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Enterprise Retrospectives
Luke Hohmann
Founder & CEO, Conteneo
1
See also: http://www.innovationgames.com/2014/06/how-to-r...
Enterprise Retrospectives
AS A member of a large organization practicing Agile
I NEED to find ways to scale retrospectives...
About Luke Hohmann
• Founder / CEO of Conteneo
• Author, speaker, blogger
• Philanthropist
Strategy
Engine
Alignment
Engin...
Our Purpose
4
We believe that empowered, collaborating teams are the
world’s best hope for solving the problems we face.
W...
Retrospecting Retrospectives
+ Δ
Retrospective Outcomes / Impact
Draw a curve that captures the impact or benefits of
your retrospectives over time. Captur...
Exploring Your Frame
What was the “scope” when you answered this
question? (e.g., a single team or ?)
Did your curve have ...
Design Challenge
Design an effective retrospective for 30 Scrum
teams in three locations.
Constraints: You do not have eno...
Agenda
• Motivations for Enterprise Retrospectives
• Process Overview
• Expected Results
• Taking Action
Retrospective Outcomes / Impact
Impact /
Benefit
high
low
Early
Adoption
Team
Maturation
Organizational
Limits
Why
Bother?...
Warning Signs...
11
Are you getting
things done?
C
BA
Repeated Root
Cause
Lack of ownership
Traditional retrospectives
focus on a single, co-located
team.
They can produce results that
improve the performance of
th...
You have
many Agile
teams.
To improve performance of the enterprise you need
to conduct an enterprise retrospective – not ...
There are Lots of Retrospective Techniques
To Scale We Use Online Retrospectives
15
Speed Boat is a well-known
retrospective technique in
which teams collaboratively...
Setting Scope
We have found success in setting scope as follows:
Time Scope: Last 6 months or last release,
whichever is g...
Step 1: Identify the Teams
17
We identify
the teams
and the
facilitators.
Step 2: Conduct Retrospectives
18
We schedule and
conduct online
retrospectives
using Speed Boat.
Anchor: Impediment
Prope...
Representative Results
Step 3: Analyzing Results
20
We download the results of all
games to categorize each of
the ideas.
Categorize Each Idea
Cr...
Categorize: People, Process, Technology
21
People
Tools /
Technology
Process
“We should
use GitHub”
“My PO doesn't attend
...
Categorize: Scope of Control
22
“We should use GitHub”
“My PO doesn't attend
planning meetings”
“We aren’t clear on the
me...
Positivity Bias
A pervasive tendency for people [teams],
especially those with high self-esteem, to
rate positive traits a...
Good Ideas or Actual Experience
• Review propellers and associated chat logs to
identify biases:
• Aspirational: We could ...
Look for the Patterns!
Use a variety of tools to help you!
Excel, Qlikview…
Enterprise
Opportunities
“The Soup”
42 Scrum Teams (350 People)
Speed Boat Retrospective
Teams are
Cooking!
Red == anchor
...
Keep Doing Good Stuff – Address Oppty
Create Projects to Address Impediments
28
Entire
project
list.
Team
projects.
Enterprise
projects.
Selecting Projects
• Management reviews our results.
• Projects are selected and engaged.
• Some projects may be just “app...
Sharing Results
• Results are shared with the team members.
• This may be through
• Senior Leaders
• Scrum Masters
• We wa...
Time Estimates
31
Planning / Goal Setting
2-3 weeks
Game Play
1 week
Post-Processing
2-3 weeks
Projects? 1- 5 months
Bonus? Innovation!
32
Curve Jump
33
Curve Jump is a framework that
helps teams identify evolutionary,
new and radical technologies.
Summary
Want more information on retrospectives?
• http://www.innovationgames.com/2014/06/how-to-run-huge-retrospectives/
• https:...
36
Luke Hohmann
Founder & CEO, Conteneo, Inc.
1296 Kifer Rd., Suite 601
Sunnyvale, CA 94086
mobile: (408) 529-0319
luke.ho...
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Why and How to Run a Enterprise Retrospectives

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To continue to gain the benefits of Agility at Scale, organizations must move beyond traditional, in-person retrospectives focused on making individual teams great and towards low-cost, online retrospectives focused on making organizations great. Conteneo's Weave platform provides a low-cost, efficient, massively scalable and extremely high-impact collaboration platform upon which organizations can produce scalable enterprise retrospectives covering any number of teams. This deck explains the process and provides step-by-step instructions for producing a high-impact enterprise retrospective.

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Why and How to Run a Enterprise Retrospectives

  1. 1. Enterprise Retrospectives Luke Hohmann Founder & CEO, Conteneo 1 See also: http://www.innovationgames.com/2014/06/how-to-run-huge-retrospectives/
  2. 2. Enterprise Retrospectives AS A member of a large organization practicing Agile I NEED to find ways to scale retrospectives SO THAT I can continue to help my company improve. ACCEPTANCE CRITERIA:  I will have a better understanding of what is/isn’t working with my current retrospective practices.  I will be able to detect when team-based retrospectives are starting to provide less value to my organization.  I will have learned the outline of a scalable process for planning, facilitating and analyzing results into high-impact initiatives. 2
  3. 3. About Luke Hohmann • Founder / CEO of Conteneo • Author, speaker, blogger • Philanthropist Strategy Engine Alignment Engine Decision Engine Idea Engine
  4. 4. Our Purpose 4 We believe that empowered, collaborating teams are the world’s best hope for solving the problems we face. We believe that teams work better with frameworks. We design and build awesome frameworks and support their scalable use through software. We believe you can do this too which is why we speak, teach and share our work broadly!
  5. 5. Retrospecting Retrospectives + Δ
  6. 6. Retrospective Outcomes / Impact Draw a curve that captures the impact or benefits of your retrospectives over time. Capture any key inflection points or changes you’ve made. time impact low high
  7. 7. Exploring Your Frame What was the “scope” when you answered this question? (e.g., a single team or ?) Did your curve have any dips? What might be the cause of these dips? Could they be warning signs of larger problems?
  8. 8. Design Challenge Design an effective retrospective for 30 Scrum teams in three locations. Constraints: You do not have enough budget to fly everyone to the same location.
  9. 9. Agenda • Motivations for Enterprise Retrospectives • Process Overview • Expected Results • Taking Action
  10. 10. Retrospective Outcomes / Impact Impact / Benefit high low Early Adoption Team Maturation Organizational Limits Why Bother? time
  11. 11. Warning Signs... 11 Are you getting things done? C BA Repeated Root Cause Lack of ownership
  12. 12. Traditional retrospectives focus on a single, co-located team. They can produce results that improve the performance of the team, but often fail to address the needs of the enterprise – the issues affecting multiple teams or beyond the scope of control of any single team. Single Team Retrospectives Image Credit: http://www.cornetdesign.com/images/AgileRetrospectives_134B2/IMG_0016.jpg
  13. 13. You have many Agile teams. To improve performance of the enterprise you need to conduct an enterprise retrospective – not just one team – but every team. Improving Enterprise Performance
  14. 14. There are Lots of Retrospective Techniques
  15. 15. To Scale We Use Online Retrospectives 15 Speed Boat is a well-known retrospective technique in which teams collaboratively identify the anchors slowing them down. Playing Speed Boat online and at scale, we can efficiently conduct an Enterprise Retrospective. The result? An Epic Win!
  16. 16. Setting Scope We have found success in setting scope as follows: Time Scope: Last 6 months or last release, whichever is greater Process Scope: The complete development process from story creation, through development and into production deployment (release to customer). 16
  17. 17. Step 1: Identify the Teams 17 We identify the teams and the facilitators.
  18. 18. Step 2: Conduct Retrospectives 18 We schedule and conduct online retrospectives using Speed Boat. Anchor: Impediment Propeller: Good Stuff Placement indicates how bad or how good. The number of items is shared among all players. Good Really Good Somewhat Bad Bad Really Bad
  19. 19. Representative Results
  20. 20. Step 3: Analyzing Results 20 We download the results of all games to categorize each of the ideas. Categorize Each Idea Create Project Describe Features, Benefits and Price Team & Enterprise Projects
  21. 21. Categorize: People, Process, Technology 21 People Tools / Technology Process “We should use GitHub” “My PO doesn't attend planning meetings” “We aren’t clear on the meaning of Done, Done”
  22. 22. Categorize: Scope of Control 22 “We should use GitHub” “My PO doesn't attend planning meetings” “We aren’t clear on the meaning of Done, Done” We use Diana Larsen’s Circles and Soup framework to help analyze results. This helps This is also an excellent online retrospective tool! www.innovationgames.com/circles-and-soup
  23. 23. Positivity Bias A pervasive tendency for people [teams], especially those with high self-esteem, to rate positive traits as being more true of themselves than negative traits.
  24. 24. Good Ideas or Actual Experience • Review propellers and associated chat logs to identify biases: • Aspirational: We could do this… • Prescriptive: We should do this… • You’re job is to create interpretations of the data based on your experience. 24
  25. 25. Look for the Patterns! Use a variety of tools to help you! Excel, Qlikview…
  26. 26. Enterprise Opportunities “The Soup” 42 Scrum Teams (350 People) Speed Boat Retrospective Teams are Cooking! Red == anchor Green == propeller Visual Analysis of Results
  27. 27. Keep Doing Good Stuff – Address Oppty
  28. 28. Create Projects to Address Impediments 28 Entire project list. Team projects. Enterprise projects.
  29. 29. Selecting Projects • Management reviews our results. • Projects are selected and engaged. • Some projects may be just “approved”. • We may play additional Innovation Games® such as Buy a Feature to help in the selection of the projects. • Implement projects using Scrum (create Product Backlog Items, coordinate multiple teams through “sync sprints”, etc.). 29
  30. 30. Sharing Results • Results are shared with the team members. • This may be through • Senior Leaders • Scrum Masters • We want the participants to know they’ve been heard and that we’ll be acting on the results. 30
  31. 31. Time Estimates 31 Planning / Goal Setting 2-3 weeks Game Play 1 week Post-Processing 2-3 weeks Projects? 1- 5 months
  32. 32. Bonus? Innovation! 32
  33. 33. Curve Jump 33 Curve Jump is a framework that helps teams identify evolutionary, new and radical technologies.
  34. 34. Summary
  35. 35. Want more information on retrospectives? • http://www.innovationgames.com/2014/06/how-to-run-huge-retrospectives/ • https://www.scrumalliance.org/community/articles/2013/december/retrospective-the-fun-way • https://www.scrumalliance.org/community/articles/2015/november/big-picture-retrospectives 35
  36. 36. 36 Luke Hohmann Founder & CEO, Conteneo, Inc. 1296 Kifer Rd., Suite 601 Sunnyvale, CA 94086 mobile: (408) 529-0319 luke.hohmann@conteneo.co

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