The document outlines methods for improving retrospectives within Agile processes, emphasizing the importance of a positive environment and constructive feedback. It discusses key Agile principles, the design of effective retrospectives, and various techniques to enhance team collaboration and insight generation. The goal is to create an atmosphere that fosters learning and continuous improvement while avoiding blame and fostering honesty.

1. www.PairCoaching.nethow to make your retrospectives theof your agile processYves Hanoulle

2. WHO?was never in a retrospective?never led a retrospective?was ever in a borring retrospective?led a borring retrospective?was ever in very energetic retro without result?led an energetic retro and without result?

3. Me.About()Yves HanoulleProject CoachTraining, Coaching & Consultancy Services on agile & Team practicesin EMEA. Partner of Els RyssenFather of Joppe 2002, Bent 2004, Geike 2007

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

5. The goal is to enlarge your toolbox

6. Principles behind the Agile ManifestoOur highest priority is to satisfy the customer through early and continuous delivery of valuable software. Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage. Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale. Business people and developers must work together daily throughout the project. Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done. The most efficient and effective method of conveying information to and within a development team is face-to-face conversation. Working software is the primary measure of progress. Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely. Continuous attention to technical excellence and good design enhances agility. Simplicity--the art of maximizing the amount of work not done--is essential. The best architectures, requirements, and designs emerge from self-organizing teams. At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.

7. What is a retrospective

8. It’s not a post mortem

9. We are not in CSI

10. More like a checkup

11. More like a checkup...

12. Prime Directive 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.At the end of a project everyone knows so much more. Naturally we will discover decisions and actions we wish we could do over. This is wisdom to be celebrated, not judgment used to embarrass.

13. Designing the stage

14. prepare

15. Who?

16. Set a goal

17. Room

18. Set the Stage

19. First 5 minutes

20. Team Charter Commit to engage when present

21. Seek to perceive more then to be perceived

22. Use teams especially when undertaken difficult or boring tasks

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

24. Offer and accept only rational result-oriented behavior and communication

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

26. Disengage from less productive situations

27. When I cannot commit to the team charter

28. When it is more important to engage elsewhere

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

30. Use the Core Protocols (or better) when applicable.

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

32. Never do anything dumb on purposeiLanguageYou screwed up the build!!!

33. Absent people

34. Timebox

35. Stop Cards

36. Referee cards

37. Referee cards

38. Start on time...

39. Safety

40. ESVP

41. Check in

42. Gathering Data

43. Timeline

44. Team Radar

45. Locate Strenghts

46. Brain storm

47. 6 thinking hats

48. 5 why’s

49. Solution Focused

50. Learning Matrix

51. Speedboat

52. Generate Insights

53. Identify Themes

54. Ask for help

55. Rescue

56. Dot voting

57. Decide what to do

58. Decide what to do

59. Actions

60. Actions

61. Who will be driving these actions?

62. SMART

63. Close

64. Circle of Questions

65. Perfection Game

66. Appreciations

67. Roti http://www.flickr.com/photos/ben30/2741878021/

68. Smells

69. answers come from the leader instead of the participants.

70. Only a few people participating

71. Everyone is always happy...

72. Nobody talks about the elephant

73. Hidden elephant...

74. 6 blind men and one elephant

75. People looking for silver bullet’s

76. Retrospectives in the team room

77. Too short retrospectives

78. Too many changes

79. Blame Game

80. Instruments

81. Resources

82. Free Lifetime supportBlog, twitter, slides, books, pictures : http://www.hanoulle.beMail : FirstName at Paircoaching dot netMobile: +32 476 43 38 32Skype: YvesHanoulleFree life time:My life not yours

83. PairCoaching the way to leading greatnessThank you !!

84. URL’sThe Core Protocols: http://alturl.com/b9fnhttp://www.dhemery.com/pdf/temperature_reading.pdfwww.stickyminds.comhttp://www.xqa.com.ar/visualmanagement/http://www.librarything.com/catalog.php?view=YvesHanoulle

85. URL’sThe Core Protocols: http://alturl.com/b9fnhttp://www.dhemery.com/pdf/temperature_reading.pdfwww.stickyminds.comhttp://www.xqa.com.ar/visualmanagement/http://www.librarything.com/catalog.php?view=YvesHanoullehttp://innovationgames.com/

86. Pictureshttp://www.flickr.com/photos/pascalvancauwenberghe/http://www.flickr.com/photos/neleenjanhttp://www.flickr.com/photos/ben30http://www.U2.comhttp://www.lego.comSix Thinking Hats http://www.loosetooth.comhttp://www.mccarthyShow.com

87. Temperature Reading

88. Temperature Reading

89. ExerciseDivide in groups of 3 people (of 3 different locations)Pick up a retrospective StoryDesign the retrospective (30 minutes)

90. Team 1The very first retrospective of a new team

91. Team 2A retrospective of a sprint where the team delivered only 60% of the features. This has been the situation for the last 6 sprints.

92. Team 3This team is doing "scrum" for a year. They have never done a retrospective. You design their first retrospective

93. Team 4This team had a great review, the customer invited the whole team to a restaurant with 2 stars in the michelin guide, this is the teams retrospective after that. The teams wonders if they actually need a retrospective at this moment.

94. Team 5This team has been doing scrum for 3 years. The retrospectives have been dull the last 5 sprints. You need to bring back the energy of the team.

95. Team 6The retrospectives of this team have been mainly ranting/complaining sessions about other people/teams in the company. Nothing has been comming out of these retrospectives . Some powerfull team members stay away from the last retrospectives.

96. Team 7After a few painfull sprints, this team had a succesfull sprint

97. Team 8This is the last retrospective with this team. Next week half of the team leaves.

98. 30 minutes