Many Faces of Retrospectives-MindyBohannon.pptx
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I’ve been practicing two roles on my project for over a year – part lead Agile Business Analyst and part Scrum Master. Oh, the techniques I’ve learned! The leadership and facilitation aspects of retros and other SM activities have led to my being a better and more caring leader and business analyst. During this session we’ll review the general goals of a Scrum Master, how it overlaps with being a BA, and four different types of retrospective activities. Takeaways: *Responsibilities and overlap of a Scrum Master, Business Analysis, and Leadership *Improvement retro *Celebration retro *Root cause analysis retro *Retro covering many months or years of work
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Many Faces of Retrospectives-MindyBohannon.pptx
- 2. Intention Today How Business Analysts are Similar to Scrum Masters? Why Run Retrospectives? Review Four Types of Retrospectives
- 3. How are Analysts & Scrum Masters Similar? Communication Facilitation Negotiation
- 4. How are Analysts & Scrum Masters Different? Giving Input/Opinions Focus on Product vs Team Requirements vs Scrum Practice
- 5. Lessons Learned • IIBA/Business Analysts and PMI/Project Management Improve the Process • Six Sigma Retrospectives Agile Methodology Quick Retro Definition
- 7. How Analysis Fits with Delivery Backlog Refinement Standups Sprint Reviews Retrospectives
- 8. Core Scrum Pillars Transparency – Inspect – Adapt https://scrumguides.org/scrum-guide.html
- 9. Four Types of Retrospectives 1. Periodic Improvement 2. Celebration 3. Root Cause Analysis 4. Covering Very Long Time
- 10. Two Weeks or Short Time Period Keep it short Basics Did well, Want to do Better, Learned, Gratitude to Others Varieties – *DIFFERENT EVERY TIME* 4 Ls (liked, learned, longed for, lacked) WRAP (wishes, risks, appreciations, puzzles) More, Less, Love, Stop Goal: Periodic Improvement
- 13. Lean Coffee
- 14. Goal: Gratitude Learning and Experimentation; convert good practices into habits Formal and Informal Formal: Celebration Grid Informal: Yearbook posts Sound like a Celebration noisemakers, cake; celebrate what you’ve all learned and what experiments and adventures you’ll head toward next! Goal: Celebration
- 16. Yearbook Post
- 17. Goal Uncover and discuss root causes of an issue; discover cause-and-effect Techniques Fishbone or Ishikawa diagram; 5 Whys; 4 Ws (What, Where, Who, When) Steps Define the Problem; CATW; Process, People, Environment, Type of Work Think of Solutions to Improve Goal: Root Cause Analysis
- 19. 5 Whys
- 20. https://wallbuilder.wordpress.com/2013/05/29/the-lincoln-memorial-and-the-5-whys/ http://thekaizone.com/2014/08/5-whys-folklore-the-truth-behind-a-monumental-mystery/ Problem: One of the monuments in Washington D.C. is deteriorating. Why #1 – Why is the monument deteriorating? • Because harsh chemicals are frequently used to clean the monument. Why #2 – Why are harsh chemicals needed? • To clean off the large number of bird droppings on the monument. Why #3 – Why are there a large number of bird droppings on the monument? • Because the large population of spiders in and around the monument are a food source to the local birds Why #4 – Why is there a large population of spiders in and around the monument? • Because vast swarms of insects, on which the spiders feed, are drawn to the monument at dusk. Why #5 – Why are swarms of insects drawn to the monument at dusk? • Because the lighting of the monument in the evening attracts the local insects. Solution: Change how the monument is illuminated in the evening to prevent attraction of swarming insects.
- 21. Timeline Retro Team adds more events above the line for good things, below the line for not so good things Draw a line, Add Significant Milestones sprint start/end date, a release date, when team members joined or left Goal How did team members feel about where the team was at particular points in time along the timeline Goal: Retro Covering Several Months or Years
- 22. Timeline Retrospective https://blog.cozy.io/en/timeline-retrospective-the-conflict-crusher-method/
- 23. Similar Yet Different Retro Structure Similar • Capture Data • Discuss • Identify Actions to Improve Different • Discovery Goal • How long Retro will take to facilitate
- 24. Let’s Retro This Session • Warm-up • Past Retrospective Actions Review • Gather Insights • What did you Like? • What did you Long for? • What did you Lack? • What did you Learn? • Decide What to Do? • ROTI
- 25. Facilitation Guide 1. Warm-Up/Ice Breaker Get everyone talking
- 26. Where Do All The Actions Go? • Result of Retrospectives is to Adapt and Improve • Tracking for transparency • Review at each Retrospective
- 28. Facilitation Guide 2. Review Past Actions Review or else Retros are a waste of time 1. Warm-Up/Ice Breaker Get everyone talking
- 29. Warmup Goal: • Get people talking • Start thinking about the last 2 weeks • Something fun, light, easy
- 30. Facilitation Guide 3. Gather Data Set the Stage for psychological safety 2. Review Past Actions Review or else Retros are a waste of time 1. Warm-Up/Ice Breaker Get everyone talking
- 31. Retrospective Mantra We’re here to reflect on the last 2 weeks. Regardless of what we discover, we understand and truly believe that everyone did the best job they could, give what they knew at the time, their skills and abilities, the resources available, and the situation at hand. At the end of a sprint and project everyone knows so much more. Naturally, we discover decisions and actions we wish we could do over. This is wisdom to be celebrated, not to be judged or used to embarrass. We are here to learn and improve.
- 32. Let’ Do This! Go to the Mural and let’s do a retrospective together!
- 33. Facilitation Guide 3. Gather Data Set the Stage for psychological safety 4. Gather Insights, Decide What to Do Dot Vote, Discuss, Action Items 5. Close the Retro Ask a question: Did any unexpected themes come up? Do you want to talk about anything that wasn’t mentioned? 6. Gather ROTI What did each person think about their return on time invested? 2. Review Past Actions Review or else Retros are a waste of time 1. Warm-Up/Ice Breaker Get everyone talking
Editor's Notes
- Prep: Create mural Get visitor link ready to put in the chat
- **Quickly for short presentation Communication Both roles require good verbal and non-verbal communication skills. They involve uncovering motives and needs as well as strengthening communication between people. Grasp situations and act quickly in the moment. Facilitation For both roles, facilitation skills are key. Whether a stakeholder requirements session or a team retrospective, the facilitator enables the group to achieve the desired objective. Always working to create a shared understanding Negotiation You may lead negotiation of priority features for a backlog or how much work the team can tackle. Both the Business Analyst and ScrumMaster need to use negotiation skills to achieve product success. SM might take point on roadmap and negotiate priorities. Negotiate with other partner teams. Also, BA wants to help the organization reach its goals. In agile, the means to reach goals is through the development team. And this is where I was hooked – that means I need the team to function as best as it can. BA’s with our high initiative spirit, problem solving and influencing skills will also transition easily to remove impediments because they already do in practice. => Ultimately, BAs and SMs have to remember that they are not giving answers but enabling the team to find their own.
- **For the longer presentation: Giving Input/Opinions: BAs speak first or with the development team Vs SM’s wait for the team to speak. Let the team self-organize first. Focus on Product and business with the PO VS Focusing on the team dynamics BAs think about the business and product impediments Vs focusing on the team’s impediments which include technical and external team issues Reqts vs Scrum BAs understand requirements/needs and write stories Vs facilitating scrum events and helping the team practice agile principles https://www.linkedin.com/pulse/can-business-analyst-become-scrum-master-musab-barakati/
- Short presentation – Quick review Assuming knowledge of Agile Retrospectives The other methodologies perform this function a little different from the Agile perspective. LL is at the end of the project 6Sig is at a point in time, perhaps after a drastic failure in the process, or just a routine look at the process. Agile Retro, at its core, an often occurrence activity to routinely look back and improve the future.
- Teams should meet regularly: to check in and make adjustments Reflect on past actions and improve Any industry, any work can benefit
- Product Backlog Refinement – grooming stories Sprint Planning – what can we deliver with our capacity, generate sprint backlog Daily Standups – status and collaboration Sprint Reviews – deliver often, adapt to changes Retrospectives – continuous improvement, every sprint end Analysis is the fun between these meetings, the moments where we have conversations with all the stakeholders ----------------------------------- Here’s the real difference Build Backlog: - Refinement - We work with the PO and team to develop PBIs that meet the requirements of the PO and the team’s definition of ready; grooming and refinement meetings with everyone; output are stories ready to estimate (but not sized yet) Planning for impending work: REFINEMENT - We work with the team to write clear stories and criteria Spring Planning: do the estimating with PBIs ready to develop During work: - We work with the development team when gaps are found or discover additional work or a blocker to identify and adjust the backlog as needed Output: - We also can do acceptance testing
- knowledge comes from experience and making decisions based on what is observed. Lean thinking reduces waste and focuses on the essentials. Transparent: work must be visible to those performing the work as well as those receiving the work Inspected frequently and diligently to detect potentially undesirable variances or problems Adaptation: if issues arise, look at it and improve to avoid further issues.
- Regular scrum retro Nothing crazy or out of the ordinary happened during this sprint. Make it different every time, for at least 4 months. Words change, people think differently to answer the different questions and context. You will get different input. Goals: Highlight both positive and negative processes through the lens of growth. Run a retrospective meeting that examines both past performance and future experiments in equal parts.
- 4 Ls – technical or not technical: What did the team really enjoy about the previous project cycle? In particular, what went better than expected? What new things did the team learn during the last sprint? What did the team lack, or, what things could the team have done better during the last iteration? What support did the team desire during the last iteration?
- This creates collaboration The people that attend bring the topics and decide on the priority in which they are discussed. So whether you are new, a beginner, or a veteran in this group — your voice is valued in this space. Change it up, do something different for 3 months, then repeat – keeps it interesting and people thinking Remember: words matter, change the words each time
- If in person, make the room look like a celebration. Decorate with balloons, party poppers What a team chooses to celebrate will set the team’s culture and determine whether they will be innovative. If in person, make the room look like a celebration. Decorate with balloons, party poppers
- No structure needed: where we go around and share specific gratitude focused on other members of the team. For example, I might start and say, “I’m grateful for the fact that Joe did… because…” Write it on a post-it, stick it up. Go around the room so everyone says one. Can continue from there or move to another activity. It’s good for the facilitator to model how you want the appreciation to look (keeps it from becoming I appreciate everyone for all the things…) Use a framework: Management 3.0 agile management practice pioneered by Jurgen Appelo. We encourage the team to open up and see if they feel safe to run experiments and fail but still learn Firstly, the grid emphasizes all the positive aspects that are happening in the team. Secondly, we realized that we love running experiments and becoming better, faster, and happier. Thirdly, we realized that team cultures transform positively. Even if we do not have a safe to fail environment in the team initially, using the grid consistently led to one. Start by using the standard three-question format to think of what worked, what did not work, and what can be improved, -the team members start adding sticky notes on the board, classifying them as either practices that were successful and mistakes that led to failure. Next, the team members identify any experiments they have run in the past sprint and categorize them as failures or successes. -This should give you a good starting point. Now its time to ask the most critical question for each of the sticky notes:
- Root cause analysis is a method of problem solving used for identifying the root causes of faults or problems. Used in many different industries. A collective term that describes a wide range of approaches, tools, and techniques used to uncover causes of problems. There are many methodologies, approaches, and techniques for conducting root cause analysis: Events and causal factor analysis, Change analysis, Barrier analysis, management oversight, https://asq.org/quality-resources/root-cause-analysis
- Fishbone diagram Five Whys
- Lincon Memorial Chemical -> Bird droppings -> spiders -> insects -> lighting
- Mapping out the important events across the life of the project. Helps teams remember the highs & lows of the project but also to remind them of just how much they’ve achieved Gather Data: If using physical media, ensure that all team members have note cards or stickies in three different colors. Each color should be used for a particular type of event that occurred during the specified timeline, where: Color A (green in the attached image) represents good events Color B (yellow in the attached image) represents significant or memorable events Color C (orange in the attached image) represents problematic events Have each team member brainwrite (write silently) events of each type on the appropriate color of notecard/sticky.
- Discuss in longer version: The team didn’t always experience the same feelings at the same time. It was useful to acknowledge how things were for people across the life of the project and reflect on both the good and the bad, from a personal as well a team perspective. Add highlights - kickoff, releases, TMD, new PO/SME/dev team joined or left, Prep: Need lots of help with this from Keith and Doguhan or this isn’t possible. During activity: Team takes turn adding events on stickies Team takes turns adding emojis to events – reflect: is it all the same for everyone? Reflection: its easy to forget events, remember good and bad and silly Supplies: long roll of paper or lots of sheets taped together, stickies, sharpies, a long wall
- Request review of the past to improve the Future
- What did you Long for that you didn't get? What did you find Lacking in this content? What did you Learn and can implement soon? What did you Like? ROTI: Select an icon from the left menu bar (the STAR) Place the icon along the arrow to indicate your Return on Time Invested during our time together. Add into the chat: The mural link
- Gather Data – go to next screen for MANTRA
- Make a simple list Each retro, actions decided upon AND REVISIT it at each retro event
- Confluence document page Show this at the beginning of every Retro, and if you can mention it at another time during the sprint This gives people assurance their time at retro isn’t being wasted, action and change is occurring.
- Gather Data – go to next screen for MANTRA
- Bottom line: Psychology Safety for open discussion
- Gather Data – go to next screen for MANTRA
- Bottom line: Psychology Safety for open discussion
- Remember –Find a retro that fits the goal you’re trying to achieve. Word matter and will evoke different responses based on the retro you select.