Agile retrospectives
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The document discusses the importance of the retrospective meeting in Scrum. It notes that early versions of Scrum did not include retrospectives and that they are important for teams to inspect and adapt their processes. Retrospectives provide an opportunity for teams to reflect on what went well and what can be improved in the last sprint and develop an action plan to become more effective. They should be time-boxed, focus on constructive feedback rather than blame, and actively engage the whole team, Scrum Master, and Product Owner to drive process improvements.
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The drive to inspect and adapt is one of the most important aspects of agile software development. A great way to bake this approach into your process is by having regular retrospective meetings that engage and challenge the team to solve their own problems and make things better. However, these meetings can be difficult to run well and drive improvement. In fact, many teams sleepwalk through sessions, treating them as a box-ticking exercise that signals the end of the iteration.
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The drive to inspect and adapt is one of the most important aspects of agile software development. A great way to bake this approach into your process is by having regular retrospective meetings that engage and challenge the team to solve their own problems and make things better. However, these meetings can be difficult to run well and drive improvement. In fact, many teams sleepwalk through sessions, treating them as a box-ticking exercise that signals the end of the iteration.
Maybe its time we tried a bit harder to make retrospective meetings work?
In this talk, Chris explains how to put together an awesome sprint retrospective. He discusses the following:
* Why retrospectives can be unpopular
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Slides from the DC Scrum User Group event on 4/25/2016 titled, "The 7 Secrets of Highly Effective Retrospectives" by David Horowitz.
http://www.meetup.com/DC-Scrum/events/228807928/
Retrospectives are the core of agility. And yet they are often the scrum ceremony that is most frequently skipped. Many teams like the idea of the retrospective but find them boring, or worse ineffective.
Join Retrium CEO and Co-Founder David Horowitz as he reveals seven secrets that lead to effective retrospectives. You'll learn:* The best way to ensure your retrospectives lead to real change* The "pledge" everyone on your team must take before participating* How to know who to include in each retrospective* The single most important thing you can do to keep your team engaged during the retro* And much, much more!
An agile retrospective
This document summarizes an agile retrospective meeting. It discusses how the team has changed and grown over time, taking on more clients and responsibilities. It then outlines some of the agile practices the team uses, such as user stories, sprint planning, estimation, a scrum board, and daily standups. Finally, it provides additional resources on agile methods and tools for planning poker, version control, project tracking and continuous improvement.
Agile Retrospective
This document provides an introduction to Agile Retrospectives, which are meetings held by Agile teams to inspect their process and make improvements. It outlines the typical structure of a retrospective, including setting the stage, gathering data, generating insights, deciding on actions, and closing the retrospective. Timeboxes are recommended for each part of the process. Preparation steps and example activities for each stage are also discussed to help teams successfully reflect and adapt.
Retrospectives Techniques
The document discusses retrospective techniques for reviewing and improving projects. A retrospective involves learning from experience to plan improvements for future efforts. It follows a structured process of setting the stage, gathering data about what went well and poorly, generating insights from the data, and deciding on actions. The facilitator prepares the retrospective by choosing topics and exercises and handles different personalities and cultures during the session. Closure involves identifying actions but consideration of energy levels is important.
A Guide For Retrospectives
A short guide to help teams understand and benefit from using retrospectives as a tool for continuous improvement.
Agile retrospective part 2
This document discusses techniques for gathering data during a retrospective meeting. It describes several methods such as timelines, triple nickels, color code dots, mad sad glad, and locate strength. Each method is designed to help stimulate memory and gather feelings, facts, and events from the previous work increment in a collaborative way. Data gathering creates a shared understanding and avoids speculation so the team can generate insights and decide on actions to improve for the next iteration. The document provides details on how each technique works and how long they typically take to complete.
Agile Retrospective - part I
Retrospective is probably the most important ceremony as it helps to improve the team.
There are great sources how to do retrospective.
Agile scrum-retrospective
What is Agile retrospective, and what is its importance. When and Why you should be doing it. The Do's and Dont's of Agile retrospective.
Gamers at work : A way to reuse your collaborative skills
We work in a generation of gamers, half of us at least have played FPS, Coop games, and know how to work together when it's about killing a dark evil demon boss or free hostages from rogue organizations...
Yet, when we come into the workplace, we put all these collaborative skills aside. This retrospective / workshop is a way to use our rich videogame practice and culture in the workplace.
Retrospective’s retrospective (extended version)
This document describes an exercise used in a retrospective session to address unsatisfactory retrospectives. Participants were asked to:
1) Organize into groups and discuss a past retrospective experience that was unsatisfactory, choosing one situation to focus on.
2) Use an empathy mapping technique to understand the perspectives and experiences of those involved in the chosen situation.
3) Brainstorm potential solutions to the problem by thinking of the opposite problem and magnifying the original problem to generate ideas for avoiding it in the future.
The goal was to apply techniques from other domains to retrospectives to help participants analyze problematic past experiences and develop strategies for improvement.
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This document outlines Alexey Krivitsky's Agile Coaching Canvas, which is intended to help agile coaches dream, co-create, and share their coaching vision. It discusses the daily work of a Scrum Master compared to the broader impact of agile coaching. It prompts coaches to explore four areas - their usual focus, comfort zone, stretch area, and area needing attention. Coaches are encouraged to think of a real coaching situation and discuss how it relates to the four areas. The document emphasizes listening without judgment to understand others and asking open-ended questions to help explore. It has coaches envision visiting their company in the future after achieving their dreams to see what has changed.
Redistributable intro To Scrum, Russian
Переиспользуемые слайды о Скрам от Майка Кона. Переведы на русский
How to Jazz up your Retros - Agile BA Meetup - Melbourne - 08/04/14
1. The document discusses how to run effective retrospectives (retros) for agile teams and provides examples of bad, good, and great retro techniques.
2. Examples of bad retros include being unprepared, not having clear facilitation, allowing blaming sessions, and not defining follow-up actions. Good retros are prepared, well-facilitated, enforce positive behavior, and define clear actions.
3. Great retro techniques provided as examples include appreciative retrospectives, emotional timelines, the 4 L's (liked, learned, lacked, longed for), Lean Coffee, and Jeopardy. Each technique has specific instructions provided.
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.
Return of the Retrospectives - SEEK Brown Bag - 21-10-14
Retrospectives are one of the most important and common Agile ceremonies, but are you and your team bored with them? Do you always use the same, old format, or are they just proving to be ineffective?
The aim of this session is to empower you to change things up within your team and really value the Iteration Retrospective. You will learn about a number of new and different Retrospective techniques that you can start using immediately at your next Retro. I will also include real life experience what it was like to use each format and provide advice on when to use each format.
Let's bring life back to the Retrospective. It's time for the Return of the Retrospective!
Agile and Scrum for ORSCers
1. The document introduces Agile and Scrum frameworks for system workers, focusing on teamwork, working products, customers, and adapting through inspection.
2. It discusses how work has evolved from individual tasks to complex projects requiring collaboration and knowledge workers. Traditional command structures are replaced with coaching to empower teams.
3. Key aspects of Agile include cross-functional teams that work together long-term, transparency through daily stand-ups and information boards, and continuous learning rather than post-mortem reviews. Departments shift to flexible teams that think about systems rather than just individual jobs.
The art of the retrospective
The document discusses the purpose and process of conducting a retrospective meeting. It uses a story about Santa Claus and his workshop producing toys as an analogy for the roles and goals of a Scrum team. The retrospective process involves 5 phases - establishing what was supposed to happen, what really happened, identifying differences and causes, and determining improvements for the next iteration. Conducting regular retrospectives helps teams continuously improve their process.
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Retrospective & review
Scrum is an agile framework that emphasizes incremental deliveries, quality, continuous improvement, and discovering potential. It consists of sprints, roles like the product owner, scrum master, and cross-functional team. Sprint reviews provide visibility, feedback, and an opportunity for demos. Retrospectives are meetings at the end of each sprint to learn and improve for the next sprint through structured activities like gathering data, generating insights, and deciding on actions. They aim to continuously improve the development process.
Agile Retrospective & review
Scrum is an agile framework that emphasizes incremental deliveries, quality, continuous improvement, and discovering potential. It consists of sprints, roles like the product owner, scrum master, and cross-functional team. Sprint reviews provide visibility, feedback, and an opportunity for demos. Retrospectives are meetings at the end of each sprint to learn and improve for the next sprint through structured activities like gathering data, generating insights, and deciding on actions. They aim to continuously improve the development process.
3. Armine - retrospective and grooming
This document summarizes an Agile meeting that included a sprint retrospective and backlog refinement. The sprint retrospective allowed the team to reflect on what went well and could be improved in the previous sprint. They created an action plan for improvements. The backlog refinement involved prioritizing product backlog items, estimating work, and decomposing epics into user stories to prepare for future sprints. The goal was to continuously improve processes and have the product backlog ready for upcoming sprint planning meetings.
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The document provides an overview of Scrum and its key elements. It discusses that Scrum is an iterative, collaborative framework for managing product development. It also summarizes that Scrum uses sprints, daily stand-up meetings, product backlogs and user stories to help development teams work in an agile way. The document outlines the core Scrum roles of Product Owner, Scrum Master and Development Team and how they work together.
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Scrum is a framework for managing complex work that emphasizes iterative development, daily self-organization, and accountability. It consists of roles like the Product Owner, Scrum Master, and team. The team works in short cycles called sprints that involve sprint planning, daily standups, a review, and retrospective. The goal is to deliver value continuously through working software and transparency using artifacts like the product and sprint backlogs.
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The document provides an overview of retrospective meetings, including their purpose, benefits, and tips for effective facilitation. Retrospectives allow teams to learn from past experiences and plan improvements for future iterations. They provide feedback on processes, surface issues, and record what is and isn't working to share knowledge across teams. The document outlines tips like focusing on actionable outcomes, prioritizing actions, analyzing recurring themes, and rotating leadership to keep retrospectives impactful.
Waterfall vs agile approach scrum framework and best practices in software d...
The document discusses various topics related to software development approaches, including:
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3. An overview of the Scrum framework, including roles, artifacts, ceremonies, and best practices. Scrum uses short iterations called sprints to iteratively deliver working software.
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How to make your retrospectives the heart of your agile proces
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The document discusses various anti-patterns related to Scrum and Agile practices. It covers anti-patterns for Scrum Masters, Product Owners, specific Scrum events like daily standups, sprint planning, retrospectives, and artifacts like product backlogs. Some of the anti-patterns described include a Scrum Master that acts like a "powerful clerk", a Product Owner that doesn't understand the role and just passes on client words, and teams that treat daily standups as status reporting meetings rather than opportunities for collaboration.
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The document discusses key concepts in Agile development including Scrum framework. It compares traditional waterfall model with Agile approach. Some key Scrum concepts covered are roles, events, artifacts, empirical process control, transparency, self-organizing teams. It provides details on events like daily scrum, sprint planning and retrospective. Artifacts discussed are product backlog, sprint backlog and definition of done. Traditional vs Agile success rates are also shared.
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Scrum is a simple framework for iterative software development that can be implemented quickly. It focuses on self-organizing teams, short development cycles called sprints, regular inspection and adaptation, and transparency. Key roles include the product owner, scrum master, and development team. The team works through a backlog of tasks prioritized by the product owner and tracks progress through meetings and artifacts like burn-down charts. While good for focusing a co-located team, scrum may need tailoring for larger or distributed teams.
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More from Deepak Gururaja
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In this talk, I try to provide a perspective on weather or not we have crossed the Chasm with Agile transformation. Based on a few surveys, I explore the current state of agile adoption across the industry and try to predict the kind of coaching/transformation needs that might come up in the near future.
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Through this slides, I present 5 basic tools that a scrum master should follow, in order to make retrospectives really effective. These are things that I have discovered based on my experience, and would like to share with people
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Edward de Bono came up with the idea of parallel thinking using the 6 thinking hats. These are the slides that I put together, based on my learning of the 6 Thinking hats, in order for people to have a quick reference point, to understand the idea of parallel thinking better
Test first
This document describes a Jenga game activity used to demonstrate the benefits of test-driven development. The activity involves building a 3-story Jenga tower with blocks, some of which contain defects. Participants undergo three iterations with different testing procedures: in the first, defects are found after building; in the second, defects are found every 10 blocks; in the third, defects are known for each individual block. The goal is to understand how rework effort decreases when testing occurs earlier in the development cycle rather than later.
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During one of the "Discuss Agile" meetup's I had the opportunity of presenting the approach I had taken to implement Scrum of Scrums (A.K.A SOS)
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The document discusses sprint planning in Scrum methodology. It explains that during sprint planning, the Scrum team decides what work can be completed during the sprint. They set two guideposts: the sprint backlog which is the work committed to and the sprint goal which is a short phrase stating what will be achieved. The newer approach to sprint planning involves two parts - part one where the team commits to the deliverables for the sprint and part two where the development team breaks down the work into tasks.
Scrum roles
Scrum roles include the Product Owner, Scrum Master, and Development Team. The Product Owner is responsible for the product backlog and has a complete understanding of customer and stakeholder needs. The Scrum Master helps the team stay motivated and removes impediments so the team can perform at its peak. The cross-functional Development Team is self-managed and accountable for delivering working software each sprint.
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National Security Agency - NSA mobile device best practices
National Security Agency - NSA mobile device best practices
Agile retrospectives
- 2. The very first version of Scrum did not have a retrospective meeting Can you think of Scrum as a process without an avenue to “Inspect and Adapt”
- 3. A ceremony conducted at the end of a sprint Inspect and Adapt The last and the most important Agile Principle At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly
- 4. Time-boxed Attendees restricted only to Team Scrum Master Product Owner Scrum Master may or may not be the facilitator The facilitator is just that The facilitator does not provide answers
- 5. 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.
- 6. What was out learning from the sprint What did we do well What should we do well What are the problems that we faced Retrospectives are also a place to appreciate fellow team mates
- 7. Come prepared with your inputs Points should not be directed to an individual Its not so much about what went wrong, rather about how can we correct it Always keep the time box in mind Arrive at constructive points for implementation Before leaving the retrospective, have a clear goal on what the future action plan will be
- 9. It’s the best platform to bring out areas of improvements Provide frank and data-driven insights on the events that took place in the sprint Keep the conversation focused Most importantly – Participate actively
- 10. Why do you think retrospective is important? When do you think a retrospective fails? What happens when retrospectives fail? Do you think retrospective should take as long as it takes? Can you each identify one benefit of a retrospective?