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How to make your retrospectives the HEART of your agile process

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This is my presentation as I have delivered it at AgileTourToronto on 2009/10/20

This is my presentation as I have delivered it at AgileTourToronto on 2009/10/20

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  • 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/ ?

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

  • www.PairCoaching.net
    how to make your retrospectives the of your agile process
    Yves Hanoulle
  • 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.
  • 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.
  • Agenda
    Designing the stage
    Set the stage
    Gathering data
    Generating insights
    Decide what to do
    Closing and debriefing
    Instruments
  • 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 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
  • iLanguage
    You 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
  • RUMBA
    Relevance
    Understandable
    Measurable
    Behavior
    Attainable
  • 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’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
  • 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
  • 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
  • PairCoaching.net the way to leading greatness
    Thank you !!