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www.PairCoaching.net how to make your retrospectives theof your agile process Yves Hanoulle
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?
Me.About() Yves Hanoulle Project Coach Training, Coaching & Consultancy Services on agile & Team practices in EMEA. Partner of Els Ryssen Father of Joppe 2002, Bent 2004, Geike 2007
You.About() Who are you? What makes you different? What would be the successful outcome of this talk for you?
Principles behind the Agile Manifesto Our 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.
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.
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URL’s The Core Protocols: http://alturl.com/b9fn http://www.dhemery.com/pdf/temperature_reading.pdf www.stickyminds.com http://www.xqa.com.ar/visualmanagement/ http://www.librarything.com/catalog.php?view=YvesHanoulle
Exercise Divide in groups of 3 people (of 3 different locations) Pick up a retrospective Story Design the retrospective (30 minutes)
Team 1 The very first retrospective of a new team
Team 2 A retrospective of a sprint where the team delivered only 60% of the features. This has been the situation for the last 6 sprints.
Team 3 This team is doing "scrum" for a year. They have never done a retrospective. You design their first retrospective
Team 4 This 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.
Team 5 This 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.
Team 6 The 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.
Team 7 After a few painfull sprints, this team had a succesfull sprint
Team 8 This is the last retrospective with this team. Next week half of the team leaves.