www.PairCoaching.nethow to make your retrospectives the of your agile processYves Hanoulle

Me.About()Yves HanoulleProject CoachTraining, Coaching & Consultancy Services on agile & Team practicesin EMEA. Partner of Els RyssenFather 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 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.

What is a retrospective

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 judgement used to embarrass.

AgendaDesigning the stageSet the stageGathering dataGenerating insightsDecide what to doClosing and debriefingInstruments

Designing the stage

Who?

Room

Set a goal

Set the Stage

First 5 minutes

Team Charter Commit to enage when present Seek to perceive more then to be perceivedUse teams especially when undertaken difficult or boring tasks Speak always and only when I believe it will improve the general result/effort rationOffer 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 charterNever do anything dumb on purpose

Commit to enage 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

Team Charter

iLanguageYou screwed up the build!!!

Absent people

Check in

Temperature Reading

Temperature Reading

ESVP

Meeting Protocol

Gathering Data

Timeline

Team Radar

Like to Like

Generate Insights

DotVote

Satisfaction Histogram

Locate Strenghts

Brain storm

6 thinking hats

5 why’s

Learning Matrix

Force Field analysis

Decide what to do

Identify Themes

SMART

RUMBARelevanceUnderstandableMeasurableBehaviorAttainable

Circle of Questions

Close

Perfection Game

Appreciations

Helped Hindered Hypothesis

+ / Delta

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

Short Subjects

Instruments

Stuff

Resources

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

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

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