Sprint Retrospectives An Introduction

Planning Meeting Review Meeting Retrospective SPRINT

Sprint Retrospectives All team members reflect on the past sprint Make continuous process improvement Two main questions are asked in the sprint retrospective: What went well during the sprint? What could be improved in the next sprint? 1 hour per week – recommended

All team members reflect on the past sprint

Make continuous process improvement

Two main questions are asked in the sprint retrospective:

What went well during the sprint?

What could be improved in the next sprint?

1 hour per week – recommended

Types of Retrospectives Sprint End Retrospectives Big End of Project Retrospectives Event Retrospectives

Sprint End Retrospectives

Big End of Project Retrospectives

Event Retrospectives

Should Product Owner be in Retrospectives? Yes, if needed It is recommended that Product Owner part of meeting be done first and then the team discusses freely what went right or wrong

Yes, if needed

It is recommended that Product Owner part of meeting be done first and then the team discusses freely what went right or wrong

Role of Scrum Master Opinion 1 : The scrum master is not in this meeting to provide answers, but to facilitate the team’s search for better ways for the scrum process to work for it. Opinion 2 : Scrum Master can answer questions, especially if the team feels, she is not doing enough to remove obstacles. It helps if Scrum Master provides answers for the same herself.

Opinion 1 : The scrum master is not in this meeting to provide answers, but to facilitate the team’s search for better ways for the scrum process to work for it.

Opinion 2 : Scrum Master can answer questions, especially if the team feels, she is not doing enough to remove obstacles. It helps if Scrum Master provides answers for the same herself.

Ground Rules No interruptions No raising of voice or tempo Safety Check Silence Zones

No interruptions

No raising of voice or tempo

Safety Check

Silence Zones

The Prime Directive Regardless of what we discover, we must understand and truly believe that everyone did the best job he or she could, given what was known at the time, his or her skills and abilities, the resources available, and the situation at hand.

Regardless of what we discover, we must understand and truly believe that everyone did the best job he or she could, given what was known at the time, his or her skills and abilities, the resources available, and the situation at hand.

Approaches SSC Approach Worked/ Not Worked Approach Appreciative Inquiry

SSC Approach

Worked/ Not Worked Approach

Appreciative Inquiry

Appreciative Inquiry – Gather Data Tell us a story about a time this week when you felt particularly energized by our work. What did you value most about your contributions this week? What did you value most about the work we’ve done together? What metaphor describes this iteration (release or project) best?

Tell us a story about a time this week when you felt particularly energized by our work.

What did you value most about your contributions this week?

What did you value most about the work we’ve done together?

What metaphor describes this iteration (release or project) best?

Appreciative Inquiry - Insights Imagine we could time travel to the end of the next release. When we arrive there and converse with our future selves, we hear that it was the most productive, most satisfying effort we’ve ever worked on. What do you see and hear in that future time? What changes did we implement now that resulted in such productive and satisfying work in the future?

Imagine we could time travel to the end of the next release.

When we arrive there and converse with our future selves, we hear that it was the most productive, most satisfying effort we’ve ever worked on. What do you see and hear in that future time?

What changes did we implement now that resulted in such productive and satisfying work in the future?

Appreciative Inquiry – Try Next Pull out common ideas. Look for patterns, common threads, and compelling ideas, then consider why these hold significance for the team. Which ideas and actions build on our successes, meet the situational (or customer) needs, and tap our greatest energy? What are we best positioned to try next? What do we really want to try (or sustain)? Choose three small actions the team [and leaders]

Pull out common ideas. Look for patterns, common threads, and compelling ideas, then consider why these hold significance for the team.

Which ideas and actions build on our successes, meet the situational (or customer) needs, and tap our greatest energy?

What are we best positioned to try next?

What do we really want to try (or sustain)?

Choose three small actions the team [and leaders]