How to make your retrospectives the heart of your agile proces

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?

The goal is to enlarge your toolbox

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.

What is a retrospective

It’s not a post mortem

We are not in CSI

More like a checkup

More like a checkup...

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.

Designing the stage

prepare

Set a goal

Set the Stage

First 5 minutes

Team Charter
Commit to engage when present
Seek to perceive more then to be perceived
Use teams especially when undertaken difficult or boring tasks
Speak always and only when I believe it will improve the general result/effort ration
Offer and accept only rational result-oriented behavior and communication
Do now what must be done eventually and can effectively be done now
Disengage from less productive situations
When I cannot commit to the team charter
When it is more important to engage elsewhere
Seek to move forward a particular goal, by biasing my behavior toward action.
Use the Core Protocols (or better) when applicable.
Neither harm – nor tolarete the harming of –anyone for this or her fidelity to the team charter
Never do anything dumb on purpose

iLanguage
You screwed up
the build!!!

Absent people

Timebox

Stop Cards

Referee cards

Start on time...

Safety

Check in

Gathering Data

Timeline

Team Radar

Locate Strenghts

Brain storm

6 thinking hats

5 why’s

Solution Focused

Learning Matrix

Speedboat

Generate Insights

Identify Themes

Ask for help

Rescue

Dot voting

Decide what to do

Actions

Who will be driving these actions?

Circle of Questions

Perfection Game

Appreciations

Roti
http://www.flickr.com/photos/ben30/2741878021/

Smells

answers come from the leader instead of the participants.

Only a few people participating

Everyone is always happy...

Nobody talks about the elephant

Hidden elephant...

6 blind men and one elephant

People looking for silver bullet’s

Retrospectives in the team room

Too short retrospectives

Too many changes

Blame Game

Instruments

Resources

Free Lifetime support
Blog, twitter, slides, books, pictures : http://www.hanoulle.be
Mail : FirstName at Paircoaching dot net
Mobile: +32 476 43 38 32
Skype: YvesHanoulle
Free life time:
My life not yours

PairCoaching the way to leading greatness
Thank you !!

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

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
http://innovationgames.com/

Pictures
http://www.flickr.com/photos/pascalvancauwenberghe/
http://www.flickr.com/photos/neleenjan
http://www.flickr.com/photos/ben30
http://www.U2.com
http://www.lego.com
Six Thinking Hats http://www.loosetooth.com
http://www.mccarthyShow.com

Temperature Reading

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.

30 minutes

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How to make your retrospectives the heart of your agile proces

by Yves Hanoulle on Sep 25, 2010

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How to make your retrospectives the heart of your agile proces — Presentation Transcript