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Situational Retrospectives
One size does not fit all…..
• Agile trainer and coach
• Member of PMI, Scrum Alliance,
Agile Alliance, Agile Leadership
Network
• CST, CSM, CSPO, CSP,...
What is a Retrospective
from ScrumPrimer.com
Scenario A
Your team is great. You've continually met all
your sprint goals and your Product Owner is
pleased with the res...
Retrospective Prime Directive
Regardless of what we discover, we understand
and truly believe that everyone did the best j...
Retrospective Techniques
+/Δ
• Pluses – What went well
• Deltas – What we want to do different
Silent Writing
Team members silently write down their
thoughts and then post or share the thoughts
Dot Voting
Each team me...
Starfish
Niko-niko Calendar
http://agiletrail.com/2011/09/12/how-to-track-the-teams-mood-with-a-niko-niko-calendar/
Team Radar
Delivering Business Value
Asking & Receiving Feedback
Responding to Change
Understanding Vision & Goal
Planning...
Team Radar
Delivering Business Value
Asking & Receiving Feedback
Responding to Change
Understanding Vision & Goal
Planning...
5 Whys
Why?
Because
the battery
is dead
Why?
The
alternator
is not
functioning
Why?
The
alternator
belt is
broken
Why?
Bel...
1. Ask the attendees to
silently reflect on the on
the events of the last
iteration or release
2. Ask them to draw a pictu...
Future-spective
• Imagine a date in the future
• Run a retrospective to identify
– Where we are?
– How did we get here?
In your groups, pick a
set of the
retrospective
techniques and
identify situations in
which they would be
particularly
app...
Retrospective Structure*
1. Set the Stage
2. Gather Data
3. Generate Insights
4. Decide What to Do
5. Close
* from Agile R...
1. Who should be in the retrospective?
2. Who should NOT be in the retrospective?
3. How long should a retrospective last?...
1. Think about the biggest problem plaguing
your team or project
2. How long has it been an issue
3. Is there an effective...
Excella Consulting
Experience and Expertise in Agile Solutions
– Coaching
– Training
– Assessments
– Agile Adoption
– Agil...
Books
Contact Information
Richard K Cheng
richard.cheng@excella.com
703-967-8620
Twitter: @RichardKCheng
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Situational retrospectives

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Effectively using retrospectives for the situation

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Situational retrospectives

  1. 1. Situational Retrospectives One size does not fit all…..
  2. 2. • Agile trainer and coach • Member of PMI, Scrum Alliance, Agile Alliance, Agile Leadership Network • CST, CSM, CSPO, CSP, PMI-ACP, PMP • Founder & executive committee member of Agile Discovery for Agencies, Programs, and Teams (ADAPT) • Expertise in Federal and commercial Agile transformations Richard Cheng richard.cheng@excella.com @RichardKCheng
  3. 3. What is a Retrospective from ScrumPrimer.com
  4. 4. Scenario A Your team is great. You've continually met all your sprint goals and your Product Owner is pleased with the results to date. Yeah! Scenario B Your team did not do so well. Zero story points completed last sprint. Team members are complaining and blaming each other for the failures. What would you do?
  5. 5. 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. -- Norm Kerth
  6. 6. Retrospective Techniques
  7. 7. +/Δ • Pluses – What went well • Deltas – What we want to do different
  8. 8. Silent Writing Team members silently write down their thoughts and then post or share the thoughts Dot Voting Each team member gets X number of votes to distribute across a selection of items Silent Writing and Dot Voting
  9. 9. Starfish
  10. 10. Niko-niko Calendar http://agiletrail.com/2011/09/12/how-to-track-the-teams-mood-with-a-niko-niko-calendar/
  11. 11. Team Radar Delivering Business Value Asking & Receiving Feedback Responding to Change Understanding Vision & Goal Planning Applying Technical Practices Working as a Team Continuously Improving Sprint 1 Team Self Assessment
  12. 12. Team Radar Delivering Business Value Asking & Receiving Feedback Responding to Change Understanding Vision & Goal Planning Applying Technical Practices Working as a Team Continuously Improving Sprint 5 Team Self Assessment
  13. 13. 5 Whys Why? Because the battery is dead Why? The alternator is not functioning Why? The alternator belt is broken Why? Belt was well beyond its useful service life Why? Belt was never replaced Why? Not following the service schedule My Car Won’t Start
  14. 14. 1. Ask the attendees to silently reflect on the on the events of the last iteration or release 2. Ask them to draw a picture reflecting their feelings 3. Place the picture on the wall 4. In turn, let each participant describe their picture and provide a title 5. Try to observe patterns to highlight significant events or impediment Draw Me a Picture 14
  15. 15. Future-spective • Imagine a date in the future • Run a retrospective to identify – Where we are? – How did we get here?
  16. 16. In your groups, pick a set of the retrospective techniques and identify situations in which they would be particularly applicable. Group Exercise 16 Techniques: – Pluses and Deltas – Silent Writing – Dot Voting – Star Fish – Niko Niko – Team Radar – 5 Whys – Draw Me a Picture – Future-spective
  17. 17. Retrospective Structure* 1. Set the Stage 2. Gather Data 3. Generate Insights 4. Decide What to Do 5. Close * from Agile Retrospectives – Making Good Teams Great
  18. 18. 1. Who should be in the retrospective? 2. Who should NOT be in the retrospective? 3. How long should a retrospective last? 4. Can the retrospective happen before Sprint Review? 5. Who facilitates the retrospective? 6. Who’s fault is it if the team keeps encountering the same problem over and over again? Other Notes on Retrospectives 18
  19. 19. 1. Think about the biggest problem plaguing your team or project 2. How long has it been an issue 3. Is there an effective way to form a retrospective to deal with this problem In Conclusion 19
  20. 20. Excella Consulting Experience and Expertise in Agile Solutions – Coaching – Training – Assessments – Agile Adoption – Agile Development Teams – Agile PMO Training Courses – Certified ScrumMaster (CSM) – Certified Scrum Product Owner (CSPO): Agile Business Analysis – Advanced Certified Scrum Product Owner (CSPO) – Certified Scrum Developer (CSD) – Agile Testing – Agile Business Intelligence and Data Warehousing – Automated Acceptance Testing – For Analysts and Testers See http://www.excella.com/training for more information
  21. 21. Books
  22. 22. Contact Information Richard K Cheng richard.cheng@excella.com 703-967-8620 Twitter: @RichardKCheng

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