How to make your retrospectives the HEART of your agile process

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    Notes on slide 1

    It’s not a post mortemIt is the heartbeat of your team/organizationThe double loopFirst loop: Doing things right. Making the team more efficient Second loop: Doing the right things. Making the team more effective.XP: Doing things right.SCRUM: Doing the right things.

    The Scrum master should not lead the retrospective of his own teamAlternate between SM’s or better ask team members to do lead the retrospective (selforganizing team) rotate

    Find ways to improve our practisesDiscover what we were doing wellUnderstand reasons behind missed targetsFind ways to improve our responsiveness to customersRebuild damaged relationsChange oftenr enough “continouus process improvements” will stale after a few times

    When people speak the First 5 minutes of a meeting/training/presentation, they will talk more during the presentation

    Team :Avoid spending too much time on unplanned issuesPut more effort in looking for special casesEvaluate every issueAll tasks that are worked on must be on the taskboard.Relation with BU : Ask for feedback on a regular baseAsk BU to test, give info, status, questions, … feedbackWe don’t forget the demo after every sprintSpirit : Keep the good spirit using good communicationCelebration after every sprint (if he was ok J )Keep talking English (or French) when talking with other team members about MRA stuffMembers : We Love each other

    I language is not the next product comming from Cupertino (Apple)I language is talking about your self instead of talking about other people.Never say you screwed up by breaking the buildI had a problem when the build broke so often to test the sofware on time

    Always speak with respect of the people who are absent.Or don’t talk about them. There is enough to discuss with the people present

    Story of discussion with Els in the morningStory of discussion Michele I’ll check inI’m GLAD that I’m at Agile Tour Toronto I’m GLAD, AFRAID this talk is captured by Camera’sI’m SAD as I won’t see my family for 5 daysI’m GLAD to see so many people in this roomI’m AFRAID I might have JetLagI’m IN

    AppreciationsPuzzlesComplaints with recommendationsNew informationHopes & Wishes

    Explorers want new ideas and insightsShoppers will look for all available information and are happy to go home with one useful new ideaVacationers aren’t interested in the work (glad to be out of the office )Prisoners feel they are forcedDeal with them differently.If you have all prisoners maybe talk about that in the retrospective

    Dot Vote vs Dotmocracy feel like people don’t get it, want again to prescribe everything

    4 kind of storming- All- Round robinThink first- Combine 2 and 3

    My car will not start. (the problem)Why? - The battery is dead. (first why)Why? - The alternator is not functioning. (second why)Why? - The alternator belt has broken. (third why)Why? - The alternator belt was well beyond its useful service life and has never been replaced. (fourth why)Why? - I have not been maintaining my car according to the recommended service schedule. (fifth why, a root cause)

    Talk about how good Joke is at identifying themese and I tried to copy her.I did not succeed. I can can much better aslk the team to do that.Don’t make myself a bottleneck...

    RelevanceUnderstandableMeasurableBehaviorAttainable

    Do this on- DecisionsInformation-Problem solving

    Start Stop KeepMad Sad, GladBe carefull: a lot of retrospectives are only this

    Fototoestel toevoegen (foto van op XP london)

    Mention http://www.dotmocracy.org/ ?

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    How to make your retrospectives the HEART of your agile process - Presentation Transcript

    1. www.PairCoaching.net
      how to make your retrospectives the of your agile process
      Yves Hanoulle
    2. 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
    3. You.About()
      Who are you?
      What makes you different?
      What would be the successful outcome of this talk for you?
    4. 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.
    5. What is a retrospective
    6. 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.
    7. Agenda
      Designing the stage
      Set the stage
      Gathering data
      Generating insights
      Decide what to do
      Closing and debriefing
      Instruments
    8. Designing the stage
    9. Who?
    10. Room
    11. Set a goal
    12. Set the Stage
    13. First 5 minutes
    14. Team Charter
      • 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
    15. Team Charter
    16. iLanguage
      You screwed up
      the build!!!
    17. Absent people
    18. Check in
    19. Temperature Reading
    20. Temperature Reading
    21. ESVP
    22. Meeting Protocol
    23. Gathering Data
    24. Timeline
    25. Team Radar
    26. Like to Like
    27. Generate Insights
    28. DotVote
    29. Satisfaction Histogram
    30. Locate Strenghts
    31. Brain storm
    32. 6 thinking hats
    33. 5 why’s
    34. Learning Matrix
    35. Force Field analysis
    36. Decide what to do
    37. Identify Themes
    38. SMART
    39. RUMBA
      Relevance
      Understandable
      Measurable
      Behavior
      Attainable
    40. Circle of Questions
    41. Close
    42. Perfection Game
    43. Appreciations
    44. Helped Hindered Hypothesis
    45. + / Delta
    46. Roti
      http://www.flickr.com/photos/ben30/2741878021/
    47. Short Subjects
    48. Instruments
    49. Stuff
    50. Resources
    51. 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
    52. 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
    53. Free Lifetime support
      Twitter: http://twitter.com/YvesHanoulle
      SlideShare: http://slideshare.net/YvesHanoulle
      Linkedin: http://www.linkedin.com/in/YvesHanoulle
      Web: http://www.PairCoaching.net
      Blog: http://PairCoaching.wordpress.com
      Flickr: http://www.Flickr.com/YvesHanoulle
      Books: http://www.librarything.com/catalog.php?view=YvesHanoulle
      Mail : FirstName at Paircoaching dot net
      Mobile: +32 476 43 38 32
      Skype: YvesHanoulle
    54. PairCoaching.net the way to leading greatness
      Thank you !!

    + Yves HanoulleYves Hanoulle, 1 month ago

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