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Revitalizing your boring Retrospectives_3.0final
- 1. Revitalize your boring Retrospectives ScrumRetrospectives are a mirror of your sprint Terri Spencer
- 2. Agenda Scrum MastersJob is to figure out the right retrospective Diversify your Retrospectives Mix it up
- 3. Priorities & DocumentsProduct Backlog Virtual Wall Product Release Backlog Grooming – User Stories & Acceptance Criteria Product Releases Prioritized Supporting Documents, Requirements & Specs Major Product Release (8 weeks) Sprint 1 (minor release) Sprint 2 (minor release) Sprint 3 (minor release) Sprint 4 (minor release) 2 weeks 2 weeks 2 weeks 2 weeks SprintingScrum - Sprint Planning Estimate Affinity Determine Tasks Assign stories & tasks to team Map stories to Sprints Daily Stand Ups Development Team Meeting Code Reviews Sprint Demos / Sprint Reviews Story Time Burn Down Charts Sprint Retrospectives Deployment Documentation & Closure Release Retrospective Agile Framework - Scrum
- 4. Priorities & DocumentsProduct Backlog Virtual Wall Product Release Backlog Grooming – User Stories & Acceptance Criteria Product Releases Prioritized Supporting Documents, Requirements & Specs Major Product Release (8 weeks) Sprint 1 (minor release) Sprint 2 (minor release) Sprint 3 (minor release) Sprint 4 (minor release) 2 weeks 2 weeks 2 weeks 2 weeks SprintingScrum - Sprint Planning Estimate Affinity Determine Tasks Assign stories & tasks to team Map stories to Sprints Daily Stand Ups Development Team Meeting Code Reviews Sprint Demos / Sprint Review Story Time Burn Down Charts Sprint Retrospectives Deployment Documentation & Closure Release Retrospective Agile Framework - Scrum
- 5. In agile developmentretrospectives play a very important role in iterative and incremental development.At the end of every iteration a retrospective is held to look for ways to improve the process for the next iteration.They call this the Sprint Retrospective. The process of doing retrospectives is at the heart of Scrum (Inspect &Adapt), eXtreme Programming (XP) (fix what’s broken), and LEAN Software Development (Kaizen or Continuous Improvements) Wikipedia, 2014
- 6. Purpose of Retrospectives •Inspect the last Sprint - people, relationships, process, and tools; Improve & Adapt • Identify what went well and potential improvements; • Create a plan for implementing improvements - pick one or two items to implement in next sprint • Vote by dots - • Time-Box session – 2 week sprints, approx. 60-90 minutes Why have Retrospectives? How can we improve the next sprint?
- 7. Retrospective Team • ProductOwner • Scrum Master • Scrum Development Team Only members of the team allowed to attend and participate How can we improve the next sprint?
- 8. General Retrospectives NewTeam What’s Going On Impediments Innovation Games - Speedboat Innovation Games – Speed Car
- 9. I’m the newkid on the block……… Do I know you? Do we know each other? Is this a new team?
- 10. Straws Question Game •Place straws in a cup and have some marked at the bottom • Ask pre-prepared questions related to the sprint • Each team member draws a straw • Team member that pulled a marked straw must answer the question Goal: team building - Getting to Know each other
- 11. Draw your experience •Have team members draw a picture of their impression of the sprint • Display the pictures & discuss • Capture the good feedback and impediments on post-its • Have team vote with dots • The one or two impediments with the most dots will be implemented in the next sprint Goal: team building for a New Team - Getting to Know each other
- 12. What’s Going On? Retrospective •Put on the walls of the conference • Placed post-its in the appropriate category – Want / Have / Keep – Want / Don’t Have / Get – Don’t Want / Have Loose – Don’t Have/Don’t Want/Avoid • Each member is given three dots to place on any post-it (used for voting) • Pick the one / two suggestions with the most dots to implement in the next sprint On the Wall Want / Have / Keep Want / Don’t Have / Get Don’t Want / Have Loose Don’t Have/ Don’t Want / Avoid
- 13. Innovation Games -Speedboat • Without speaking – have team write impediments on post-its and place on an anchor • Group post-its into common themes or subject • Break team into smaller groups • Give the group of post-its with the common theme to each small team • Each team collate and integrate all the post-its into one summary impediment • Vote to determine top priority Impediments to implement in next sprint Identify Impediments How can we improve the next sprint? Anchor Anchor Anchor Summarized Impediment Summarized Impediment Summarized Impediment
- 14. Innovation Games –Speedboat, Part 2 • Have members place the post-its at the anchor level that represents the impediments impacts to the team • Group post-its into common themes or subject • Break team into smaller groups • Give the group of post-its with the common theme to each small team • Each team collate and integrate all the post-its into one summary impediment • Vote to determine top priority Impediments to implement in next sprint Identify Impediments How can we improve the next sprint? Anchor Anchor Anchor Summarized Impediment Bad Really Bad Deeply Bad Summarized Impediment Summarized Impediment Good
- 15. Innovation Games -Speed Car • Team Writes notes • Team Places notes on either area: • Parachute – What’s been holding us back? • Engine – What’s been helping us move faster? • Group the notes by a theme • Discuss • Give each member 3 to 4 dots for voting • Team votes – place dots on notes • Team picks one or two areas for improvement Goal: Increase Velocity – Identify what makes the team move slower and faster Engine - What’s been helping us move faster? Parachute-What’s been holding us Back?
- 16. Retrospective - ExcelSpreadsheets Start Stop Continue Shout Outs Addressing Architecture - Add record types to the decision tracker and create a different view for architecture decisions Supporting two / multiple QA environments. Not having processes in place to support both environments in parallel Using GitLab for our new SVN process To Michael for sharing the secret stuff and accepting to demo the secret sauce next week Create architecture documents and put in GitLab Shareholders - stop allowing them to make requests to the team directly or go outside the scrum process and procedures Continue doing the Dev Meetings and code reviews Becki tackling bug fixes without time allocation in a story Going the extra mile. Making sure both or multiple QA environments are synced For stories and support tickets it should be clear the urgency – can it wait until 2.0 or immediately? Add in notes of user story? Program Manager should keep discussions around the specific user stories allocated only Continue fine tuning estimating hours and tasks To Yuri for setting up the environments so quickly within this sprint Each person please make sure your prior sprint stores / tasks are updated, closed Hurry up (developers) and wait (program). Establishing Story Points during Story Time Not starting or working on stories until the requirements are attached to the story Stop working on stories that have, no acceptance criteria or clear objective, purpose or supporting attachments Represents the two improvements we will work on next sprint
- 17. Scrum Master –Retrospectives in the Mix • Get the team back on course • Re-align, Inspect and Adapt • Think about …..What is the most effective retrospective for this sprint • Address Known Issues • Implement Improvements Decide the right Retrospective What is the right retrospective for this sprint?
- 18. Impediments - Let’sGet Specific Known Issues Team Dynamics Team Values & Working Agreements Communication Root Cause – Why? What’s Your Story Leveraging Current Events Change Venue
- 19. Known Issues Retrospective onKnown Issues • Have a discussion with the team on known issues • Have everyone recommend solutions with post-its • Discuss the solution • Vote with dotes – 3 to 5 per person • Decide which improvements to implement – pick one or two • Track improvements per sprint and / or release Improve Velocity Definition of Done Communication Team Dynamics Build Process User Stories Acceptance Criteria Burn- down Charts Monitoring Action Items Tracking Major Decisions Bug Fixes Code Reviews Deployment Process
- 20. Team Dynamics -Turn Negative into a Positive Retrospective on Communication and Team Dynamics • Establish Team Values • Working Agreements • Discuss the best ways to Communicate • Make the event into an interactive engagement with a list of clear impediments to remove from the team environment Negative Positive
- 21. Team Dynamics -TurnNegative into a Positive Retrospective – Improve Team Dynamics • Have a discussion on Team Values and / or Working Agreements • Have team members write what they want as team values – What provides the best team working environment? • Have team members write working agreements? – What will improve the team dynamics? • Discuss and have team vote on top values and agreements to them • Give each member 3 or 4 dots to place on any post-it as a vote?
- 22. Communication -Turn Negativeinto a Positive Retrospective on Communication - Can we Talk? • Create a Focus “On” and Focus “Off” Chart • Have team write down the type of communication they experienced from team members. • Go over the Focus “in” and Focus “out” chart • Team discussion around communication and presents examples from sprint • Summarize into improvement categories • Place chart in open area so team can reference it anytime
- 23. Team Dynamics andCommunication - Positive Retrospective on Team Dynamics and Communication • End Result: – Thumbs Up – Team works more effectively together
- 24. Root Cause –Why? Use Root Cause Analysis – 5 Why’s • Identify the deeper cause of a issue or problem • Build a shared team view of the cause by asking “WHY” 5 times (at least) – Vary the way you ask Why? • Once you have root cause identified, ask team for action items to stop it • Don’t stop until you have a root cause • Implement the action items • Side note: root cause is usually related to skills, knowledge, leadership, power, authority, communication, collaboration or the way the work is done. 1 2 3 4 5 Cause Cause Cause Cause Root Cause
- 25. What’s your Story?Walk the Board Reconstruct the stories and look for patterns • Pick 4 user stories • Have team recollect the steps they performed to complete the user story • Post any bottlenecks on post-it’s for each story • Look / discuss patterns with the 4 stories • Vote on top impediment(s) to improve in next sprint User Story reference Tasks User Story reference Tasks
- 26. Leveraging Current Events WorldCup 2014 Theme - Teamwork • Team picks • Observe effective team work • Recognize poor team work • Commonalities between effective soccer teams and the scrum team • Impediments – team work challenges Team Interactive Communication
- 27. “The better teamwins. You can have one or two special or key players but, if you play like a team , you are stronger than two or three players” Jermaine Jones, soccer player, USA team at the World Cup 2014
- 28. Change the Venue Getout of the office Theme - Teamwork • Take post-its and pens • Have team write what we should start, stop, continue doing and Shout-outs recognizing team members • Place post-its on the table • Vote to determine top impediments • Leverage the new venue in the discussion
- 29. DevCon 2014 HP’s firstglobal Agile Development Conference June 2014, Palo Alto, CA
- 30. DevCon 2014 Conference- LLLL Retrospective from Conference Daily input from attendees • Put posters on the walls • Placed post-its in the appropriate category on the appropriate poster – Learned – blue – Lacked – yellow – Liked – green – Loved - pink On the Wall Goal: Get feedback on Conference Action: Leverage feedback for next conference – integrate what we loved, learned and liked – address what is lacking
- 31. DevCon 2014 Conference- LLLL Interactive Real Time feedback • Charts posted on wall in open space • Post-its and Pens provided • Charts posted during the entire conference - 3 days HP Global Agile Conference - June 2014 Goal: Interactive, constant feedback Action: Participants engaged and involved, helping to determine next conference
- 32. Retrospective for Meetingsand Presentations • Placed dots and poster near exit door • 3 dots provided to Attendees • Placed one dot for each category • Content • Delivery • Value Capture Feedback for any session or meeting Medium High High High Low Content: How informative was the information? Value / applicability: How useful was the information to you? Delivery / Presentation: How was the delivery as a whole?
- 33. Car Build ROTI –Return on Time Invested Vote by Dots • Content – Was it interesting to you? • Value – Did it add value? • Delivery – Was it presented in an effective way? Retrospective Feedback from each session Goal: Scrum for hardware Action: Improved velocity with every team – implemented retrospective feedback from prior teams Feedback Team Scrum Team
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- 35. Peaks and Valleys Retrospective •On the bottom of the chart or white board , draw a horizontal line representing your release timeline • Place faces vertically to present the happiness gradient – ranging from happy faces to sad faces • Have each person draw their happiness timeline on how they were feeling during the product release cycle • Have each person explain their experience while drawing their line Jan Feb Inception Mar Apr Delivery
- 36. Peaks and Valleys,Next Step Retrospective • Have people place areas of improvements on the time line that shows sad face • Group common items together and find common themes • Rate level of importance the themes or vote on a theme • Use the top items for areas of improvement to implement Jan Feb Inception Mar Apr Delivery 1. Definition of done 2. Code Reviews 3. Builds deployed Tuesday & Thursday’s 4. ……….. 5. ……….. 1 2 3 List of Improvements
- 37. Assess the sprints ReleaseRetrospective • Place post-its in each sprint – Place key post-its reflecting memorable experiences in each sprint during the release cycle • Group common items together and find common themes • Rate level of importance of the themes or vote on a theme • Summarize the good and improvements that surfaced throughout the sprits of this release • Summarize what to keep and action items for the next release • Devise Plan of action Sprint 1 Sprint 3 Sprint 4 Sprint 5Sprint 2 Sprint 6 Common / Summarized Improvements across sprints Product Release Cycle 1
- 38. Interaction Current Events Change VenueInnovation Games Change Content Media TheTeam • Open communication , every member of the team • Use Post-its, dots, stickers • Toys • Charades • Liked, Learned, Lacked, Loved • What should we .. • Start, stop, continue doing & shout outs • Measure low, medium high support • Various Feedback loops • Known Issues • Speedboat • Speed Car • Draw your Reflection • YouTube • Online Videos • Websites • Blogs • Movies • Park or recreation facility • Nearest watering hole • Restaurant • Bowling Alley Retrospectives – Mix it Up • Sports • Innovation Announcements • Global Issues & Ideas • Workshops & Training • Architecture • Paradigm shifts
- 39. Summary Scrum MastersJob is to figure out the right retrospective Diversify your Retrospectives
- 40.
Editor's Notes
- #4 Quick refresher of the scrum process The team should have a clear strategy of the product Then it is decided what will be the releasable product for the next sprint A sprint planning session happens Followed by daily stand-ups – which allow each team member to be updated on everyone’s progress and impediments At the end of the sprint you demonstrate the product , have a review of the sprint, Then investigate where you can improve Improvement is what it is all about That process of improvement is called RETROSPECTIVES
- #5 RETROSPECTIVES Inspect & adapt
- #8 I know some people may have experienced people who are not members of the team invite themselves to the retrospective or just show up This can cause tension .. some suggestions are to: Postponed or re-schedule retrospective Make it a session of shout- outs and what went well during the sprint - shorten the sprint to 5 or 10 minutes
- #13 What do you have in place that works and you want to keep doing? What do you want that have that you don’t have right now that will be an improvement? What on earth are you doing that is not helpful and that we as a team need to drop that habit? What do you want to avoid ? Good thing we don’t have it and we don’t want it ! EVER
- #15 Available online - good for distributed teams
- #21 Oh no – engineers are thinking – left brain fluffy stuff, touchy feely stuff,, nope it isn’t Let’s say for example – members are not checking in code correctly, and not checking in to the master correctly Team members look and start pointing fingers,, ? Checked in the code and broke the build?” it is always them..” what is there Problem? I did my part, and it worked.. I don’t know what happened after that… I passed it to ?
- #22 Team Values Pride in the output of product Respect Analyze and probe Willingness to Learn Simplicity Working Agreements Team owns the code Using Technical devices during meetings Stick to the subject of the meeting, take other topics offline When we make decisions stick to them Pair check-ins Respect Be on Time
- #23 Socratic Method – Ask more questions than making statements Listening No judging while listening Don’t be spiteful
- #28 US worked well as a team and Germany was even more effective as a team. Result: winner
- #31 Loved Meeting People and exchanging knowledge Ignite Talks Joe Justice Wikispeed- Building the HP Car Learned How to build a car and have fun doing it! Agile style Design Thinking Foundation and benefits Lots of common issues Lacked More time between sessions Message Board Better Chairs Liked Real World Solutions track Networking Sessions were very interesting