How To Do A Retrospective + (Step-by-Step Playbook and Example) Learn how to do a retrospective with a step-by-step guide and a practical example. Be prepared for your next retro!
How to do a retrospective video: https://youtu.be/RD60Js82D7Q
Retrospective Meeting Knowledge SharingPhilip Wang
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.
Scrum is an agile framework for managing projects that uses short cycles of work called sprints to incrementally deliver working software. There are three main roles in Scrum - the Product Owner prioritizes features in the Product Backlog, the Scrum Master facilitates the process, and the self-organizing Team works to complete the highest priority items each sprint. Key Scrum artifacts include the Product Backlog, Sprint Backlog, and Burn Down Chart. The main Scrum ceremonies are Sprint Planning, Daily Scrum, Sprint Review, and Sprint Retrospective meetings.
This document discusses agile retrospectives, including why they are important, what they involve, and how to conduct them successfully. Retrospectives allow teams to continuously improve by reflecting on what went well and what could be improved in the last sprint or iteration. The key aspects covered are preparing an agenda and materials, gathering feedback from the team, analyzing the feedback to select a few key items to action, and planning follow-ups to ensure improvements are implemented. Conducting regular retrospectives helps teams enhance their processes and productivity over time.
Make simplified process decisions with the aid of our content ready Agile Delivery PowerPoint Presentation Slides. Discuss the technical requirements and schedule of your project using this professionally designed scaled agile framework PPT slideshow. The visually appealing PowerPoint complete deck contains forty-four topic-specific templates that help to represent agile delivery phases and goals. Take advantage of the sprint methodology PPT slides to showcase a strategic framework based on different criteria. Utilize the ready-to-use agile project management PowerPoint templates to represent the stages of the software delivery process such as initiation planning execution and release. Talk about the risk mitigations strategy that results in a decrease in risk and increase in value You can also use the scrum methodology PPT graphics to discuss the factors affecting the agile delivery such as market, customers, architecture impact, dependencies and so on. Thus, download our eye-catching and informative agile manifesto PowerPoint presentation to demonstrate the roles in disciplined agile delivery. Our Agile Delivery Powerpoint Presentation Slides ensure all elements combine beautifully. You will discover the best formula. https://bit.ly/3rUUrFL
Agile Retrospective by Manohar Prasad
Topics which are covered -
Agile Manifesto
Agile Principles
Scrum Values
What is Retrospective
Why Retrospectives
How to perform Retrospectives
Best Retrospective Practices
Best Retrospective Methods
This document provides an introduction to Scrum, an agile framework for project management. It discusses the principles of agile development and Scrum, including self-organizing cross-functional teams, short sprint cycles, daily stand-ups, product backlogs and user stories, estimation techniques, and retrospectives for continuous improvement. The Scrum framework emphasizes empiricism, adaptation, transparency, inspection, and frequent delivery of working software.
Introduction to the scrum framework: roles, activities and artifacts.
Scrum is an agile methodology for project management, to create a high quality product.
www.nieldeckx.be
Retrospective Meeting Knowledge SharingPhilip Wang
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.
Scrum is an agile framework for managing projects that uses short cycles of work called sprints to incrementally deliver working software. There are three main roles in Scrum - the Product Owner prioritizes features in the Product Backlog, the Scrum Master facilitates the process, and the self-organizing Team works to complete the highest priority items each sprint. Key Scrum artifacts include the Product Backlog, Sprint Backlog, and Burn Down Chart. The main Scrum ceremonies are Sprint Planning, Daily Scrum, Sprint Review, and Sprint Retrospective meetings.
This document discusses agile retrospectives, including why they are important, what they involve, and how to conduct them successfully. Retrospectives allow teams to continuously improve by reflecting on what went well and what could be improved in the last sprint or iteration. The key aspects covered are preparing an agenda and materials, gathering feedback from the team, analyzing the feedback to select a few key items to action, and planning follow-ups to ensure improvements are implemented. Conducting regular retrospectives helps teams enhance their processes and productivity over time.
Make simplified process decisions with the aid of our content ready Agile Delivery PowerPoint Presentation Slides. Discuss the technical requirements and schedule of your project using this professionally designed scaled agile framework PPT slideshow. The visually appealing PowerPoint complete deck contains forty-four topic-specific templates that help to represent agile delivery phases and goals. Take advantage of the sprint methodology PPT slides to showcase a strategic framework based on different criteria. Utilize the ready-to-use agile project management PowerPoint templates to represent the stages of the software delivery process such as initiation planning execution and release. Talk about the risk mitigations strategy that results in a decrease in risk and increase in value You can also use the scrum methodology PPT graphics to discuss the factors affecting the agile delivery such as market, customers, architecture impact, dependencies and so on. Thus, download our eye-catching and informative agile manifesto PowerPoint presentation to demonstrate the roles in disciplined agile delivery. Our Agile Delivery Powerpoint Presentation Slides ensure all elements combine beautifully. You will discover the best formula. https://bit.ly/3rUUrFL
Agile Retrospective by Manohar Prasad
Topics which are covered -
Agile Manifesto
Agile Principles
Scrum Values
What is Retrospective
Why Retrospectives
How to perform Retrospectives
Best Retrospective Practices
Best Retrospective Methods
This document provides an introduction to Scrum, an agile framework for project management. It discusses the principles of agile development and Scrum, including self-organizing cross-functional teams, short sprint cycles, daily stand-ups, product backlogs and user stories, estimation techniques, and retrospectives for continuous improvement. The Scrum framework emphasizes empiricism, adaptation, transparency, inspection, and frequent delivery of working software.
Introduction to the scrum framework: roles, activities and artifacts.
Scrum is an agile methodology for project management, to create a high quality product.
www.nieldeckx.be
Agile Testing Framework - The Art of Automated TestingDimitri Ponomareff
Once your organization has successfully implemented Agile methodologies, there are two major areas that will require improvements: Continuous Integration and Automated Testing.
This presentation illustrates why it's important to invest in an Automated Testing Framework (ATF) to reduce technical debt, increase quality and accelerate time to market.
Learn more at www.agiletestingframework.com.
Agile Transformation is a consulting firm that specializes in organizational transformation using Agile, Lean, and other methods. They help clients transform their processes, teams, and culture to improve performance. Their services include assessing needs, developing custom roadmaps, coaching teams in Agile practices, and training leaders in skills like servant leadership and collaboration. Clients praise how Agile Transformation helped them successfully transform their culture, empower teams, and bridge gaps between departments.
This document provides an introduction to Agile Scrum methodology. It defines Agile and Scrum, outlines the history and principles of Scrum, and describes the core components and processes in Scrum including roles, ceremonies, artifacts, and sprints. The document explains that Scrum is an iterative Agile framework used for managing complex projects, with self-organizing cross-functional teams working in short sprints to deliver working software increments based on prioritized backlogs.
The document provides an overview of Scrum, an agile framework for project management. It discusses the core components of Scrum including roles, artifacts, ceremonies, and values. The key roles are Product Owner, Scrum Master, and self-organizing Team. Projects progress through a series of sprints where work is pulled from the prioritized Product Backlog to the Sprint Backlog and completed work is demonstrated at Sprint Review meetings. Daily stand-up meetings and retrospective meetings aid in transparency and process improvement.
What does a Scrum Master do all day if a Daily Scrum is only 15 minutes? This talk - “A Day in the Life of a Scrum Master” - will explore the role beyond simple facilitation of the Sprint Ceremonies. Attendees learn four different areas of focus for a balanced approach to the role.
Scrum is a framework for managing complex product development that uses self-organizing cross-functional teams, short development iterations called sprints, and regular inspection and adaptation. Key roles include the Product Owner who manages the product backlog, the Scrum Master who facilitates the process, and the Scrum Team who does the work. Sprints involve planning, daily stand-ups, reviews, and retrospectives to continuously improve. The product backlog, sprint backlog, and burn down charts are used to track progress.
A Scrum Master facilitates the Scrum process, creates rhythm and sets expectations for projects and team members. They facilitate daily stand-ups and meetings, enhance communication, and act as an approachable coach through 1:1 meetings and active listening. Scrum Masters also train teams, products, and the organization on Agile practices.
Evidenced based management - Presentation at Scrum Australia 24 oct 2018Mia Horrigan
Evidence-Based Management (EBM) is an empirical approach that provides organizations with the ability to measure the value they deliver to customers and the means by which they deliver that value, and to use those measures to guide improvements in both
Building an Agile framework that fits your organisationKurt Solarte
The document discusses strategies for scaling agile practices within large organizations. It provides an overview of IBM's transformation to agility at scale, including challenges faced and key principles learned. The presentation emphasizes adopting an incremental approach, addressing people, processes, and tools, and establishing governance to manage uncertainty and variance as an organization's agile adoption matures. It also provides examples of metrics that can be used to measure agile project and program performance.
This document discusses actionable agile metrics including work in progress, cycle time, and throughput. It defines each metric and explains why they are useful for understanding process stability, predictability, and improvements. Visualizations like cumulative flow diagrams and scatter plots of cycle times can help teams identify patterns and anomalies to investigate. Analyzing metrics over time through run charts also supports monitoring trends and capacity planning. The key message is that these quantitative metrics can trigger process improvements when used to learn rather than assess teams.
This document discusses the state of agile adoption based on a survey of over 6,000 respondents. It finds that while agile adoption is increasing to meet business demands, organizations are not fully unlocking its benefits due to uneven implementation and remaining waterfall processes. Barriers to adoption include perceived threats to processes and resistance to change. The document advocates an incremental approach to change through visualization and limiting work in progress to drive improvements.
The document discusses specification by example (SBE) as an approach to software development. It outlines key aspects of SBE including deriving scope from business goals, specifying collaboratively through examples, refining specifications, automating examples, and validating frequently through living documentation. An example is provided showing how SBE can be implemented using Cucumber features, steps, and system code.
In this presentation, I talk of Donald Reinstern's original idea of quantifying using Money units per time unit. However, the Agile world has been comprised a bit by using Fibonacci series or a scale of 1 to 10. Are we compromising the original intent of the author?
The document provides an introduction to Agile project management. It discusses key concepts like Scrum, an Agile methodology. Scrum uses short "sprints" to incrementally deliver working software. Meetings like daily stand-ups and sprint planning and retrospectives help coordinate work. The roles of product owner, Scrum master, and self-organizing cross-functional teams are also outlined. The document emphasizes delivering value to customers through iterative development and continuous improvement.
When I needed to do presentations of Scrum to executives and students, I started to look for existing ones. Most presentations I found were very good for detailed presentations or training. But what I was looking for was a presentation I could give in less than 15 minutes (or more if I wanted). Most of them also contained out dated content. For example, the latest changes in the Scrum framework were not present and what has been removed was still there.
This document describes one team's transition from Scrum to Kanban or "Scrumban". It outlines their typical Scrum process, including daily standups and weekly planning and retrospectives. It then discusses how they experimented with different work in progress limits on their Kanban board and the problems they encountered, such as bottlenecks. Finally, it notes how their process evolved more naturally over time with continuous improvement and that they retained stakeholder demos and retrospectives as needed rather than having fixed weekly meetings.
The document discusses transitioning from a waterfall development model to an agile model. It provides an overview of the waterfall and agile approaches. Specifically, it outlines 8 ways that a QA team can ease the transition from waterfall to agile, including training staff, leveraging automation, emphasizing a change in thinking, communicating regularly, fostering collaboration, integrating tools, staying flexible, and concentrating on the end product.
The document discusses Scrum, an agile framework for managing product development. It describes Scrum roles like Product Owner and Scrum Master. Key Scrum events are also outlined such as sprint planning, daily standups, sprint demos and retrospectives. Benefits of Scrum mentioned are rapid development, transparency and embracing change.
1. The document summarizes the key changes between the 2017 and 2020 versions of The Scrum Guide. Some major changes include making Scrum less prescriptive, focusing on one Scrum Team and product goal, introducing the concept of a Product Goal, clarifying the roles of the Product Backlog, Sprint Backlog and Definition of Done, emphasizing self-managing teams, and simplifying language.
2. Key additions to the 2020 guide are introducing the Product Goal to provide overall focus, and emphasizing that Sprint Planning discusses not just what and how but also why via the Sprint Goal.
3. The changes aim to make Scrum a more minimal framework by reducing prescriptive language
Based on the Ken Schwaber and Jeff Sutherland definition of Sprint Retrospective, in this document you will find some common gaps and how we can avoid it
This document provides an agenda and instructions for facilitating a futurespective, which is a process for a team to reflect on past challenges and successes and identify action items for improvement. The facilitator will guide the team through gathering data on scenarios they handled well and faced challenges with. They will then group this data into themes, vote on priorities, and decide on specific actions to address the most important topics. The futurespective is intended to help the team gain insights into strengths and weaknesses to improve their performance in future sprints.
Agile Testing Framework - The Art of Automated TestingDimitri Ponomareff
Once your organization has successfully implemented Agile methodologies, there are two major areas that will require improvements: Continuous Integration and Automated Testing.
This presentation illustrates why it's important to invest in an Automated Testing Framework (ATF) to reduce technical debt, increase quality and accelerate time to market.
Learn more at www.agiletestingframework.com.
Agile Transformation is a consulting firm that specializes in organizational transformation using Agile, Lean, and other methods. They help clients transform their processes, teams, and culture to improve performance. Their services include assessing needs, developing custom roadmaps, coaching teams in Agile practices, and training leaders in skills like servant leadership and collaboration. Clients praise how Agile Transformation helped them successfully transform their culture, empower teams, and bridge gaps between departments.
This document provides an introduction to Agile Scrum methodology. It defines Agile and Scrum, outlines the history and principles of Scrum, and describes the core components and processes in Scrum including roles, ceremonies, artifacts, and sprints. The document explains that Scrum is an iterative Agile framework used for managing complex projects, with self-organizing cross-functional teams working in short sprints to deliver working software increments based on prioritized backlogs.
The document provides an overview of Scrum, an agile framework for project management. It discusses the core components of Scrum including roles, artifacts, ceremonies, and values. The key roles are Product Owner, Scrum Master, and self-organizing Team. Projects progress through a series of sprints where work is pulled from the prioritized Product Backlog to the Sprint Backlog and completed work is demonstrated at Sprint Review meetings. Daily stand-up meetings and retrospective meetings aid in transparency and process improvement.
What does a Scrum Master do all day if a Daily Scrum is only 15 minutes? This talk - “A Day in the Life of a Scrum Master” - will explore the role beyond simple facilitation of the Sprint Ceremonies. Attendees learn four different areas of focus for a balanced approach to the role.
Scrum is a framework for managing complex product development that uses self-organizing cross-functional teams, short development iterations called sprints, and regular inspection and adaptation. Key roles include the Product Owner who manages the product backlog, the Scrum Master who facilitates the process, and the Scrum Team who does the work. Sprints involve planning, daily stand-ups, reviews, and retrospectives to continuously improve. The product backlog, sprint backlog, and burn down charts are used to track progress.
A Scrum Master facilitates the Scrum process, creates rhythm and sets expectations for projects and team members. They facilitate daily stand-ups and meetings, enhance communication, and act as an approachable coach through 1:1 meetings and active listening. Scrum Masters also train teams, products, and the organization on Agile practices.
Evidenced based management - Presentation at Scrum Australia 24 oct 2018Mia Horrigan
Evidence-Based Management (EBM) is an empirical approach that provides organizations with the ability to measure the value they deliver to customers and the means by which they deliver that value, and to use those measures to guide improvements in both
Building an Agile framework that fits your organisationKurt Solarte
The document discusses strategies for scaling agile practices within large organizations. It provides an overview of IBM's transformation to agility at scale, including challenges faced and key principles learned. The presentation emphasizes adopting an incremental approach, addressing people, processes, and tools, and establishing governance to manage uncertainty and variance as an organization's agile adoption matures. It also provides examples of metrics that can be used to measure agile project and program performance.
This document discusses actionable agile metrics including work in progress, cycle time, and throughput. It defines each metric and explains why they are useful for understanding process stability, predictability, and improvements. Visualizations like cumulative flow diagrams and scatter plots of cycle times can help teams identify patterns and anomalies to investigate. Analyzing metrics over time through run charts also supports monitoring trends and capacity planning. The key message is that these quantitative metrics can trigger process improvements when used to learn rather than assess teams.
This document discusses the state of agile adoption based on a survey of over 6,000 respondents. It finds that while agile adoption is increasing to meet business demands, organizations are not fully unlocking its benefits due to uneven implementation and remaining waterfall processes. Barriers to adoption include perceived threats to processes and resistance to change. The document advocates an incremental approach to change through visualization and limiting work in progress to drive improvements.
The document discusses specification by example (SBE) as an approach to software development. It outlines key aspects of SBE including deriving scope from business goals, specifying collaboratively through examples, refining specifications, automating examples, and validating frequently through living documentation. An example is provided showing how SBE can be implemented using Cucumber features, steps, and system code.
In this presentation, I talk of Donald Reinstern's original idea of quantifying using Money units per time unit. However, the Agile world has been comprised a bit by using Fibonacci series or a scale of 1 to 10. Are we compromising the original intent of the author?
The document provides an introduction to Agile project management. It discusses key concepts like Scrum, an Agile methodology. Scrum uses short "sprints" to incrementally deliver working software. Meetings like daily stand-ups and sprint planning and retrospectives help coordinate work. The roles of product owner, Scrum master, and self-organizing cross-functional teams are also outlined. The document emphasizes delivering value to customers through iterative development and continuous improvement.
When I needed to do presentations of Scrum to executives and students, I started to look for existing ones. Most presentations I found were very good for detailed presentations or training. But what I was looking for was a presentation I could give in less than 15 minutes (or more if I wanted). Most of them also contained out dated content. For example, the latest changes in the Scrum framework were not present and what has been removed was still there.
This document describes one team's transition from Scrum to Kanban or "Scrumban". It outlines their typical Scrum process, including daily standups and weekly planning and retrospectives. It then discusses how they experimented with different work in progress limits on their Kanban board and the problems they encountered, such as bottlenecks. Finally, it notes how their process evolved more naturally over time with continuous improvement and that they retained stakeholder demos and retrospectives as needed rather than having fixed weekly meetings.
The document discusses transitioning from a waterfall development model to an agile model. It provides an overview of the waterfall and agile approaches. Specifically, it outlines 8 ways that a QA team can ease the transition from waterfall to agile, including training staff, leveraging automation, emphasizing a change in thinking, communicating regularly, fostering collaboration, integrating tools, staying flexible, and concentrating on the end product.
The document discusses Scrum, an agile framework for managing product development. It describes Scrum roles like Product Owner and Scrum Master. Key Scrum events are also outlined such as sprint planning, daily standups, sprint demos and retrospectives. Benefits of Scrum mentioned are rapid development, transparency and embracing change.
1. The document summarizes the key changes between the 2017 and 2020 versions of The Scrum Guide. Some major changes include making Scrum less prescriptive, focusing on one Scrum Team and product goal, introducing the concept of a Product Goal, clarifying the roles of the Product Backlog, Sprint Backlog and Definition of Done, emphasizing self-managing teams, and simplifying language.
2. Key additions to the 2020 guide are introducing the Product Goal to provide overall focus, and emphasizing that Sprint Planning discusses not just what and how but also why via the Sprint Goal.
3. The changes aim to make Scrum a more minimal framework by reducing prescriptive language
Based on the Ken Schwaber and Jeff Sutherland definition of Sprint Retrospective, in this document you will find some common gaps and how we can avoid it
This document provides an agenda and instructions for facilitating a futurespective, which is a process for a team to reflect on past challenges and successes and identify action items for improvement. The facilitator will guide the team through gathering data on scenarios they handled well and faced challenges with. They will then group this data into themes, vote on priorities, and decide on specific actions to address the most important topics. The futurespective is intended to help the team gain insights into strengths and weaknesses to improve their performance in future sprints.
This document provides an overview of agile software development methodologies. It describes key agile principles like small incremental changes, collaboration, and adapting to change. It outlines common agile roles like product owner, scrum master, and team member. It also explains common agile practices like backlogs, iterations, standups, demos and retrospectives. The goal of agile is to deliver higher quality software through collaboration, adaptive planning, and frequent feedback.
This document summarizes how a scrum team conducts various scrum activities including sprint demos, retrospectives, and slack time between sprints. It provides details on:
- Conducting sprint demos and insisting they include a demo at the end of each sprint for feedback.
- Organizing sprint retrospectives to identify what went well, opportunities for improvement, and action items for the next sprint.
- The importance of slack time between sprints for rest and learning, such as dedicating lab days for skills development.
This document provides guidance on how to structure effective retrospectives for Scrum teams. It discusses the importance of retrospectives for process improvement and outlines a typical structure: set the stage, gather data, generate insights, decide what to do, and close the retrospective. Various engaging techniques are presented for each stage, such as using story cubes, radar charts, 5 whys analysis, and planning poker. The document emphasizes creating a psychologically safe environment, focusing on process over people, and selecting manageable improvements to implement. It also introduces the concept of a "futurespective" to envision future success.
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 PMDayLviv Startup Club
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.
The document discusses the effectiveness of retrospectives in agile software development. It defines a retrospective as a meeting at the end of an iteration or release where a team reflects on what went well and identifies improvements for the next iteration. Common causes of ineffective retrospectives include not addressing real problems, lack of participation or focus. The document outlines a retrospective framework including setting the stage, gathering data, generating insights, deciding on actions, and closing. It provides examples of quantitative and qualitative review techniques as well as problem solving methods teams can use to analyze metrics, identify root causes, and prioritize actions for continuous improvement.
The Agile Retrospective is one of the primary feedback loops for a team to drive it's continuous improvement. In this short deck we look at 5W+H of retros. What are they, why are they needed, who needs to attend (and not), when do they need to be run, where (under what conditions) do they need to be run and tips and tricks on how to run a retro.
Effective Coaching Part 2: Moving Into ActionCenterfor HCI
A coach plays a significant role in increasing employee's effectiveness and improves their management skills. For this, there is an effective coaching model - WIN BIG. It compromises six steps, three to build awareness, and three to move the coachee to action. This winning formula not only helps an individual to win but also helps others to succeed.
To purchase subscriptions or solutions, contact getAbstract via their website, email or phone numbers listed in the US and Swiss offices. GetAbstract is a knowledge rating service that publishes book abstracts and maintains full editorial responsibility. They acknowledge copyright of authors and publishers.
The document provides a summary of the book "Your Best Just Got Better" by Jason W. Womack. It recommends ways to improve productivity including visualizing an ideal work day, working smarter by prioritizing tasks and focusing, thinking bigger by believing in yourself and expanding your network, and making more by continuously improving and asking for feedback.
The document provides guidance on how to conduct effective retrospectives for agile teams. It discusses principles behind agile processes and retrospectives from the Agile Manifesto. It emphasizes that retrospectives should be a check-in rather than post-mortem, focus on learning and improvement rather than blame. Various techniques are presented for designing effective retrospectives, including setting goals, using timeboxes, gathering feedback, identifying themes for improvement, and planning actions to implement lessons learned. Common "smells" or issues that can undermine retrospectives are also identified.
The document discusses the importance of regularly reflecting on processes and making adjustments to improve effectiveness. It emphasizes that retrospectives help teams learn, take ownership, and communicate better by sharing different experiences. The document provides tips for facilitating retrospectives, such as preparing the space and materials, choosing engaging exercises, and focusing on outcomes rather than problems.
Techniques for Effective RetrospectivesProwareness
The document summarizes a presentation given by Prowareness on effective techniques for conducting retrospectives during Scrum meetings. It provides 15 different techniques for gathering feedback, including using happiness metrics, drawing representations like sailboats to identify impediments, considering past and future perspectives, and using playing cards to discuss intrinsic motivators. Each technique includes a brief explanation and link to additional resources.
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.
The document provides information about Richard Cheng and his company NextUp Solutions which offers agile training and coaching. It discusses situational retrospectives and how Richard would facilitate a retrospective for a team that met their goals versus a team that did not complete any work last sprint. It also outlines various retrospective techniques like pluses/deltas, silent writing and dot voting. Finally, it shares tips on evaluating the effectiveness of retrospectives and resources for additional information.
Backlog refinement is not a Scrum event, but instead is an ongoing activity during the Sprint required to decompose, describe, estimate, and order backlog items in the Product Backlog.
This material is divided into two sections. The first section reviews the basics of backlog refinement, covering various options for conducting the activity. The second section covers tips for maintaining a healthy backlog and potential anti-patterns.
This material was presented at Agile New England in July and August 2022 as "101" introduction and "202" advanced sessions.
Project Retrospectives are an important part of any software development process. The Principles Behind the Agile Manifesto state that, "At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly." How can this be done? By taking the time to reflect and learn and proactively determine what should be done differently in the next iteration, release, or project. Linda's presentation will introduce techniques for project retrospectives, whether they are agile or not. The techniques help teams discover what they’re doing well so that successful practices can continue and identify what should be done differently to improve performance. Retrospectives are not finger pointing or blaming sessions, but rather a highly effective process in which teams reflect on the past to become more productive in the future. Linda will share her experiences with leading retrospectives of several kinds for dozens of projects—successful and unsuccessful, small and large, in academia and industry. Her lessons learned can be applied to any project to enable teams and organizations to become learning organizations.
This document outlines the process of a design sprint used to validate product ideas. It discusses gathering inputs from various perspectives, defining problem statements and hypotheses to test, conducting rapid prototyping and user testing, and analyzing results to determine whether to pivot, kill, or continue an idea. The goal of a sprint is to learn quickly without fully building products in order to reduce risk and build the right solution for customers. Interactive prototyping and usability testing are emphasized over traditional design approaches to gather early feedback and make data-driven decisions.
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Should I Add My GPA On My Resume: One of the most common questions from high school, college students, and recent grads is, "Should I add my GPA on my resume?" The other common questions that appear are, "When should I add my GPA on a resume?" and " When should I not add my GPA on a resume?" In this slide deck, you will learn When you should, When you shouldn't, The Why's, How to add it, along with 4 practical examples.
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Youtube: https://youtu.be/Y4uLgteg5Xc
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Resume Template For High School or College Students: This is a demo resume that was used in the Youtube videos: How to write a resume for high school students and how to write a resume for college students.
College Students Video: https://youtu.be/yDjdTABPY7c
High School Students Video: https://youtu.be/wT40Au0RFa8
Philip Chesney is a creative and entrepreneurial product manager seeking a role to leverage his background in education, marketing, and product management. He co-founded EnglishKey, an online English learning platform, where he led product development, marketing, and business operations. Key achievements include developing the minimum viable product, acquiring corporate customers, and achieving high student satisfaction rates. He is PMP and Agile certified with skills in online content creation, strategic planning, user experience design, and inbound marketing.
Philip Chesney is a creative entrepreneur and project manager seeking new opportunities. He has over 5 years of experience product managing the online English learning platform EnglishKey, where he launched new courses and markets, managed remote teams, and achieved high student satisfaction. Prior to this, he was an executive English trainer in Brazil and holds an MBA and project management certifications.
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A proprietary approach developed by bringing together the best of learning theories from Psychology, design principles from the world of visualization, and pedagogical methods from over a decade of training experience, that enables you to: Learn better, faster!
Philippine Edukasyong Pantahanan at Pangkabuhayan (EPP) CurriculumMJDuyan
(𝐓𝐋𝐄 𝟏𝟎𝟎) (𝐋𝐞𝐬𝐬𝐨𝐧 𝟏)-𝐏𝐫𝐞𝐥𝐢𝐦𝐬
𝐃𝐢𝐬𝐜𝐮𝐬𝐬 𝐭𝐡𝐞 𝐄𝐏𝐏 𝐂𝐮𝐫𝐫𝐢𝐜𝐮𝐥𝐮𝐦 𝐢𝐧 𝐭𝐡𝐞 𝐏𝐡𝐢𝐥𝐢𝐩𝐩𝐢𝐧𝐞𝐬:
- Understand the goals and objectives of the Edukasyong Pantahanan at Pangkabuhayan (EPP) curriculum, recognizing its importance in fostering practical life skills and values among students. Students will also be able to identify the key components and subjects covered, such as agriculture, home economics, industrial arts, and information and communication technology.
𝐄𝐱𝐩𝐥𝐚𝐢𝐧 𝐭𝐡𝐞 𝐍𝐚𝐭𝐮𝐫𝐞 𝐚𝐧𝐝 𝐒𝐜𝐨𝐩𝐞 𝐨𝐟 𝐚𝐧 𝐄𝐧𝐭𝐫𝐞𝐩𝐫𝐞𝐧𝐞𝐮𝐫:
-Define entrepreneurship, distinguishing it from general business activities by emphasizing its focus on innovation, risk-taking, and value creation. Students will describe the characteristics and traits of successful entrepreneurs, including their roles and responsibilities, and discuss the broader economic and social impacts of entrepreneurial activities on both local and global scales.
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إضغ بين إيديكم من أقوى الملازم التي صممتها
ملزمة تشريح الجهاز الهيكلي (نظري 3)
💀💀💀💀💀💀💀💀💀💀
تتميز هذهِ الملزمة بعِدة مُميزات :
1- مُترجمة ترجمة تُناسب جميع المستويات
2- تحتوي على 78 رسم توضيحي لكل كلمة موجودة بالملزمة (لكل كلمة !!!!)
#فهم_ماكو_درخ
3- دقة الكتابة والصور عالية جداً جداً جداً
4- هُنالك بعض المعلومات تم توضيحها بشكل تفصيلي جداً (تُعتبر لدى الطالب أو الطالبة بإنها معلومات مُبهمة ومع ذلك تم توضيح هذهِ المعلومات المُبهمة بشكل تفصيلي جداً
5- الملزمة تشرح نفسها ب نفسها بس تكلك تعال اقراني
6- تحتوي الملزمة في اول سلايد على خارطة تتضمن جميع تفرُعات معلومات الجهاز الهيكلي المذكورة في هذهِ الملزمة
واخيراً هذهِ الملزمة حلالٌ عليكم وإتمنى منكم إن تدعولي بالخير والصحة والعافية فقط
كل التوفيق زملائي وزميلاتي ، زميلكم محمد الذهبي 💊💊
🔥🔥🔥🔥🔥🔥🔥🔥🔥
Temple of Asclepius in Thrace. Excavation resultsKrassimira Luka
The temple and the sanctuary around were dedicated to Asklepios Zmidrenus. This name has been known since 1875 when an inscription dedicated to him was discovered in Rome. The inscription is dated in 227 AD and was left by soldiers originating from the city of Philippopolis (modern Plovdiv).
A Visual Guide to 1 Samuel | A Tale of Two HeartsSteve Thomason
These slides walk through the story of 1 Samuel. Samuel is the last judge of Israel. The people reject God and want a king. Saul is anointed as the first king, but he is not a good king. David, the shepherd boy is anointed and Saul is envious of him. David shows honor while Saul continues to self destruct.
How Barcodes Can Be Leveraged Within Odoo 17Celine George
In this presentation, we will explore how barcodes can be leveraged within Odoo 17 to streamline our manufacturing processes. We will cover the configuration steps, how to utilize barcodes in different manufacturing scenarios, and the overall benefits of implementing this technology.
Juneteenth Freedom Day 2024 David Douglas School District
How To Do A Retrospective + (Step-by-Step Playbook and Example)
1. What went well What to improve Action items
Good Collaboration
Willingness to work on new tech stack
New team member on-boarding going
well
Have meeting mid-sprint to discuss
future stories
Good pairing work was done despite
remote work.
E2E automation has really improved
things
How To Do A Retrospective
Before picking any story, each story
should have clear acceptance criteria.
Fewer meetings more coding, Period!
The team should pick more non-
functional requirements to improve code
base
Each story should be divided & people
assigned to it – not everyone on same
story
Use a more accurate way of estimating
story size – what we use isn’t accurate.
Need to have more team building events
Try to eliminate unnecessary meetings
Find more accurate ways to estimate our
stories
Guarantee all stories have clear
acceptance criteria before picking them
up
2. What is a retrospective?
Retro definition:
A retrospective is a meeting where you get together
with your development team to discuss the last
sprint. The goal is to self-inspect, identify
improvement opportunities, and then create a plan
on how to put that improvement into practice.
How To Do A Retrospective
www.careerprep.me
Normally the last sprint we’re referring to is the last
1 week, 2 weeks, or 1 month of work. This meeting
is typically timeboxed e.g. you allocate maybe an
hour to an hour and a half to discuss the work.
3. What is done in this meeting? How does it go?
Typical questions asked:
There are three major things covered in this
meeting: “What actions would you start?”;
“What actions would you stop?”, and “What
actions would you continue doing?”.
How To Do A Retrospective
www.careerprep.me
These three questions can come in different
forms, but it all boils down to, “What went
well?” and “What can we improve?”
Went well To improve
4. Why some people are against retros
Why some people are against them:
Some managers and other individuals are against doing
retrospectives. Some believe it is a waste of time and
doesn’t bring value to the team. Others think that taking
7 or 8 members of the team and sitting them in a room
just to discuss the last couple of weeks of work is a real
financial drain, and a costly meeting.
How To Do A Retrospective
www.careerprep.me
5. Why you should do retros
Individual and team expression:
Another great reason to do a retrospective is that it
allows the team to express themselves. This could be
the good, the bad, or the ugly, but it is still important
that the team, product manager, and scrum master
know what the overall sentiment is. These meetings can
be extremely important and unearth certain things
about projects, team dynamics, and work in general.
How To Do A Retrospective
www.careerprep.me
6. Why you should do retros
Get to know your team better:
From a PM’s perspective, one of the great things about doing
retros is that it is a great way to get to know your team better.
This could be: What they like to work on, specific projects,
tasks, hobbies and what they think of the work. Another
important thing to know is what confuses people. What are
things the team has trouble with? What are some of their
pain points or that causes them to lose focus on the job?
How To Do A Retrospective
www.careerprep.me
7. Why you should do retros
Trust building:
The more you work with your team, through both the
good and the bad times, you will grow closer together.
There is an element of trust that builds. Doing retros is
a great way to build trust.
How To Do A Retrospective
www.careerprep.me
8. Why you should do retros
Create a blameless space where valuable feedback
can be obtained:
One rule to be followed is, you should not go pointing
the finger at other teammates during a retro. It’s not a
blame game. But it is a place where you should collect
valuable feedback and help make the team more
productive.
How To Do A Retrospective
www.careerprep.me
9. Why you should do retros
Address current wins and challenges:
As mentioned earlier, retros can reveal what went well,
and what didn’t. Examining what went well can help you
continue doing what you’re doing and harness these
positive outcomes. The same applies for what didn’t go
well. Discussing what didn’t go well can help create
valuable lessons learned so you can avoid them in the
future.
How To Do A Retrospective
www.careerprep.me
10. Why you should do retros
Look for ways to improve the processes:
Teams can always find scope for improvement on their projects/tasks.
One of the areas is process improvement. This could be e.g. the amount
of work taken on at one time (WIP), and then controlling the throughput,
or the ways that the team conducts refinements, or a series of other
things. The process can always be a little bit better and can improve.
Team maturity building: The more a team works together and tries to
improve itself, the more mature they become. Retros can help facilitate
this.
How To Do A Retrospective
www.careerprep.me
11. Retro Playbook – Getting Started - Prep
In-Company/In-Person Retro
A meeting spot booked for at
least 1 hour – it can be in an
office room
How To Do A Retrospective
www.careerprep.me
Supplies – stickies, markers, paper,
whiteboard, timer
Label the columns – Start, Stop,
Continue, or What went well, what
to improve? Action Items.
It can be an online meeting like a
Zoom or Google hangout etc.
Online Retro
You can use an electronic board
like FunRetro.
Label the columns – Start,
Stop, Continue, or What went
well, what to improve?
12. Retro Playbook – Getting Started
Set the stage - get everyone on the same page
Leave your egos at the door – come ready for a healthy discussion.
How To Do A Retrospective
www.careerprep.me
Don’t make it personal – focus on the issues, not the person.
State the time period - specifically say the time period you are referring
to, most likely the last sprint, unless you are working on a different type
of project (a non-agile one). If it is not agile, you could do it for a specific
deliverable that was accomplished, or over a period, or another criterion
that has been agreed upon.
Focus on ways you as a team can improve.
13. Retro Playbook – Went Well
What went well:
Have each of the team members have green sticky notes
where they can jot down multiple things that went well
during the sprint. If this meeting is taking place online,
each person should log in on their machine or phone and
get ready to fill in the notes under the respective column.
How To Do A Retrospective
www.careerprep.me
Make sure it is only one idea per sticky. It is OK to have a board and a
column full of stickies. We’ll sort those after.
The same applies for online boards. Make sure it is one idea per tab
created.
Add 1 Idea per
sticky
14. Retro Playbook – Went Well
What went well:
Since some stickies may have recurring ideas or may be similar, there
should always be someone, a moderator or even the scrum master to
group similar sticky notes or duplicates. This helps to organize the
column.
How To Do A Retrospective
www.careerprep.me
Once the team has finished writing out stickies about what went well,
you can move onto the next column. One thing to keep in mind is to
timebox each section. Maybe 5-10 minutes on each column to fill out
the stickies.
15. Retro Playbook – To Improve
What needs improvement:
Grab pink/red sticky notes. Focus on the things that need
to be tightened up or could use some improvement. Same
process as you did before, but in a different column.
How To Do A Retrospective
www.careerprep.me
Focus on the work, not specific people. E.g. avoid saying
something like John was constantly absent last sprint and
this set us back, or he wasn’t pulling his weight in this last
sprint and now we are really behind. Instead, aim for
things such as, the team took on too much work or
underestimated the stories for the sprint.
Red/pink
stickies for
improvement
areas
16. Retro playbook – Discussion
Now that you and the team have filled out the what went well and the what
needs improvement columns, have a short discussion about each sticky
note, that way everyone is on the same page. Once you have gone down
the list of items, it’s time to vote on them.
How To Do A Retrospective
www.careerprep.me
What went well What to improve
Good Collaboration
Willingness to work on new tech stack
New team member on- boarding going
well
Before picking any story, each story
should have clear acceptance criteria.
Fewer meetings more coding, Period!
Use a more accurate way of estimating
story size – what we use isn’t accurate.
17. Retro Playbook – Voting
Take a few minutes with the team to vote on the
most important items to act on. Make sure you
tell the team how many votes they have, e.g. 3
votes. If you have stickies on the wall, you could
do dot voting (each member could use a dot as
a vote on the sticky note). If it is an online retro
board, you could just click the thumbs up button.
How To Do A Retrospective
www.careerprep.me
Stories should
have clear
acceptance
criteria
before
picking.
Better/more
accurate
ways to
estimate
stories
Imagine you have just finished voting on the
items. Now you can clearly see which items the
team has deemed as priority items to focus on
to improve moving forward.
18. Retro Playbook – Action Items
Action Items:
After the team prioritizes the action items, it is time to decide what to do
with each item. Suppose that one of the most voted/agreed upon areas
of improvement was to always have the designs ready for the sprint or
have less meetings so the team can code more. Let’s take the second
one. Are there specific meetings that the team takes part in but add little
to no value? These might be possible candidates to eliminate. This
would be an action item to investigate further.
How To Do A Retrospective
www.careerprep.me
19. What went well What to improve Action items
Good Collaboration
Willingness to work on new
tech stack
New team member on-
boarding going well
Have meeting mid-sprint to
discuss future stories
Good pairing work was done
despite remote work.
E2E automation has really
improved things
Team CareerPrep - Retrospective
20. What went well What to improve Action items
Good Collaboration
Willingness to work on new tech stack
New team member on- boarding going
well
Have meeting mid sprint to discuss
future stories
Good pairing work was done despite
remote work.
E2E automation has really improved
things
Team CareerPrep - Retrospective
Before picking any story, each story
should have clear acceptance criteria.
Fewer meetings more coding, Period!
The team should pick more non-
functional requirements to improve code
base
Each story should be divided & people
assigned to it – not everyone on same
story
Use a more accurate way of estimating
story size – what we use isn’t accurate.
Need to have more team building events
21. What went well What to improve Action items
Good Collaboration
Willingness to work on new tech stack
New team member on- boarding going
well
Have meeting mid sprint to discuss
future stories
Good pairing work was done despite
remote work.
E2E automation has really improved
things
Team CareerPrep - Retrospective
Before picking any story, each story
should have clear acceptance criteria.
Less meetings more coding, Period!
The team should pick more non-
functional requirements to improve code
base
Each story should be divided & people
assigned to it – not everyone on same
story
Use a more accurate way of estimating
story size – what we use isn’t accurate.
Need to have more team building events
Try to eliminate unnecessary meetings
Find more accurate ways to estimate our
stories
Guarantee all stories have clear
acceptance criteria before picking them
up
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EnglishInterviews Philip Chesney www.AgiFall.com
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