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www.PairCoaching.net<br />how to make your retrospectives the of your agile process<br />Yves Hanoulle<br />

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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 />

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You.About()<br />Who are you?<br />What makes you different?<br />What would be the successful outcome of this talk for you?<br />

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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 />

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What is a retrospective<br />

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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 />

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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 />

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Designing the stage<br />

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Who?<br />

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Room<br />

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Set a goal<br />

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Set the Stage<br />

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First 5 minutes<br />

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Team Charter<br /><ul><li> Commit to enage when present

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Seek to perceive more then to be perceived

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Use teams especially when undertaken difficult or boring tasks

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Speak always and only when I believe it will improve the general result/effort ration

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Offer and accept only rational result-oriented behavior and communication

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Do now what must be done eventually and can effectively be done now

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Disengage from less productive situations

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When I cannot commit to the team charter

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When it is more important to engage elsewhere

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Seek to move forward a particular goal, by biasing my behavior toward action.

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Use the Core Protocols (or better) when applicable.

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Neither harm – nor tolarete the harming of –anyone for this or her fidelity to the team charter

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Never do anything dumb on purpose</li></li></ul><li>Team Charter<br />

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iLanguage<br />You screwed up <br />the build!!!<br />

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Absent people<br />

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Check in<br />

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Temperature Reading<br />

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Temperature Reading<br />

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ESVP<br />

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Meeting Protocol<br />

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Gathering Data<br />

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Timeline<br />

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Team Radar<br />

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Like to Like<br />

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Generate Insights<br />

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DotVote <br />

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Satisfaction Histogram<br />

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Locate Strenghts<br />

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Brain storm<br />

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6 thinking hats<br />

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5 why’s<br />

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Learning Matrix<br />

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Force Field analysis<br />

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Decide what to do<br />

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Identify Themes<br />

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SMART<br />

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RUMBA<br />Relevance<br />Understandable<br />Measurable<br />Behavior<br />Attainable<br />

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Circle of Questions<br />

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Close<br />

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Perfection Game<br />

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Appreciations<br />

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Helped Hindered Hypothesis<br />

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+ / Delta<br />

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Roti <br />http://www.flickr.com/photos/ben30/2741878021/<br />

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Short Subjects<br />

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Instruments<br />

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Stuff<br />

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Resources<br />

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URL’s<br />The Core Protocols: http://alturl.com/b9fn<br />http://www.dhemery.com/pdf/temperature_reading.pdf<br />www.stickyminds.com<br />http://www.xqa.com.ar/visualmanagement/<br />http://www.librarything.com/catalog.php?view=YvesHanoulle<br />

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Pictures<br />http://www.flickr.com/photos/pascalvancauwenberghe/<br />http://www.flickr.com/photos/neleenjan<br />http://www.flickr.com/photos/ben30<br />http://www.U2.com<br />http://www.lego.com<br />Six Thinking Hats http://www.loosetooth.com<br />http://www.mccarthyShow.com<br />

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Free Lifetime support<br />Twitter: http://twitter.com/YvesHanoulle<br />SlideShare: http://slideshare.net/YvesHanoulle<br />Linkedin: http://www.linkedin.com/in/YvesHanoulle<br />Web: http://www.PairCoaching.net<br />Blog: http://PairCoaching.wordpress.com<br />Flickr: http://www.Flickr.com/YvesHanoulle<br />Books: http://www.librarything.com/catalog.php?view=YvesHanoulle<br />Mail : FirstName at Paircoaching dot net<br />Mobile: +32 476 43 38 32<br />Skype: YvesHanoulle<br />

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PairCoaching.net the way to leading greatness<br />Thank you !!<br />