• Share
  • Email
  • Embed
  • Like
  • Save
  • Private Content
Lightening Talk: lama sutra of retrospective

Lightening Talk: lama sutra of retrospective






Total Views
Views on SlideShare
Embed Views



5 Embeds 1,071

http://mcgray.com.ua 722
http://agileee.org 335
http://2011.agileee.org 12
http://www.agileee.org 1
http://2012.agileee.org 1


Upload Details

Uploaded via as Microsoft PowerPoint

Usage Rights

© All Rights Reserved

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
Post Comment
Edit your comment
  • When classical retrospectivesdo not work.When the meetings are boring or too emotional, and you cannot come up with decisions what to do in the next sprint.All you need is to change the position.This short presentation for each of the problem that can rise during retrospective gives you the meeting plan to solve this issues.
  • Issue #1 – everything is messy, and the retrospective meeting looks like medievalbazaar or modern stock trading.
  • Hold a retrospective in a format of six thinking hats. Separate the meeting to short phases of 10 minutes, where the team can discuss only facts, than emotions, than everything that was not so good, than everything that was great.After this structured gathering of information, work on the creative insights for 10 minutes, and finally sum up everything in an action plan and find ways to improve process.
  • Challenge #2: The team talks too much, and your time is running out to cover all topics.
  • Everybody is shy and when you ask – what went well and what not, the team only asks you when do they get the salary?
  • If our goal is to understand how team members feel about different areas of development process, let’s focus on measuring areas and visualize it in an easy way using Spider Net retrospective.
  • In this case the facilitator is drawing the web like this on the whiteboard, where each branch represents some area of development process, scaled from 1 (very bad) to 5 (excellent). After that the facilitator asks team members to measure each area by drawing a dot near corresponding point of scale.After each member put the mark, we get the visualized status of the project. We see the areas at which we are good, we see the areas that need improvement, moreover, we see the areas at which the team has very different points of view.
  • Even a brilliant retrospective without a good action plan is useless. The team talked, wrote down all facts, generated insights, and failed to generate any action plan. The time was wasted. What to do?
  • Start with creating the action plan, which is generated usually in the end.Instead of asking how the things are going, list all long-term goals on the whiteboard and ask team members to add at least one now-action for each of the goals.
  • Okay, now we are in a great hurry, and have no time at all for retrospective. It’s time for enlightening retrospective!
  • Tired of being focused on negative sides.

Lightening Talk: lama sutra of retrospective Lightening Talk: lama sutra of retrospective Presentation Transcript

  • Kama Sutra of Retrospectives
    Facilitator’s Handbook
  • What a mess!
    I want it to be structured.
  • Six Thinking Hats
  • We are talking too much.
  • Pomodoro Retrospective
  • We are not talking at all.
  • Question Retrospective
  • Are we on the same page?
  • Spider Web
    Business Value
    Business Value
  • We need a plan.
    Have some?
  • Plan of Actions
    Long-term Goal
    Now-Action #1
    Now-Action #2
    Now-Action #3
  • We have no time!
    Enlightening Retrospective
  • Start/Stop/Continue/More/Less
  • We are sick and tired
    of patching areas to improve
  • Appreciative Retrospective
  • Thank you!
    The collection of retrospective plans http://bit.ly/KamaSutra_Plans
    Lateral thinking http://bit.ly/KamaSutra_DeBono
    Bass Vode’s plan of actions http://bit.ly/KamaSutra_ActionPlan