RPG Retrospective Workshop in AgileTour Hsinchu 2018
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The document provides an agenda for an RPG Retrospective Workshop. It includes an introduction from the facilitator Juggernaut Liu and his credentials. The agenda covers checking in, explaining what a retrospective is, conducting retrospective practices through role playing games, different techniques for running a retrospective, and a retrospective of the workshop. It encourages participation through engaging activities like role playing different characters from movies and having groups practice running a retrospective.
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RPG Retrospective Workshop in AgileTour Hsinchu 2018
- 2. Hello ! I am Juggernaut Scrum Drawing Game Creator Design Sprint Facilitator Developer / Scrum Master / Team Lead / Agile Coach / Agilecommunity.tw Volunteer / Juggernaut.liu@gmail.com juggernaut Chao-Kung Liu Chao Kung Liu Juggernaut's Agile Stories
- 3. Outline Check in What’s the Retrospective RPG Practice 1 Fishbowl Retrospective How to run the Retrospective RPG Practice 2 Retrospective of Retrospective Q & A
- 4. Game Rule
- 5. Time Boxed
- 6. Enjoy it !
- 7. Be a professional actor
- 8. Hear “Ding”, please raise your hand and look at me !
- 9. Survey
- 10. How often do you run the “retrospective” ? Never After the project 2 or 3 times during the project Every 2 or 3 sprints Regularly
- 11. Who is retrospective master ? 03:00
- 12. Takes turns being a facilitator 01:00
- 13. Check in
- 14. Drawing Practices – Self Introduction Who am I (name)? I think who I am in the team. What’s wrong in my current retrospective? What do I want to learn in the class? Juggernaut 05:00
- 15. Check in - Tell my story 06:00
- 16. What is Retrospective ?
- 17. Survival of the fittest
- 18. Everyone must has experienced the retrospective After games After exams
- 19. Postmortem, and Retrospective Postmortem Retrospective
- 20. Do you remember what you did 3 years ago ?
- 22. Sprint Retrospective Good Bad Action 012 Kaori 001 Evelyn 004 011 010009 Jug 008 Juyi 005 Show don’t tell SMPO Team !@#$ Improve Process Lessons Learned Improve Engagement
- 23. The Retrospective 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. http://www.retrospectives.com/pages/retroPrimeDirective.html
- 24. 3 pillars of retrospective Retrospective Transparency Inspection Adaptation
- 25. Retrospective Practice - NBA
- 26. Actor – Kobe Bryant Kobe Bean Bryant，1996年首次在NBA出 賽，2016年球季結束後退休，在他為洛杉 磯湖人效力的20年職業生涯中，總得分達 到33,643分，位居NBA歷史第三位，並取 得5次總冠軍，2次總決賽最有價值球員，1 次年度最有價值球員，2次得分王。另外11 次入選NBA最佳陣容，18次入選全明星賽， 以及2屆奧運會金牌。 球隊老大 霸氣十足 求勝欲望強烈
- 27. Actor – Jeremy Lin Jeremy Lin，畢業於哈佛大學，是第二個進 入NBA的哈佛大學畢業生。 尼克隊初期也未有上場機會，直到2012年2 月，林書豪上場後，協助尼克7連勝，引起 全世界的注意，此後成為先發球員，此一現 象被媒體稱為「林來瘋」（Linsanity） 2014年湖人球季開始不久，由先發球員， 轉為替補球員。為替補的控球後衛或得分後 衛。 球場模範生，好好先生
- 28. Actor – Byron Scott Byron Scott，NBA教練。 從2014年開始湖人隊執教後，執教風格頗 受爭議。多次怒斥隊上球員防守不好，被隊 上球員公開批評Scott的戰術根本光說不練。 湖人時期領軍戰績相當難看，連兩年都居聯 盟墊底，總共拿38勝126敗，甚至沒給新秀 足夠的上場時間，與湖人球員之間的關係相 當緊繃。 謠傳聽從公司指令盡全力搶狀元籤
- 29. Choose your role Facilitator Role A Role B Role C 01:00
- 30. Play Ball 2:00
- 31. Rehearsal 3:00
- 32. Replay 5:00 5:00
- 33. Play ball !
- 34. Let’s run the retrospective ! 05:00 Group 1 run the Retrospective Group 2 observe the group 1 10:00 Let everyone focus on the topic ?
- 36. Take a break !
- 37. How to run the Retrospective ?
- 38. Before the retrospective Set the goal Create a relaxing atmosphere Adjust your mindset Plan the retrospective
- 39. Set the goal Sprint Retrospective Critical Issues New Year’s Resolution
- 40. Create a relaxing atmosphere
- 41. Adjust your mindset NeutralCurious Open-minded
- 42. Plan the retrospective Agile Retrospectives Set the stage Gather data Generate insight Decide what to do Close the retrospectiv e
- 44. Review the past and look forward to the future
- 45. Good & Bad Past Good Bad
- 46. Continue, Stop, and Start Continue Stop Start Past Future
- 47. Appreciative Inquiry Discovery (Appreciate the best things) Design (Plan what should be) Delivery (Create what will be) Dream (Imagine what might be) Future
- 50. 2 weeks ago Now Fact Fact Fact Fact Fact Fact Fact Fact Fact Fact Fact Fact Fact Fact
- 51. 2 weeks ago Now Fact Fact Fact Fact Fact Fact Fact Fact Fact Fact Fact Fact Fact Fact Feelin g Feelin g Feelin g Feelin g Feelin g
- 52. 2 weeks ago Now Fact Fact Fact Fact Fact Feelin g Feelin g Feelin g Category Fact Fact Fact Fact Fact Feelin g Category Fact Fact Fact Fact Feelin g Category
- 53. 2 weeks ago Now Fact Fact Fact Fact Fact Feelin g Feelin g Feelin g Category 1 Fact Fact Fact Fact Fact Feelin g Category 2 Fact Fact Fact Fact Feelin g Category 3
- 54. 2 weeks ago Now Fact Fact Fact Fact Fact Feelin g Feelin g Feelin g Category 1 Reaso n WHY Reaso n Reaso n
- 55. 2 weeks ago Now Fact Fact Fact Fact Fact Feelin g Feelin g Feelin g Category 1 Reaso n WHY Reaso n Reaso n
- 56. 2 weeks ago Now Fact Fact Fact Fact Fact Feelin g Feelin g Feelin g Category 1 Reaso n WHY Reaso n Reaso n Action 1 Action Action 2
- 57. 2 weeks ago Now Fact Fact Fact Fact Fact Feelin g Feelin g Feelin g Category 1 Reaso n WHY Reaso n Reaso n Action1 Action Action1 Andy
- 58. #Book – 學問 ORID
- 60. Tips
- 61. Define the scope This Sprint ? This Month ? Specific Issues?
- 62. Time-boxed Avoid overtime Prioritize your ideas Converge Ideas
- 63. Board Visualization Facts (1 – 5 Min) Mapping (1 - 5 Min) Why (1 - 5 Min) Action (1 - 5 Min) Burndown Chart Our Goal Good Bad Scope Rules 1.xxx 2.Ooo 3. AAA 4. ZZZ Do it
- 64. Timeline Start Time End Time
- 65. Drive Engagement – Build an equal environment
- 66. Drive Engagement – Build an equal environment Write down the post-it first In the first round, everyone has to just share one idea.
- 67. Drive Engagement – Avoid anchor effect Everyone writ es down the post-it first
- 68. Drive Engagement – Be close to the board
- 69. Drive Engagement – Do it Together
- 70. Play for keeps Action Items Action Item Action Owner Only one
- 71. Play the ball, not the player
- 72. Encourage team members Do not forget to encourage and thank members who did the good job The positive power Good Facts Mappin g Why Action
- 73. Thank you Bro!
- 74. Diverge & Converge Diverge Converge VoteGrouping
- 75. Run it regularly At the same time
- 76. Inspect the transparency Some A lot EverythingNothing A little Dare you tell the truth?
- 77. Change how we play We cannot change the cards we are dealt, just how we play the hand - Randy Pausch
- 78. Try the How Might We Question How might we avoid the same error ?
- 79. Self-Exposure
- 80. Retrospective Practice – Team Task
- 81. Actor – Captain John H. Miller 約翰·H·米勒上尉（Captain John H. Miller），陸軍遊騎兵第二營C連連長。 被上級指派組織一支8人小隊深入敵後，只 為在人海茫茫、槍林彈雨中找出生死未卜的 二等兵雷恩，並將其平安送回後方。 戰前為高中老師，有道德感
- 82. Actor – Michael Horvath 麥可·霍瓦特上士（Technical Sergeant Michael Horvath），陸軍遊騎兵第二營C 連三等士官長。 忠心耿耿並全力支持 Captain John H. Miller
- 83. Actor – Richard Reiben 理察·萊賓一等兵（Private First Class Richard Reiben），陸軍遊騎兵 時常懷疑任務的必要性 不爽老闆
- 84. Actor – Timothy E. Upham 5級技術士官蒂莫西·E·厄本（Technician 5th Grade Timothy E. Upham），第29步 兵師、文書兵 毫無戰爭經驗 非常理想的學院派
- 85. Choose your role Facilitator Role A Role B Role C 01:00
- 86. Play Ball 12:00
- 87. Rehearsal 5:00
- 88. Replay 10:00
- 90. Check out Members are afraid to talk more. How might we let everyone say something comfortably ? 10:00
- 91. Check out – Share my action 10:00
- 93. Thanks! ANY QUESTIONS? Juggernaut.liu@gmail.com Juggernaut.liu@gmail.com juggernaut Chao-Kung Liu Chao Kung Liu Juggernaut's Agile Stories
- 94. Back up Slides
- 95. Empathy Map – Talk about your team
- 97. Why some people don’t like retrospective ?
- 98. If you are too busy, which activities do you want to remove ? Planning Daily Scrum Retrospective
- 99. You are not alone
- 100. Too busy to improve ?
- 101. It didn’t work ! No Conclusion No Time No Owner
- 102. All other’s fault ! Someone’s fault Complaint Pity seeking
- 103. It’s not safe ! Boss is here Silent members ensemble
- 104. The elephant in the room The Elephant in the Room, Banksy exhibition,2006 Barely Legal show, Los Angeles[1]
- 105. Recap What is retrospective ? Why don’t some people want retrospectiv How to host a good retrospective Tips
- 106. Play ball !
- 107. What did you see ?
- 108. Which part did you feel good most ?
- 109. What did you learn ? http://stuartlee1208.pixnet.net/blog/post/318290514-葉問電影系列感想6-2-葉問2-ip-man-2-(2010)
- 110. What’s your next step?
- 111. CREDITS Special thanks to all the people who made and released these awesome resources for free: Presentation template by SlidesCarnival Photographs by Unsplash
Editor's Notes
- 无论我们发现了什么，考虑到当时的已知情况、个人的技术水平和能力、可用的资源，以及手上的状况，我们理解并坚信：每个人对自己的工作都已全力以赴。
- Set the stage Set the goal; Give people time to “arrive” and get into the right mood Gather data Help everyone remember; Create a shared pool of information (everybody sees the world differently) Generate insight Why did things happen the way they did?; Identify patterns; See the big picture Decide what to do Pick a few issues to work on and create concrete action plans of how you’ll address them Close the retrospective Clarify follow-up; Appreciations; Clear end; How could the retrospectives improve?
- https://moviepilot.com/posts/2844114 不同引導方式有不同的效果
- 肯定式探詢，建議我們尋找在組織中什麼是奏效的。探詢過程中所帶來明確可見的結果，是基於回憶過去曾有過的高峰經驗而創造出來的一連串「組織想要往哪裡去」的技術。也正因為這種技術是以真實的經驗與歷程為根基，大家知道如何去複製這些成功經驗 原文網址：https://read01.com/PodDQa.html
- Scope This sprint? This month? Up to now? Goal Some critical problems? 在Retrospective一開始 我通常會跟大家說明這次的範圍 如果是有Sprint概念的 就討論這個Sprint 如果是沒有跑Scrum的 (e.g. Operation Team)那就用一段期間 (e.g. 最近一個月) 如果發生了什麼重大問題 也可以針對這個問題來討論 定義清楚Scope的好處就是讓大家清楚明白接下來要討論的範圍在哪裡 才不會將所有的新仇舊恨都一起拿出來講
- 通常每次討論我都會規定Timebox 並盡量嚴格執行 時間到了就討論下一個主題 嚴守Timebox有幾個好處 : (1) 避免超時 如果不控制時間 發散的討論可能會拖很長 最棒的情況就像Daily Scrum一樣自然 每次都精準的結束 就不會造成大家的負擔 (2) 隱含排序效果 最想講的一定要趕快拿出來講 不然就沒機會表達了 間接地就知道大家最痛的點是什麼 上台說話時 第一輪我只讓每個人一次講一張想法就好 大家都說過一輪之後 才會進入自由討論的時間 主要是就是怕有影響力的人一次把全部想法講完 擠壓了其他人的時間 但其實每次執行時 我還是會看情況 如果討論正熱烈 大家已經進入了Zone 此時大家是很激情 很有想法的 我就會提醒他們時間已經到了 要不要再延續? 要延續多久?
- 有時候說話有影響力的人(e.g. Manager, Lead) 很容易影響大家 導致心中的想法沒說出來 這個就是所謂的錨效應 所以我都是讓大家同時一起寫便利貼 有寫的就盡量上來貼 有重複也沒關係 能夠加強意見的力道 代表有人跟你有相同想法 你並不孤單
- 簡單來說就是玩真的 一定要有Action Item 一定要有Owner 不然大家討論的東西又掉在地上沒人接 然後又會被質疑Retrospective沒有效果 另一方面 不要太貪心 一次先挑一件事來改善 通常大家列出的Action Item是真的會花到大家的時間的 所以套句大家最愛說的話 平常趕專案都沒時間了 哪有時間改善阿 只挑一件來改會是個比較簡單的開始 我自己是會列一項會花effort的Action Item 其餘列為Candidate Action Item (只記錄下來) 若是不須effort即能改善的Action Item (通常像政令宣導就好的那些)就直接改了 不算在Action Item裡面 No time to solve all problems Prioritize Continuous process
- 對事不對人 當討論, 抱怨或是吵架陷入了對人不對事的情況下 這個討論基本上是無效的 所以Scrum Master在引導時 一定要提醒大家 對事不對人 我們在講的是 事情 而不是 人 雖然我也知道很多人講出來的事情 本來就會針對背後的人 不過檯面上還是盡量讓大家客觀一點 如果已經到了劍拔弩張的時候呢? 上次看到一種作法 就是讓他們對著白板討論吧 ! 讓他們對著白板上的事實來討論吧 !
- 同一時間 同一地點
- 你有多敢說真話?
- 爛牌有爛牌的打法 We cannot change the cards we are dealt, just how we play the hand - Randy Pausch 藍迪鮑許
- 史蒂芬．柯維 Stephen R.Covey的 與成功有約(改版) The 7h Habits of Highly Effective People：Restoring the Character Ethic
- 討論發散 沒有結論 沒有Action Owner 雄心壯志列了一堆待改善清單 但是沒時間改 相同的錯一再出現
- 找戰犯 抱怨大會 取暖大會 Pity Seeking : 討拍
- Ensemble : 整體的合諧