Agile retrospectives
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1. The document outlines the structure and components of an effective retrospective meeting, including setting the stage, gathering data, generating insights, deciding what to do, and closing the retrospective. 2. It recommends allocating time equally among the components, with around 30-50% of time spent gathering data, 20-30% generating insights, and 15-20% deciding what to do. 3. Various activities are suggested for each component, such as check-ins for setting the stage, timelines for gathering data, and SMART goals for deciding actions.
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2. It introduces several new retrospective formats like the timeline retrospective, hot air balloon retrospective, and appreciation retrospective.
3. Tips for facilitating include preparation, engaging all participants, focusing on actions, and facilitating distributed retrospectives effectively. The overall message is that trying new retrospective formats and facilitating with intent can help teams continuously improve.
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Sgin2013 scrumfromthe trenches-applicationoftheagileretrospectivetechniquesin...
Sgin2013 scrumfromthe trenches-applicationoftheagileretrospectivetechniquesin...
Behind the scenes of retrospective workshop-goat16-november 21th-2016-hand-out
Behind the scenes of retrospective workshop-goat16-november 21th-2016-hand-out
A Guide for Preparing and Facilitating Retrospectives
A Guide for Preparing and Facilitating Retrospectives
The 7 Secrets of Highly Effective Retrospectives (DCSUG)
The 7 Secrets of Highly Effective Retrospectives (DCSUG)
Return of the Retrospective - Prioritising continuous improvement - 15_12_2016
Return of the Retrospective - Prioritising continuous improvement - 15_12_2016
Similar to Agile retrospectives
Introduction to Retrospective Facilitation
This document provides an introduction to retrospective facilitation. It discusses the structure of a typical retrospective, including preparation, setting the stage, gathering data, generating insights, deciding on actions, and closing. An example retrospective is described for a team of 8 at the end of a 4-week release. It would involve reserving a space, planning activities such as check-ins, gathering glad/sad/mad feedback, prioritizing topics, and setting SMART goals. The facilitator's role is to help guide the discussion without steering the group in a particular direction.
Aleksej Šipulia - Retrospective – heart of scrum
Topic: Retrospective – heart of scrum
Scrum is simple agile framework, but sometimes it’s hard to implement it with some team. Scrum should be understood not as a collection artifacts and meeting, but as a philosophy of your daily work. You need to adopt new habits which improve your performance as a team and try to get rid of waste which slows you down. Retrospective is proper instrument to implement this type of thinking. I’ll talk on how to use this powerful tool and will provide some insights, tips and trick from my long experience being a Scrum Master.
About Aleksej: Aleksej is Experienced Software Developer and Agile Coach with a demonstrated history of working in
the financial services industry. Skilled in Java, Coaching, Agile Methodologies, Spring and other. Strong engineering professional and active leader of Java community in Vilnius
Linkedin: https://www.linkedin.com/in/aleksejsipulia/
Agile Retrospectives
This document provides guidance on conducting effective agile retrospectives. It discusses that retrospectives should be brief periods at the end of each sprint for a team to reflect on how they are doing and find ways to improve. Key aspects of effective retrospectives include creating a safe environment for open feedback, focusing on incremental improvements, gathering team input through techniques like post-its, and planning and following up on action items to implement changes. The goal is for retrospectives to deliver value by addressing real issues rather than being boring or senseless meetings.
Agile retrospectives explained
This document provides guidance on conducting effective agile retrospectives. It recommends that teams set aside time at the end of each sprint to reflect on what went well and identify areas for improvement. The retrospective should create a safe environment for open feedback, focus on continuous incremental improvements, and result in documented action items to discuss and implement findings. Facilitators should prepare the team and ensure the retrospective has a clear focus in order to generate insights, plan actions, and drive discussion into follow up.
Conducting 'meaningful' retrospection meetings
This document provides guidance on conducting effective retrospective meetings (retros). It emphasizes that retros are important for continuous improvement and should not be taken lightly. It outlines steps for effective retros such as gathering both qualitative and quantitative feedback. It also provides tips for facilitating vibrant discussion, ensuring action items are captured, and involving the entire team including those in different locations. The overall goal is to make retros an engaging process that drives positive change.
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Retrospectives are not just about making you feel bad for missing your commitments, pointing fingers at your colleagues, and hearing your talkative team members go on and on. They are supposed to help your team become great. This workshop is for anyone that participates in retrospectives, doesn’t always feel they are useful and wants to learn a better way to accomplish the intended goal.
Retrospectives session agile tours 2012 bru
The document provides guidance on how to conduct effective retrospectives. It outlines a flexible five-step framework: 1) Set the stage by establishing focus and agreements, 2) Gather data about objective and subjective experiences, 3) Generate insights by understanding patterns and systemic influences, 4) Decide on one or two actions or experiments, 5) Close by reiterating actions and providing appreciation. Various techniques are suggested for each step, such as timeline, voting methods, and questioning approaches. Following the framework and using different techniques can help teams continuously improve their way of working through retrospective meetings.
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Participant handouts from Scrum Master as a Facilitator workshop. During this workshop we learn and practice some basic meeting facilitation skills, focus on tips and tricks for Scrum ceremonies, and simulate a Scrum cycle using our learning
Retro is back - How to Run Retrospective Meetings That Work, Anat (Alon) Salh...
Have you ever had that nightmare where you are constantly running only to remain in the same spot? It's all too easy for teams to have the same experience: repeating the same mistakes, working hard... but not really getting anywhere.
In order to move forward and excel, we must step outside that loop once in a while to reflect on their recent work and achievements. Armed with a few lesson-learned, they can iterate on their processes and improve.
In ProductTank TLV’s upcoming meetup, Anat Salhov shared with us the best practices to create Retrospective Meetings that provide a safe space for the team to review and discuss what works well (and what doesn't!) for continuous improvement.
Agile retros
This document outlines the five golden rules for conducting effective agile retrospectives:
1) Set the stage by establishing focus, communicating plans, and removing distractions.
2) Gather data on both positive and negative experiences relevant to the focus from multiple sources and make it visible.
3) Generate insights by discussing improvement needs, influences, patterns, and sharing awareness of problems based on the gathered data.
4) Decide on one or two agreed upon actions or experiments to address an identified problem and ensure team commitment to follow through.
5) Close by restating outcomes, confirming communication of actions, and identifying ways to improve future retrospectives.
Time Boxing
In this session I'll try to explain how you can increase your effectiveness getting the things done splitting up big tasks in small tasks timeboxed in slots of 30 minutes.
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Despite the daily onslaughts of e-mails, phone calls, and memos, meetings are still one of the most effective ways that people share and exchange information, get feedback, plan, collaborate and make important decisions for their organizations.
3 retro total recall
This document discusses retrospectives and contains advice for conducting effective retrospectives. It provides:
1) An overview of why retrospectives are important for organizations undergoing change to allow people to express feelings and thoughts about changes in a structured way.
2) Common objections to retrospectives and reasons they may not be effective if done incorrectly, such as focusing too much on the past, having unconnected ideas, or unclear outcomes.
3) A simple framework and checklist for planning and running retrospectives, including setting the stage, gathering data, generating insights, deciding on actions, and closing the retrospective.
4) Descriptions of various exercises that can be used in retrospectives, such as "Remember the Future",
Анна Мамаєва “Retrospective: Total Recall” - Lviv PMDay
This document discusses retrospectives and contains advice for conducting effective retrospectives. It provides:
1. An overview of why retrospectives are important for organizations undergoing change and examples of things teams say to avoid retrospectives.
2. Tips for running retrospectives effectively such as using a simple framework of setting the stage, gathering data, generating insights, deciding on actions, and closing the retrospective.
3. Descriptions of various exercises that can be used in retrospectives like "Remember the Future" and "Margolis Wheel" to engage participants and surface different perspectives.
TLC2018 Dwayne Green: Let's Get Deliberate - for Managers
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http://testleadershipcongress-ny.com
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This document provides guidance on running an effective idea generation session, including recommended structures, techniques, and considerations. It recommends beginning with scene setting to understand the audience, problem, or product. Quantity techniques like quick-fire post-its and pairs exercises aim to generate many initial ideas. Quality techniques like building on ideas and De Bono's 6 Hats help refine and develop ideas. The document includes an example agenda and emphasizes preparation, facilitation, and getting feedback to conclude the session.
Getting things done review and summary
The document provides an overview of David Allen's productivity method called Getting Things Done (GTD). It discusses the key principles of GTD including capturing all tasks, clarifying actions, and organizing tasks into projects, actions, and a waiting list. It also summarizes the five stages of mastering GTD workflow as capture, clarify, organize, reflect, and engage. Finally, it outlines how to set up systems for time, space, tools, filing, and collecting tasks.
Agile retro activities agile brazil - sept 2012
the presentation I used in AgileBrazil 2012. On it you can find many activities for Agile retrospectives. This presentation was used my me (Paulo caroli) to remember which activity to share next.
Getting Things Done Review and Summary
The document provides an overview of the productivity methodology known as Getting Things Done (GTD). It discusses key aspects of GTD including the five stages of mastering workflow, collection methods, clarification techniques, and maintaining organization through lists and regular reviews. Cognitive science research is also summarized that supports how GTD can help reduce mental clutter, facilitate flow states, and support goal achievement through an externalized system for tasks and projects.
Love your team_with_retrospectives
Savvy agile teams generate ideas, capture hard-won knowledge, and short-circuit potential team tensions with regular Retrospective meetings. In the few years since starting to use this powerful, flexible tool, the team I work with has made huge improvements in the way we communicate, build strategies, coordinate projects, structure our work week, review code, and more.
Your team can do it, too. Learn secrets for great Retros. Avoid the traps we stumbled through. Learn how to break the rules for Retros that work especially for you and your team. Learn how to get the whole team on board. Get on your way to a more productive and fun work life!
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Retro is back - How to Run Retrospective Meetings That Work, Anat (Alon) Salh...
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Анна Мамаєва “Retrospective: Total Recall” - Lviv PMDay
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TLC2018 Dwayne Green: Let's Get Deliberate - for Managers
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More from Toni Tassani
Dibujar para facilitar. dibujar para pensar
Dentro de la comunidad ágil muchos profesionales utilizan dibujos como herramienta para aumentar su comunicación. Estos dibujos tienen diferentes usos, tamaños y técnicas: mapas mentales, sketchnotes, pósters para cursos, ...
En esta sesión visitaremos los diferentes usos que pueden tener los dibujos, desde los diagramas que hacemos para aclarar nuestras propias ideas hasta el Graphic Recording en gran formato. ¿Hay que ser un artista? Reflexionaremos al respecto.
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3 de julio de 2018 en Agile Barcelona Meetup
https://www.meetup.com/Agile-Barcelona-Meetup/events/251681437/
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How to implement agile
This document discusses how a company using a waterfall process can implement agile practices to achieve faster delivery times, happier customers through increased satisfaction, and easier recruitment. It recommends starting with establishing agile product teams, prioritizing work, and validating hypotheses through lean startup methods. Technical teams should focus on high-performance work, knowledge sharing, automation, and adopting DevOps culture. The transition will require changes to structure, language, and culture but can be facilitated through frameworks like SAFe and LeSS. Regular measurement and learning is key to the success of the transformation.
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Agile retrospectives
- 1. Agile Retrospectives Making Good Teams Great Toni Tassani - 23 January 2013
- 2. Structure of a Retrospective 1. Set the stage 2. Gather data 3. Generate insights 4. Decide what to do 5. Close the retrospective
- 3. Structure of a Retrospective 1. Set the stage Ask everyone in the room to speak Team values and working agreements 2. Gather data Facts and feelings 3. Generate insights Step back, see the big picture and delve into root causes 4. Decide what to do List of Potential Experiments (One or Two per iteration) Better right before the planning (after a break) 5. Close the retrospective Decisively. Record what has been learned + Retro on the retro
- 4. Preparation ● Set a (useful) goal for the retrospective ● "Continuous process improvement" may become stale ● Determining length: ○ 1 hour for 1 week. ○ 1/2 day for 30 days ● Release and Project Retrospectives
- 5. Example Planning Set the stage 5% 6 minutes Gather data 30-50% 40 minutes Generate insights 20-30% 25 minutes Decide what to do 15-20% 20 minutes Close the retrospective 10% 12 minutes Shuffle time 10-15% 17 minutes Total 100% 120 minutes Ten minutes break every 90 minutes
- 6. Activities to Set the Stage ● Check-In: short phrase. Answer to question. ● Focus On / Focus Off ● ESVP (Explorer, Shopper, Vacationer or Prisioner) ● Working Agreements
- 7. Activities to Gather Data ● Timeline ● Triple Nickels ● Color Code Dots ● Mad Sad Glad ● Locate Strengths ● Satisfaction Histogram ● Team Radar ● Like to Like
- 8. Activities to Generate Insights ● Brainstorming / Filtering ● Force Field Analysis ● Five Whys ● Fishbone ● Patterns and Shifts ● Prioritize with dots ● Report Out with Synthesis ● Identify Themes ● Learning Matrix
- 9. Activities to Decide What to Do ● Retrospective Planning Game ● SMART Goals ● Circle of Questions ● Short Subjects
- 10. Activities to Close the Retrospective ● +/- Delta ● Appreciations ● Temperature Reading ● Helped, Hindered, Hypothesis ● Return On Time Invested (ROTI)
- 11. Thank you