter, slides, books, pictures : http://www.hanoulle.beMail : FirstName at Paircoaching dot netMobile: +32 476 43 38 32Skype: YvesHanoulleFree life time:My life not yours
- 83. PairCoaching the way to leading greatnessThank you !!
- 84. URL’sThe Core Protocols: http://alturl.com/b9fnhttp://www.dhemery.com/pdf/temperature_reading.pdfwww.stickyminds.comhttp://www.xqa.com.ar/visualmanagement/http://www.librarything.com/catalog.php?view=YvesHanoulle
- 85. URL’sThe Core Protocols: http://alturl.com/b9fnhttp://www.dhemery.com/pdf/temperature_reading.pdfwww.stickyminds.comhttp://www.xqa.com.ar/visualmanagement/http://www.librarything.com/catalog.php?view=YvesHanoullehttp://innovationgames.com/
- 86. Pictureshttp://www.flickr.com/photos/pascalvancauwenberghe/http://www.flickr.com/photos/neleenjanhttp://www.flickr.com/photos/ben30http://www.U2.comhttp://www.lego.comSix Thinking Hats http://www.loosetooth.comhttp://www.mccarthyShow.com
- 89. ExerciseDivide in groups of 3 people (of 3 different locations)Pick up a retrospective StoryDesign the retrospective (30 minutes)
- 90. Team 1The very first retrospective of a new team
- 91. Team 2A retrospective of a sprint where the team delivered only 60% of the features. This has been the situation for the last 6 sprints.
- 92. Team 3This team is doing "scrum" for a year. They have never done a retrospective. You design their first retrospective
- 93. Team 4This team had a great review, the customer invited the whole team to a restaurant with 2 stars in the michelin guide, this is the teams retrospective after that. The teams wonders if they actually need a retrospective at this moment.
- 94. Team 5This team has been doing scrum for 3 years. The retrospectives have been dull the last 5 sprints. You need to bring back the energy of the team.
- 95. Team 6The retrospectives of this team have been mainly ranting/complaining sessions about other people/teams in the company. Nothing has been comming out of these retrospectives . Some powerfull team members stay away from the last retrospectives.
- 96. Team 7After a few painfull sprints, this team had a succesfull sprint
- 97. Team 8This is the last retrospective with this team. Next week half of the team leaves.
- 98. 30 minutes