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6 thinking hats

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Scrum and Restrospective simulation session

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6 thinking hats

  1. 1. ERNI Service@Work 2014 - Q2 Retrospective Facilitation The Six Thinking Hats
  2. 2. TERRIFIED
  3. 3. ERNI Service@Work 2014 - Q2 Retrospective Facilitation - The Six Thinking Hats This workshop is about Scrum Restrospectives First we need some scrum iteration Use the Six Thinking Hats technique
  4. 4. ERNI Service@Work 2014 - Q2 Retrospective Facilitation - The Six Thinking Hats Session Schedule • PRESENTATION [5 min] • SCRUM SIMULATION: THE SCRUMLINER [5 min] • SCRUMLINER SPRINT 1 [20 min] • SCRUM RETROSPECTIVE THEORY & SIX THINKING HATS THEORY [10 min] • SPRINT 1 RESTROSPECTIVE [40 min] • RESTROSPECTIVE PRESENTATIONS [5 min] • SCRUMLINER SPRINT 2 [15 min] • RESULTS & FOTOS
  5. 5. ERNI Service@Work 2014 - Q2 Retrospective Facilitation - The Six Thinking Hats Scrum Simulation: The ScrumLiner
  6. 6. ERNI Service@Work 2014 - Q2 Retrospective Facilitation - The Six Thinking Hats ScrumLiner Target Build an airliner out of paper using Scrum
  7. 7. ERNI Service@Work 2014 - Q2 Retrospective Facilitation - The Six Thinking Hats ScrumLiner Game Preparation 2 Scrum Teams of 6 people each. Decide: - 1 Product Owner - 1 Scrum Master - 3 Engineer - 1 QA Use the materials available
  8. 8. ERNI Service@Work 2014 - Q2 Retrospective Facilitation - The Six Thinking Hats ScrumLiner Product Backlog
  9. 9. ERNI Service@Work 2014 - Q2 Retrospective Facilitation - The Six Thinking Hats ScrumLiner Product Backlog
  10. 10. ERNI Service@Work 2014 - Q2 Retrospective Facilitation - The Six Thinking Hats ScrumLiner Product Backlog
  11. 11. ERNI Service@Work 2014 - Q2 Retrospective Facilitation - The Six Thinking Hats ScrumLiner Product Backlog
  12. 12. ERNI Service@Work 2014 - Q2 Retrospective Facilitation - The Six Thinking Hats ScrumLiner Product Backlog
  13. 13. ERNI Service@Work 2014 - Q2 Retrospective Facilitation - The Six Thinking Hats ScrumLiner Expected result
  14. 14. ERNI Service@Work 2014 - Q2 Retrospective Facilitation - The Six Thinking Hats ScrumLiner Sprint 1
  15. 15. ERNI Service@Work 2014 - Q2 Retrospective Facilitation - The Six Thinking Hats ScrumLiner Sprint 1 Timing - Sprint Planning: 5 min - Sprint Execution: 12-15 min - Sprint Review: 2-5 min Total Sprint Time: 20 min Scrum Master must manage the timing and arrange meetings Assign tasks during the planning Acceptance Criteria must be tested and approved before the review Present results to the PO at the review DO A REGULAR SCRUM SPRINT: PLANNING, EXECUTION & REVIEW
  16. 16. ERNI Service@Work 2014 - Q2 Retrospective Facilitation - The Six Thinking Hats Scrum Retrospective Theory
  17. 17. ERNI Service@Work 2014 - Q2 Retrospective Facilitation - The Six Thinking Hats Scrum Retrospective Theory “An opportinuty for the Scrum Team to inspect itself and create a plan for improvements” - SCRUM GUIDE - “A meeting to discuss what was successful , what could be improved, and how to incorporate the successes and improvements” - WIKIPEDIA - “Retrospectives are widely regarded as the most indispensable of people-focused agile techniques” - MSDN - The Press
  18. 18. ERNI Service@Work 2014 - Q2 Retrospective Facilitation - The Six Thinking Hats Scrum Retrospective Theory “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.” Prime Directive
  19. 19. ERNI Service@Work 2014 - Q2 Retrospective Facilitation - The Six Thinking Hats Scrum Retrospective Theory The entire Scrum Team attends each Sprint Retrospective: • Product Owner • Development Team • QA Team • Scrum Master In some cases, Scrum Teams invite other participants to the meeting. This can be especially helpful when working closely with customers or other stakeholders (IT, managers, etc.). Participants
  20. 20. ERNI Service@Work 2014 - Q2 Retrospective Facilitation - The Six Thinking Hats Scrum Retrospective Theory “ Promoting Continuous Improvement of Agile Teams” (principle of kaizen) Target
  21. 21. ERNI Service@Work 2014 - Q2 Retrospective Facilitation - The Six Thinking Hats Scrum Retrospective Theory • Team agreements • Patterns of collaboration with product owner • Patterns of collaboration between Dev and QA • Patterns of collaboration with external teams (IT…) Executable Action Items
  22. 22. ERNI Service@Work 2014 - Q2 Retrospective Facilitation - The Six Thinking Hats Scrum Retrospective Theory • Continuously improvement • Think creatively • Happier team Emotional results
  23. 23. ERNI Service@Work 2014 - Q2 Retrospective Facilitation - The Six Thinking Hats Scrum Retrospective Theory Esther Derby and Diana Larsen Reference www.retrospectivewiki.org
  24. 24. ERNI Service@Work 2014 - Q2 Retrospective Facilitation - The Six Thinking Hats Scrum Retrospective Theory Basic Retrospective Technique • What went well during the Sprint? (green stickies) • What didn’t go so well during the Sprint? (red stickies) • What could we do differently to improve? (yellow stickies)
  25. 25. ERNI Service@Work 2014 - Q2 Retrospective Facilitation - The Six Thinking Hats Scrum Retrospective Theory Derby & Larsen Extended Technique (SUMMARY)
  26. 26. ERNI Service@Work 2014 - Q2 Retrospective Facilitation - The Six Thinking Hats Scrum Retrospective Theory • The facilitator: • thanks all the participants for coming. • empowers members to speak honestly. • uses the Prime Directive. 1. Set the stage
  27. 27. ERNI Service@Work 2014 - Q2 Retrospective Facilitation - The Six Thinking Hats Scrum Retrospective Theory • Each member of the team should answer what went well, wrong, improved and new improvements. • The most suggested way to gather data is by using silent brainstorming. • Identical or closely related topics demonstrates how prevalent or important that topic is. 2. Gather data
  28. 28. ERNI Service@Work 2014 - Q2 Retrospective Facilitation - The Six Thinking Hats Scrum Retrospective Theory • Discuss or explain the themes represented by the generated data. • No judgement is applied when ideas are expressed. • Priorize the themed groups by vote and discover the top items where improvement is desired. • Identify the top topics for discussion. 3. Generate insights
  29. 29. ERNI Service@Work 2014 - Q2 Retrospective Facilitation - The Six Thinking Hats Scrum Retrospective Theory • Generate ideas and discusse on how to improve a specific topic • Each topic will have one or more Executable Action Items attached that address the described issue. • Decide what / who / when to commit to execution each action item. 4. Decide what to do
  30. 30. ERNI Service@Work 2014 - Q2 Retrospective Facilitation - The Six Thinking Hats Scrum Retrospective Theory • Closing the retrospective helps the team leave the meeting with a positive feeling that something good will come from all their work. • This helps to encourage them to participate more in future retrospectives. 5. Close the retrospective
  31. 31. ERNI Service@Work 2014 - Q2 Retrospective Facilitation - The Six Thinking Hats Six Thinking Hats Theory
  32. 32. ERNI Service@Work 2014 - Q2 Retrospective Facilitation - The Six Thinking Hats Six Thinking Hats Theory Theory description Parallel thinking is defined as a thinking process where focus is split in specific directions. Parallel thinking is described as a constructive alternative to "adversarial thinking" Edward de Bono
  33. 33. ERNI Service@Work 2014 - Q2 Retrospective Facilitation - The Six Thinking Hats Six Thinking Hats Theory Some behaviours & moods Successful people think from a very positive viewpoint, but they may underestimate potential danger or risks Pessimists can identify risks sooner, but may be excessively defensive Emotional people can call for team trust, but may fail to look at decisions calmly and rationally
  34. 34. ERNI Service@Work 2014 - Q2 Retrospective Facilitation - The Six Thinking Hats Six Thinking Hats Theory Change your thinking style Different thinking styles are associated with a different coloured hat  each hat identifies a type of thinking  a hat is a direction of thinking The participants group to adopt the particular thinking style represented by each coloured hat. This forces each participant to move outside his/her habitual thinking style, and helps to get a more rounded view of a situation
  35. 35. ERNI Service@Work 2014 - Q2 Retrospective Facilitation - The Six Thinking Hats Six Thinking Hats Theory Advantages Decisions and plans will mix ambition, skill in execution, public sensitivity, creativity or good contingency planning. Enables each person's unique point of view to be included and considered. Encourages, for instance, even the most pessimistic or negative people to think of the positive outcomes of a given situation. Provides a framework to help people think clearly and thoroughly by directing their thinking attention in one direction at a time.
  36. 36. ERNI Service@Work 2014 - Q2 Retrospective Facilitation - The Six Thinking Hats Six Thinking Hats Theory The 6 Hats
  37. 37. ERNI Service@Work 2014 - Q2 Retrospective Facilitation - The Six Thinking Hats Six Thinking Hats Theory The Blue Hat The meta-hat The Blue Hat is used to discuss the objectives of the session. In a Scrum Restrospective this hat is normally used at the beginning to define the restrospective objectives. Sometimes people forget why do we have retros, or there are new goals or objectives people want to achieve. The blue hat is, in fact, some kind of meta-hat.
  38. 38. ERNI Service@Work 2014 - Q2 Retrospective Facilitation - The Six Thinking Hats Six Thinking Hats Theory The White Hat Neutral Information Calls for information known or needed. "The facts, just the facts." While wearing this hat, each team member will expose anything from the last iteration which can be said to be a fact or information. List down all main events of the past sprint in brief, key objectives of earlier sprints, defects list, feedback got etc. with a neutral view. No feelings, only facts that happened.
  39. 39. ERNI Service@Work 2014 - Q2 Retrospective Facilitation - The Six Thinking Hats Six Thinking Hats Theory The Yellow Hat Positive Thinking Symbolizes brightness and optimism. Under this hat you explore the positives and probe for value and benefit. Participants can only talk about the good things that happened in the last iteration. The yellow hat helps you to think positively. It is the optimistic viewpoint that helps you to see all the benefits of the decision and the value in it. Yellow Hat thinking helps you to keep going when everything looks gloomy and difficult.
  40. 40. ERNI Service@Work 2014 - Q2 Retrospective Facilitation - The Six Thinking Hats Six Thinking Hats Theory The Black Hat Caution and Critical Thinking Judgment – Now you are the devil's advocate. Spot the difficulties and dangers; where things might go wrong. Probably the most powerful and useful of the Hats but a problem if overused. Participants can only talk about the bad things that happened - this is the time to share any negative criticism, point out bottlenecks and bring up potential problems. Black hat is more about being cautious, identifying risks, identifying potential problems and obstacles.
  41. 41. ERNI Service@Work 2014 - Q2 Retrospective Facilitation - The Six Thinking Hats Six Thinking Hats Theory The Green Hat Creative Thinking Focuses on creativity; possibilities, alternatives, and new ideas. It's an opportunity to express new concepts and new perceptions, or discuss ideas for solving problems or things that may add more value to the business, or help in any way. Be creative. A whole range of creativity tools can help you here, such as appreciative inquiry. Green hat usually provides solutions to black hat problems.
  42. 42. ERNI Service@Work 2014 - Q2 Retrospective Facilitation - The Six Thinking Hats Six Thinking Hats Theory The Red Hat Emotions and feelings Feelings, hunches and intuition. When using this hat you can express emotions and feelings and share fears, likes, dislikes, loves, and hates. No one needs to give any justification/logical basis to prove their feelings. However though there is a freedom to express one’s emotions, people should be cautious in showing displeasure to a person or their displeasure to work in the project etc. This is not a platform to handle such emotions. It should be goal/objective oriented.
  43. 43. ERNI Service@Work 2014 - Q2 Retrospective Facilitation - The Six Thinking Hats Six Thinking Hats Theory Results
  44. 44. ERNI Service@Work 2014 - Q2 Retrospective Facilitation - The Six Thinking Hats Six Thinking Hats Theory Online Theory Sample
  45. 45. ERNI Service@Work 2014 - Q2 Retrospective Facilitation - The Six Thinking Hats Six Thinking Hats Theory
  46. 46. ERNI Service@Work 2014 - Q2 Retrospective Facilitation - The Six Thinking Hats Retrospective Presentations
  47. 47. ERNI Service@Work 2014 - Q2 Retrospective Facilitation - The Six Thinking Hats ScrumLiner Sprint 2
  48. 48. ERNI Service@Work 2014 - Q2 Retrospective Facilitation - The Six Thinking Hats ScrumLiner Sprint 2 Timing - Sprint Planning: 2 min - Sprint Execution: 10-12 min - Sprint Review: 2-5 min Total Sprint Time: 15 min
  49. 49. ERNI Service@Work 2014 - Q2 Retrospective Facilitation - The Six Thinking Hats Results & Fotos
  50. 50. ERNI Service@Work 2014 - Q2 Retrospective Facilitation - The Six Thinking Hats Feedback
  51. 51. ERNI Service@Work 2014 - Q2 Retrospective Facilitation - The Six Thinking Hats Feedback

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