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Sustainable Improvement Through Retrospectives - SEPG Europe 2013 - Ben Linders


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Buy-in from professional is crucial to make changes succeed in organizations. Many improvement programs fail when professionals are insufficiently involved during the changes. Agile retrospectives can be used to do continuous and lasting improvements in organizations. They are owned and done by the teams, who decide when, where, and how they will change their way of working. This is why agile retrospectives are a sustainable approach for improvement.

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Sustainable Improvement Through Retrospectives - SEPG Europe 2013 - Ben Linders

  1. 1. Ben Linders Advies Sustainable Improvement through Retrospectives SEPG Europe, november 15, 2013 Ben Linders Advies 1
  2. 2. Ben Linders Advies On the agenda today … • • • Improvement buy in from “the workforce” Agile Retrospectives: Effective improvement Your role as improvement manager 2
  3. 3. Ben Linders Advies Who is Ben Linders? Quality & Defect Prevention Agile & Lean Coaching Process Improvement Organizational Development CMMI / People-CMM Assessor Enterprise Agile Agile People & Organization WorkImprovers 3
  4. 4. Ben Linders Advies Better Process Improvement • Business Results Focused Improvements Learn to Improve • Model is a tool, not solution Apply-Measure-Learn-Adapt • Empowered Professionals Continuous Agile & Lean Change Uncovering Better Ways to do Process Improvement 4
  5. 5. Ben Linders Advies Retrospectives Why: To help teams to solve problems and improve themselves! Learning from doing Reflect, adapt and improve Focus upon • Team • Self steering • Collaboration • Value Why Agile Retrospectives 5
  6. 6. Ben Linders Advies 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.” Norm Kerth 6
  7. 7. Ben Linders Advies 7
  8. 8. Ben Linders Advies Retrospective Exercises • • • • • • • • • • Asking questions One-word retrospective Root Cause Analysis Timeline Flow and Energy Asking Why? Strenghts (Solution Focused) Perfection game Action priorities Retrospective of Retrospectives Pocket Book on Agile Retrospectives 8
  9. 9. Ben Linders Advies Examples The Sprint that failed The team that wasn’t a team yet • Trust and Empowerment • Teamwork • Getting to know each other • Skills & Open Culture 9
  10. 10. Ben Linders Advies Adopting Retrospectives • Purpose • Capable Facilitators • Do and Learn Focus on • Mindset & Culture • Listen to Resistance How to Adopt Agile Retrospectives 10
  11. 11. Ben Linders Advies Workforce Buy-In • • • • • • • Actions by the team, for the team Empowerment Sustainable Use of Strenghts Involve Product Owners No handovers Lead your own improvement journey Retrospective Benefits 11
  12. 12. Ben Linders Advies Leading Retrospectives Roles • Facilitator – Servant Leader • Coach – Support Change • Manager – Arrange for Change All roles are needed Play the game Action is in the interaction 12
  13. 13. Ben Linders Advies Business Value Retrospectives • • • • • • Empower teams Understanding iso Blame Few Vital Actions Get to the Root Causes Follow Up on Actions Vary Retrospective Exercises Getting Business Value out of Agile Retrospectives 13
  14. 14. Ben Linders Advies Valuable Agile Retrospectives Getting Value out of Agile Retrospectives A Toolbox of Retrospective Exercises By Luis Gonçalves & Ben Linders Soon to be released on: • InfoQ • Leanpub 14
  15. 15. Ben Linders Advies Sustainable Improvement What have you learned: • How to get buy in for improvements from “the workforce” • What makes Agile Retrospectives effective for continuous improvement • How does Agile and Retrospectives change your role as improvement manager More information: • • Agile Retrospective Resource Wiki 15
  16. 16. Ben Linders Advies Contact Ben Linders Senior Consultant @BenLinders Veranderproject De Menselijke Maat in Veranderen 16
  17. 17. Ben Linders Advies Background Information 17
  18. 18. Ben Linders Advies Becoming Agile and Lean Ask yourself: • How Agile are you? • Where do you want to become more Agile, and why? • What can you do next? Journey to Become Agile and Lean 18
  19. 19. Ben Linders Advies Assessing yourself • • • • • • Readiness Agile / Scrum Practices Culture & Mindset Agile Fluency Roadmaps for Adoption Maturity Agile Self-Assessment 19
  20. 20. Ben Linders Advies Agile Process Improvement Expected benefits: • Collaboration PI team and stakeholders • Deployment (over defining) processes • Adopt to changes • Incrementaly, ROI • Learn to work Agile Process Improvement: The Agile Way 20
  21. 21. Ben Linders Advies Golden Rules for PI • Dare to share, Early & frequently • The result depends on team – Not individuals • The one who starts something is not necessarily the one to finish it • The one’s working on a task are the right people • You may critique anything, but never criticize anyone Golden Rules for Agile Process Improvement 21
  22. 22. Ben Linders Advies Agile using the People CMM Implementing Agile with the People-CMM 22
  23. 23. Ben Linders Advies Resistance to Agile? • • • • Talk with them Listen what they have to say Take them seriously Ask why and how Resistance = Information! Dealing with Resistance 23
  24. 24. Ben Linders Advies Articles on Agile and CMMI • • • • • • • • • CMMI V1.3: Agile Scrum Project Management Practices Support the CMMI CMMI Roadmaps: Improving IT for the Business CMMI V1.3 Process Areas CMMI or Agile: Why not embrace both! Implementing Agile with the People CMM Uncovering Better Ways to do Process Improvement Quality Software with Agile Teams What Drives Quality? 24
  25. 25. Ben Linders Advies Articles on Effective Agile • • • • • • • • • • • Becoming Agile and Lean Succes Factors for Using Scrum and Getting Benefits Process Improvement: The Agile Way Golden Rules for Agile Process Improvement How to deal with Resistance when Implementing Agile Managing Projects with Agile Teams Agile Project Management Establishing and Maintaining Stable Teams Getting Business Value out of Agile Retrospectives Sharing Knowledge is Power Are your Professionals Empowered? 25