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How to make your retrospectives the HEART of your agile process

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How to make your retrospectives the HEART of your agile process

  1. 1.<br />how to make your retrospectives the of your agile process<br />Yves Hanoulle<br />
  2. 2. Me.About()<br />Yves Hanoulle<br />Project Coach<br />Training, Coaching & Consultancy Services <br />on agile & Team practices<br />in EMEA. <br />Partner of Els Ryssen<br />Father of Joppe 2002, Bent 2004, Geike 2007<br />
  3. 3. You.About()<br />Who are you?<br />What makes you different?<br />What would be the successful outcome of this talk for you?<br />
  4. 4. Principles behind the Agile Manifesto<br />Our highest priority is to satisfy the customer through early and continuous delivery of valuable software. <br />Welcome changing requirements, even late in development. Agile processes harness change for the customer&apos;s competitive advantage. <br />Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale. <br />Business people and developers must work together daily throughout the project. <br />Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done. <br />The most efficient and effective method of conveying information to and within a development team is face-to-face conversation. <br />Working software is the primary measure of progress. <br />Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely. <br />Continuous attention to technical excellence and good design enhances agility. <br />Simplicity--the art of maximizing the amount of work not done--is essential. <br />The best architectures, requirements, and designs emerge from self-organizing teams. <br />At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly. <br />
  5. 5. What is a retrospective<br />
  6. 6. Prime Directive<br /> 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.<br />At the end of a project everyone knows so much more. Naturally we will discover decisions and actions we wish we could do over. This is wisdom to be celebrated, not judgement used to embarrass.<br />
  7. 7. Agenda<br />Designing the stage<br />Set the stage<br />Gathering data<br />Generating insights<br />Decide what to do<br />Closing and debriefing<br />Instruments<br />
  8. 8. Designing the stage<br />
  9. 9. Who?<br />
  10. 10. Room<br />
  11. 11. Set a goal<br />
  12. 12. Set the Stage<br />
  13. 13. First 5 minutes<br />
  14. 14. Team Charter<br /><ul><li> Commit to enage when present
  15. 15. Seek to perceive more then to be perceived
  16. 16. Use teams especially when undertaken difficult or boring tasks
  17. 17. Speak always and only when I believe it will improve the general result/effort ration
  18. 18. Offer and accept only rational result-oriented behavior and communication
  19. 19. Do now what must be done eventually and can effectively be done now
  20. 20. Disengage from less productive situations
  21. 21. When I cannot commit to the team charter
  22. 22. When it is more important to engage elsewhere
  23. 23. Seek to move forward a particular goal, by biasing my behavior toward action.
  24. 24. Use the Core Protocols (or better) when applicable.
  25. 25. Neither harm – nor tolarete the harming of –anyone for this or her fidelity to the team charter
  26. 26. Never do anything dumb on purpose</li></li></ul><li>Team Charter<br />
  27. 27. iLanguage<br />You screwed up <br />the build!!!<br />
  28. 28. Absent people<br />
  29. 29. Check in<br />
  30. 30. Temperature Reading<br />
  31. 31. Temperature Reading<br />
  32. 32. ESVP<br />
  33. 33. Meeting Protocol<br />
  34. 34. Gathering Data<br />
  35. 35. Timeline<br />
  36. 36. Team Radar<br />
  37. 37. Like to Like<br />
  38. 38. Generate Insights<br />
  39. 39. DotVote <br />
  40. 40. Satisfaction Histogram<br />
  41. 41. Locate Strenghts<br />
  42. 42. Brain storm<br />
  43. 43. 6 thinking hats<br />
  44. 44. 5 why’s<br />
  45. 45. Learning Matrix<br />
  46. 46. Force Field analysis<br />
  47. 47. Decide what to do<br />
  48. 48. Identify Themes<br />
  49. 49. SMART<br />
  50. 50. RUMBA<br />Relevance<br />Understandable<br />Measurable<br />Behavior<br />Attainable<br />
  51. 51. Circle of Questions<br />
  52. 52. Close<br />
  53. 53. Perfection Game<br />
  54. 54. Appreciations<br />
  55. 55. Helped Hindered Hypothesis<br />
  56. 56. + / Delta<br />
  57. 57. Roti <br /><br />
  58. 58. Short Subjects<br />
  59. 59. Instruments<br />
  60. 60. Stuff<br />
  61. 61. Resources<br />
  62. 62. URL’s<br />The Core Protocols:<br /><br /><br /><br /><br />
  63. 63. Pictures<br /><br /><br /><br /><br /><br />Six Thinking Hats<br /><br />
  64. 64. Free Lifetime support<br />Twitter:<br />SlideShare:<br />Linkedin:<br />Web:<br />Blog:<br />Flickr:<br />Books:<br />Mail : FirstName at Paircoaching dot net<br />Mobile: +32 476 43 38 32<br />Skype: YvesHanoulle<br />
  65. 65. the way to leading greatness<br />Thank you !!<br />

Editor's Notes

  • It’s not a post mortemIt is the heartbeat of your team/organizationThe double loopFirst loop: Doing things right. Making the team more efficient Second loop: Doing the right things. Making the team more effective.XP: Doing things right.SCRUM: Doing the right things.
  • The Scrum master should not lead the retrospective of his own teamAlternate between SM’s or better ask team members to do lead the retrospective (selforganizing team) rotate
  • Find ways to improve our practisesDiscover what we were doing wellUnderstand reasons behind missed targetsFind ways to improve our responsiveness to customersRebuild damaged relationsChange oftenr enough “continouus process improvements” will stale after a few times
  • When people speak the First 5 minutes of a meeting/training/presentation, they will talk more during the presentation
  • Team :Avoid spending too much time on unplanned issuesPut more effort in looking for special casesEvaluate every issueAll tasks that are worked on must be on the taskboard.Relation with BU : Ask for feedback on a regular baseAsk BU to test, give info, status, questions, … feedbackWe don’t forget the demo after every sprintSpirit : Keep the good spirit using good communicationCelebration after every sprint (if he was ok J )Keep talking English (or French) when talking with other team members about MRA stuffMembers : We Love each other
  • I language is not the next product comming from Cupertino (Apple)I language is talking about your self instead of talking about other people.Never say you screwed up by breaking the buildI had a problem when the build broke so often to test the sofware on time
  • Always speak with respect of the people who are absent.Or don’t talk about them. There is enough to discuss with the people present
  • Story of discussion with Els in the morningStory of discussion Michele I’ll check inI’m GLAD that I’m at Agile Tour Toronto I’m GLAD, AFRAID this talk is captured by Camera’sI’m SAD as I won’t see my family for 5 daysI’m GLAD to see so many people in this roomI’m AFRAID I might have JetLagI’m IN
  • AppreciationsPuzzlesComplaints with recommendationsNew informationHopes & Wishes
  • Explorers want new ideas and insightsShoppers will look for all available information and are happy to go home with one useful new ideaVacationers aren’t interested in the work (glad to be out of the office )Prisoners feel they are forcedDeal with them differently.If you have all prisoners maybe talk about that in the retrospective
  • Dot Vote vs Dotmocracy feel like people don’t get it, want again to prescribe everything
  • 4 kind of storming- All- Round robinThink first- Combine 2 and 3
  • My car will not start. (the problem)Why? - The battery is dead. (first why)Why? - The alternator is not functioning. (second why)Why? - The alternator belt has broken. (third why)Why? - The alternator belt was well beyond its useful service life and has never been replaced. (fourth why)Why? - I have not been maintaining my car according to the recommended service schedule. (fifth why, a root cause)
  • Talk about how good Joke is at identifying themese and I tried to copy her.I did not succeed. I can can much better aslk the team to do that.Don’t make myself a bottleneck...
  • RelevanceUnderstandableMeasurableBehaviorAttainable
  • Do this on- DecisionsInformation-Problem solving
  • Start Stop KeepMad Sad, GladBe carefull: a lot of retrospectives are only this
  • Fototoestel toevoegen (foto van op XP london)
  • Mention ?