Nonviolent communication role play for pacifying scrum retrospectives
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I prepared this slide deck for further reference for the people that attended to my session at the Scrum Gathering Las Vegas 2013
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Dans une équipe, lorsque la communication fait défaut ou lorsqu'elle se base sur le jugement, la confiance et la collaboration peuvent être sensiblement affectées. Des conflits relationnels peuvent même éclater. Et c’est tout le travail de l’équipe qui en pâtit. C'est d'autant plus vrai en Agilité que les interactions entre les personnes sont encouragées et fréquentes.
La Communication Non Violente de Marshall B. Rosenberg propose un processus simple pour mieux se connaître et mieux gérer sa relation aux autres. Il est basé sur quatre étapes :
l'observation sans jugement,
l'identification de ses sentiments,
la reconnaissance de ses besoins,
la formulation d'une demande claire.
Prenons l'exemple d'une équipe Scrum qui échoue à livrer toutes les stories d'un sprint. Une réaction énervée du Product Owner pourrait être : "Comment peut-on travailler avec vous, vous n’êtes même pas capable de tenir votre engagement !". Dans le langage de la CNV, le Product Owner dirait : "Les utilisateurs attendent avec impatience ces nouvelles fonctionnalités [1.Observation]. Je suis vraiment ennuyé [2.Sentiment] car je tiens à les satisfaire [3.Besoin]. Pouvons-nous en discuter en rétrospective [4.Demande] ?"
Si le processus est simple à comprendre, il demande beaucoup d'entraînement avant d'être maîtrisé. Heureusement, pour en bénéficier, nul besoin d'avoir une pratique approfondie de la CNV. Il existe de petits outils basés sur un référentiel similaire et faciles à mettre en oeuvre. La chaise chaude en est un exemple. Utilisés à bon escient, ils peuvent grandement aider à apaiser les conflits et instaurer un climat social bienveillant.
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Dans une équipe, lorsque la communication fait défaut ou lorsqu'elle se base sur le jugement, la confiance et la collaboration peuvent être sensiblement affectées. Des conflits relationnels peuvent même éclater. Et c’est tout le travail de l’équipe qui en pâtit. C'est d'autant plus vrai en Agilité que les interactions entre les personnes sont encouragées et fréquentes.
La Communication Non Violente de Marshall B. Rosenberg propose un processus simple pour mieux se connaître et mieux gérer sa relation aux autres. Il est basé sur quatre étapes :
l'observation sans jugement,
l'identification de ses sentiments,
la reconnaissance de ses besoins,
la formulation d'une demande claire.
Prenons l'exemple d'une équipe Scrum qui échoue à livrer toutes les stories d'un sprint. Une réaction énervée du Product Owner pourrait être : "Comment peut-on travailler avec vous, vous n’êtes même pas capable de tenir votre engagement !". Dans le langage de la CNV, le Product Owner dirait : "Les utilisateurs attendent avec impatience ces nouvelles fonctionnalités [1.Observation]. Je suis vraiment ennuyé [2.Sentiment] car je tiens à les satisfaire [3.Besoin]. Pouvons-nous en discuter en rétrospective [4.Demande] ?"
Si le processus est simple à comprendre, il demande beaucoup d'entraînement avant d'être maîtrisé. Heureusement, pour en bénéficier, nul besoin d'avoir une pratique approfondie de la CNV. Il existe de petits outils basés sur un référentiel similaire et faciles à mettre en oeuvre. La chaise chaude en est un exemple. Utilisés à bon escient, ils peuvent grandement aider à apaiser les conflits et instaurer un climat social bienveillant.
Quel est le processus de la CNV ? Quand l'utiliser en Agilité ? Avec quels outils simples d'usage ? Quelles précautions prendre ? Les réponses à ces questions s'appuieront sur des cas concrets tirés de situations réelles.
La conférence s'adresse en premier lieu aux managers d'équipes, aux chefs de projet, aux coaches et aux scrum masters. Elle apportera des pistes sur la façon d'améliorer les relations dans une équipe. Elle pourra également amener les participants à s'interroger sur la qualité de leur communication, sur leur façon de manager les personnes, ou sur les causes réelles de problèmes relationnels.
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Introduction à la Communication Non Violente
En considérant nos façons de réagir en situation conflictuelle, l'assertivité et la communication non-violente nous permettent de conserver le lien avec les autres et comprendre comment arriver à des solutions respectueuses à la fois des besoins d'autrui et de ses besoins propres.
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La conferencia más grande de Scrum y metodologías Ágiles del país volverá a realizarse en Santa Cruz de la Sierra el 30 de marzo. La primera versión en 2012 contó con siete sesiones a alto nivel con expositores como Heitor Roriz y Emilio Gutter. Empresas e instituciones de nivel mundial, regional y local patrocinaron el evento que reunió a profesionales de las principales empresas de software.
PMPs vs Agile Project Managers - Choque de Titanes
El documento presenta una comparación entre los enfoques PMP y Ágil para la gestión de proyectos. Señala que aunque los Project Managers y los equipos Ágiles tienen objetivos comunes, tienen visiones diferentes. Sin embargo, ambos enfoques pueden coexistir y complementarse si los Project Managers se adaptan a trabajar de forma más ágil y si los equipos Ágiles mantienen cierta flexibilidad para atender detalles operativos. El éxito radica en encontrar el equilibrio entre ambas visiones sin forzar la adopción de un único estilo
Scrum meetings
Scrum meetings include estimation meetings, sprint planning meetings, daily scrum meetings, sprint reviews, and sprint retrospectives. Estimation meetings are held to formally estimate work in preparation for sprint planning. Sprint planning meetings are held in two parts - first to review and analyze the product backlog and team capabilities, and second to analyze and design the sprint goal and selected product backlog items. Daily scrum meetings are 15-minute stand-up meetings held daily to discuss work achieved, work planned for the next day, and any impediments. Sprint reviews are held with stakeholders to review functionality completed during the sprint and groom the product backlog. Sprint retrospectives are held for the team to inspect and adapt their process and
Agile planning
This document discusses agile planning techniques, including estimating story sizes using planning poker. It recommends that the product owner have all stories sized before the first sprint using planning poker to estimate relative sizes quickly and without bias. The product owner can then use these estimates to create a release plan and update it during sprints as new stories are added or split. It also discusses when stories should be re-estimated, such as when their relative size changes or when goal-level stories are split into smaller stories. Velocity is also discussed as a way to estimate future sprints based on the team's past performance.
Sprint Retrospectives
Sprint retrospectives are meetings where teams reflect on past work periods to learn and improve future sprints. The process involves setting the stage, gathering data on metrics and events, generating insights by investigating successes and failures, deciding on priority areas to improve through voting, and closing by documenting decisions and planning follow up. The goal is for teams to regularly adjust their behaviors to continuously improve effectiveness through reflection.
Scrum basics
Scrum is an agile framework that addresses common software development problems like long release cycles and poor communication. It is based on iterative development where self-organizing cross-functional teams work in sprints to incrementally build functionality from a prioritized backlog. The Scrum framework consists of roles, events, and artifacts like product and sprint backlogs, daily stand-ups, and burn down charts that help teams deliver working software frequently in a flexible, empirical process.
Introduction to agile
Scrum is an agile framework that uses simple rules to help teams self-organize. It was created based on the Toyota Production Model and iterative development practices. The roots of Scrum can be traced back to a 1996 paper by Jeff Sutherland, Ken Schwaber, and Mike Beedle. Scrum focuses on individuals and interactions, working software, customer collaboration, and responding to change. Though simple, Scrum requires discipline to implement and master as it promotes flexible, iterative work instead of isolation or chaos.
Scrum 100
El documento presenta los conceptos fundamentales de Scrum a través de una serie de diapositivas. Scrum es un marco ágil para el desarrollo de software que surgió para hacer frente a la complejidad de los sistemas. Se basa en equipos pequeños, multifuncionales que trabajan de forma iterativa e incremental. Los roles clave son el Scrum Master, el equipo de desarrollo y el Product Owner. El éxito de Scrum depende de enfocarse en las personas y la cultura más que en las herramientas.
Administración agil de proyectos
Transparencias de mi presentacion para la conferencia "Administracion Agil de Proyectos" presentada en el PMI Tour Cono Sur 2012
Sprint Retrospectives
Sprint retrospectives are meetings where teams reflect on past work periods to learn and improve future sprints. The process involves setting the stage, gathering data on metrics and events, generating insights by investigating successes and failures, deciding on priority items to improve, and closing by documenting decisions and planning follow up. The goal is for teams to regularly adjust their behaviors to become more effective through reflection and learning from experience rather than waiting for catastrophic failures.
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PMPs vs Agile Project Managers: Clash of the Titans
PMPs vs Agile Project Managers: Clash of the Titans
PMPs vs Agile Project Managers: Clash of the Titans
PMPs vs Agile Project Managers: Clash of the Titans
PMPs vs Agile Project Managers - Choque de Titanes
PMPs vs Agile Project Managers - Choque de Titanes
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Test Automation with generative AI and Open AI.
UiPath integration with generative AI
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Nonviolent communication role play for pacifying scrum retrospectives
- 1. Nonviolent Communication Role-play for Pacifying Scrum Retrospectives Juan Banda, MSc, CSP, ACP, PMP juan.banda@percella.com Photo by TZA Photo by Darklight
- 2. Violent communication exists in Retrospectives because often times team members don’t know how to express their feelingsPhoto by Iceman Forever
- 3. Photo by Ghaith Salih Without feelings there is little chance that other team members feel empathy for what one is trying to communicate
- 4. Photo by farmgatecreations Frequently what triggers violent conversations is the habit of labelling people and calling them something
- 5. Violent communication is often ineffective because it does not imply specific requests for somebody to do somethingPhoto by jhritz
- 6. Nonviolent communication comes to rescue by proposing a very simple communication process based in four steps Photo by Olli Kelalainen
- 7. 1. “The concrete actions we are observing that are affecting our well- being 2. How we feel in relation to what we are observing 3. The needs, values, desir es, etc. that are creating our feelings 4. The concrete actions we request in order to enrich our lives” Marshall Photo by Atomicity
- 8. Instead of saying “Peter you’re a lousy programmer that broke the build so often in the past Sprint” Photo by tylerburkphotography
- 9. Say something like “I’ve observed that the build was broken three times during the last sprint, I feel frustrated and I’m needing that this stops happening so I can have a build to test…Photo by scarycrow
- 10. …Peter could you make sure you run your unit tests before checking in your code?” Photo by unravelled mistakes
- 11. NVC perfectly fits into retrospectives meetings because it drives the communication process without violence Photo by dolfi
- 12. But you can use the NVC process and still communicate violently because of your body language or the tone of your voice Photo by Ti.mo
- 13. Role-play activities are like little improvisations that help teams to be aware of the subtle violence in their communication Photo by Erwannicolas
- 14. Improvisations are also healthy because they add humor and reflection at the same time Photo by Erwannicolas
- 15. The key is not to become a team of great actors but to uncover communication patterns that are violent and change them before they hurt the whole NVC process Photo by Serketamine
- 16. Recomended books