SlideShare a Scribd company logo
Phone: +1-610-644-2856
Measure. Optimize. Deliver.
softwarevalue.com
Why should I have more than one
technique for retrospectives?
Making Software Value Visible.
©2016 DCG Software Value
Agenda
• About Us
• Why Retrospectives?
• Typical Process
• Obstacles
• List Generation Techniques
• Other Techniques
• Strategic Retrospectives – AgilityHealth Radar
1
©2016 DCG Software Value 2
This We Believe
“It’s frustrating that there are so many failed software projects when I know from
personal experience it’s possible to do so much better – and we can help.”
Mike Harris, DCG President
Our Vision:
A future state in which the value of every software
initiative is visible to the business.
Our Mission:
To make software value visible.
©2016 DCG Software Value 3
The DCG Story
THE BASICS
• Founded 1994
• International (U.S. and U.K. Offices)
• 20+ Employees [+Industry Thought Leaders]
• Industry Leaders [Software Consulting Services]
OUR SIGNATURE
• Centers of Excellence
• Build, Operate, Transfer (BOT)
• Consulting
HIGH-LEVEL FINANCIALS
• Profitable
• Small Business
• Self-Funded
• Growing
OUR REPUTATION
“I would definitely describe them as experts in
their field. We are much more disciplined now
than we were before, much more."
- Bob Lento, President, Convergys Information Management
OUR EXPERIENCE
• Combined 50+ Years Experience
• Authors of Publications and Books Used as Industry Guidelines
• Frequent Guest Speakers at Industry Conferences
©2016 DCG Software Value
ANALYTICS QUALITY AGILE
• Code Analytics
• M&A Analytics
• Software Estimation
• Software Metrics
• Software Vendor
Management
• Training
• Business Value of IT
• CMMI
• Program Rescue
• Project Triage
• Software Code Quality Review
• TMMi®
• Training
• Agile Competency Development
• Agile Estimation
• Agile Project JumpStart
• Agile Project Reboot
• Agile Readiness Review
• Agile Team Coaching
• AgilityHealth Radar
• Executive Workshop
• The Scaled Agile Framework®
• Training
Build | Operate | Transfer
Consulting
©2016 DCG Software Value
Why Retrospectives?
• Retrospectives are part of most methodologies, even though there are many
different terms (e.g. post-implementation reviews or postmortems).
• Each methodology focuses on different nuances. Agile more aggressively
embraces retrospectives than waterfall or iterative frameworks.
• Retrospectives in Agile reflect the adoption of the principle of kaizen (Japanese
for improvement [continuous improvement]):
– Discover what will make the team or organization deliver more value.
– Retrospectives occur when change can actually be applied to the project
to impact the current delivery.
• Brian Wernham, Agile Project Management for Government, noted the UK
DirectGov project used retrospectives to mold how teams worked in order to
maximize delivery productivity.
5
©2016 DCG Software Value
Why Retrospectives?
While many retrospective techniques posit the
questions “what worked well” and “what did not work,”
the real reason to do any retrospective is to identify,
agree on and plan for what can be done better.
6
©2016 DCG Software Value
Typical Process
• Set Up (<20 minutes for a 2 week sprint):
– First, create a safe atmosphere (review Norm Kerth’s “Prime Directive” with the team).
– Ground the team by focusing on the current sprint’s results (for example review the Burn-down
Chart or have the team develop an annotated sprint timeline).
• Idea Generation (<30 minutes for a 2 week sprint):
– Encourage the team to dig in and capture the details.
– For retrospectives focused on process or flow, use sticky notes to brainstorm, followed by mute
mapping to group (affinity diagraming).
– For team or personnel issues, use storytelling. For example, have subsets of the team describe
a fictional scenario based on real life problems and how they would solve the problem.
– Consider direct discussion as an alternative.
• Insight Development:
– Once the idea generation step is completed, the team reviews the data and comes to a
consensus about what it means. One method of analysis is to look for patterns and to determine
if there are trends in this stage. The goal is to recognize if there is a problem so you can start to
resolve it.
• Identify An Improvement Objective (<30 minutes for a 2 week sprint):
• Wrap-up: Spend 5 – 10 minutes reviewing the session so that the next retrospective will
be even more effective.
7
©2016 DCG Software Value
Typical Process
Identifying an Improvement Objective
• A team may have identified a number of ideas for improving its productivity.
• Focus on the top 1-2 actionable “big wins.”
• The rationale for not fixing everything:
– The time needed to fix a problem will come from the team’s capacity to
deliver business value (there is only so much capacity that the team has at
its disposal).
– If the remaining issues are really problems, the team can decide to
address them during the next iteration.
– Too many changes at once makes it hard to track cause and effect.
• This continuous incremental process improvement is one reason team
productivity, aka velocity, typically increases from iteration to iteration. After the
team selects the issue (or issues) to be tackled, have them add it to the next
sprint backlog so that it gets addressed.
8
©2016 DCG Software Value
Obstacles
Ritualization
• Ritualization can dramatically affect the value of retrospectives.
• Downward spiral of disillusionment that will inevitably end with the
abandonment of the technique.
• Two typical reasons that cause ritualization:
– The process becomes more important than (or at least as important as)
the results.
– Overcommitted teams who don’t have time to reflect.
– Boredom (wake me up when it's over). The “Works Well” and “Needs
Improvement” format gets really old quickly. The retrospective will usually
be fulfilled so that they team can start planning the next sprint or iteration.
• The Scrum Master or coach needs to help the team address the root
cause of the problem.
• All Scrum Masters should know at least nine techniques for
retrospectives.
9
©2016 DCG Software Value
Obstacles
Culture
• Retrospectives are a tool that the team uses to identify what they can
do better BUT the basic process can all go wrong:
– Making people feel safe
– Generating ideas and solutions so the team can decide on what
they think will make the most significant improvement
– Puts the team in charge of how they work
• If the retrospective process is focused on increasing the team’s
capacity rather than trying to generate lessons learned for the next
project, then non-obvious impediments can easily be missed.
• There are many different techniques for executing retrospectives;
many teams find 1-2 techniques they like, and then they ride that horse
until it collapses.
• Lean thinking removes processes that don’t add value!
10
©2016 DCG Software Value
List Generation Techniques
Affinity Diagraming
11
©2016 DCG Software Value
List Generation Techniques
Sailboat (1)
• This method uses a nautical metaphor.
• The boat moves through the water toward
a goal (the team delivering functionality),
the wind pushes the boat forward.
• As the boat moves through the water, it
encounters resistance, which slows its
progress. Examples of resistance might
include conflicts for needed resources or
conflicting organization goals.
12
©2016 DCG Software Value
List Generation Techniques
Sailboat (2)
• Set-Up: Start by drawing a picture of a
sailboat in the water on your white board
or flip chart. Explain to the team that some
things push you forward, like the wind,
and some things slow your progress
down, like an anchor.
• Idea Generation: Ask the team to identify
what those items were. List 1 item per
sticky note; place them on the boat. As a
facilitator, continue to tweak the seed
questions you are using to keep the team
thinking about the sprint from different
angles. You are done when the team is
done.
13
©2016 DCG Software Value
List Generation Techniques
Sailboat (3)
• Insight Development:
– Have the team review the data and
group ideas based on how they see
the relationships between individual
ideas. Techniques like Mute Mapping
(grouping without talking) help to
maximize team participation while
minimizing the chance of a single
person dominating.
– Once the grouping is done, ask the
team to name each group. This helps
to cement the group’s understanding
of the groupings of ideas that they
have generated.
14
+
Different
Metaphors
©2016 DCG Software Value
List Generation Techniques
Sailboat (4)
• Identify An Improvement Objective: Select
a group or specific idea to fix. There are a
number of techniques to select the
improvement objective:
– Discussion followed by group
consensus (use this when it is
apparent that the group is close to
consensus).
– Vote using dots or post-it flags. Give
each member a fixed number of flags,
and then ask them to vote (they can
use all votes on one item or spread
them). The item or group with highest
number of votes gets fixed first.
15
+
Different
Metaphors
©2016 DCG Software Value
List Generation Techniques
The Four Ls
• Four categories to generate ideas:
– Liked
– Learned
– Lacked
– Longed For
• Write these titles on four flip charts and place around the room.
• Have each person silently generate ideas based on those
categories.
• When the team is done (i.e. everyone stops writing), have the
team place their ideas (written on sticky notes) on the appropriate
flip chart.
• Once the team has come up with its lists, identify the improvement
objective, usually from the lacked or longed for category.
16
©2016 DCG Software Value
List Generation Techniques
What …?
• Use four flip charts, put one of the following titles on each flip
chart:
– What went well?
– What did not go well?
– What should we do more of?
– What should we do less of?
• Brainstorm ideas to put on each flip chart. Put one idea or
statement on each sticky.
• Depending on the group, this method can be done non-verbally
(everyone puts their ideas on a set of “stickies” like the Four Ls or
have the team write ideas down and then shout them out, more
akin to classic brainstorming).
• Insight development and identifying the improvement objective
would follow a similar path to what was described above.
17
+
Different
Seed
Questions
©2016 DCG Software Value
List Generation Techniques
Thorns and Roses
• Go around the team asking for one
thorn (something that could be
improved) and one rose (something
that went well and should be
reinforced) from each team member.
On the first round, each team
member must provide one of each.
• Repeat until there are no more
thorns or roses.
• Insight development and identifying
the improvement objective would
follow a similar path to what was
described above.
18
©2016 DCG Software Value
Other Techniques
• These techniques deal with more complex issues. They can also be
used to “spice up” a more basic fare of listing techniques to keep
teams involved and interested in the retrospective process.
• These techniques are more difficult to execute:
– Timeline Retrospective
– 6 Thinking Hats Retrospective (based on De Bono’s Six Thinking Hats).
– Emotional Trend Line – Often combined with the Timeline technique. It
provides an estimate of the team’s emotional state since the last
retrospective.
– Complexity Retrospective – Draw a complexity radar plot with at least
five axes. Engage the team to determine what each axis should be labeled
(e.g. data, workflow, code, business problem) and then engage the team
to rate each axis. If an axis is rated as complex, ask the team to identify
actions to reduce complexity.
19
©2016 DCG Software Value
Timeline Retrospective
• Goal: The Timeline Retrospective technique develops a visual overview of the
events that occurred during the period under investigation.
• This technique identifies and isolates the events that impacted the team’s
capacity to deliver over a set period of time. It uses distinct colors to identify
events (avoid typical red – green colors as colorblind participants may have
difficulty).
• When To Use:
– The Timeline Retrospective is useful for refreshing and re-grounding the
memories of team.
– If there have not been any intermediate retrospectives.
– To provide context to program-level (i.e. multiple projects) retrospectives.
– If the team has not been working on the project over the whole lifecycle.
– An end of project retrospective.
20
©2016 DCG Software Value
Timeline Retrospective in Action
• Set Up: Draw a timeline that represents the period since the last
retrospective on a white board (or several pieces of flipchart paper).
Make sure there is room above and below the line. Secure dry erase
markers in a few colors and sticky notes in three colors.
– Blue = good events
– Yellow = significant events (neither good nor bad)
– Red = problem events
21
©2016 DCG Software Value
Timeline Retrospective in Action
• The process:
– Have each team member silently write down on sticky notes the major
events, from their perspective, using the color code from above.
– Have each team member put their events on the timeline
chronologically, placing positive events above the timeline, neutral on
or near the timeline, and negative events below the timeline.
– Throw out duplicates.
– Have the team select someone to walk through the final timeline.
– Using the dot voting technique (provide each team member with three
dots), rank the event that slowed the project down the most to-date.
– Identify tasks and actions that could be taken to solve the problems.
Pick the top two or three.
– Have the team tell the story of the project for the next sprint or
release, if they took the identified actions. This will help validate the
choices.
22
©2016 DCG Software Value
6 Thinking Hats Retrospective
• Use this type of approach when:
– The team has experienced significant challenges.
– The team has not established norms on how to interact.
– The team tends to be dominated by 1-2 personalities.
• The team uses a structured approach to discuss the period since the last
retrospective.
• The team “wears” one of De Bono’s “hats” at a time, which means all participants
talk about a specific topic area at a time.
• Each hat represents a particular way of thinking.
• Using the hats forces the team to have a focused discussion (collective thinking).
• Until you are comfortable with this type of technique, use a facilitator. The
facilitator should ensure that the comments are appropriate to the “hat” that is
currently being worn.
23
©2016 DCG Software Value
6 Thinking Hats Retrospective in Action
• Order of the “hats”:
– Blue Hat (5 minutes) – focus on discussing session objectives.
– White Hat (10 minutes) – discuss or identify FACTS or information since the
last sprint (e.g. we had a hurricane during this sprint).
– Yellow Hat (10 minutes) – talk only about the good things that happened
since the last retrospective.
– Black Hat (10 minutes) – talk only about the bad things that happened since
the last retrospective.
– Green Hat (10 minutes) – talk only about ideas to solve the identified
problems or ideas that would add more significant value in the Product
Owner’s perception.
– Red Hat (5 minutes) – have each team member come to the white board or
flip chart and write two emotive statements about the project during this
period. Do this fast and with very little preparation. You want gut reactions.
• Finally, have the team review the emotive statements to identify clusters of
comments or trends that can be combined with the issues in green group.
• From the identified issues, pick 1-2 actions that will improve the ability of the team
to deliver and add them to the backlog for the next sprint.
24
©2016 DCG Software Value
Strategic Retrospectives
DCG AgilityHealth Radar Team Assessments
• Three-hour facilitated workshop that focuses on the top areas that
affect team performance and health:
– Step One: Facilitator works with team to complete the 360 TeamHealth
Radar, covering the 5 key dimensions of a healthy Agile team: Clarity,
Performance, Leadership, Culture, Foundation.
– Step Two: The instructor will engage the team in a healthy and open discussion
around analyzing its radar results and reviewing its Strengths, Improvements and
Top Impediments to growth. The final output is a team Growth Plan with key
outcomes the team wants to achieve within the next few months.
• The real value from this workshop is the open and honest
conversations to help the team get past any current roadblocks and
develop a clear plan of action for getting their performance and health
to the next level.
• Repeat this strategic retrospective each quarter as a refresh on the
“per sprint/iteration” retrospectives
25
©2016 DCG Software Value
Strategic Retrospectives
DCG AgilityHealth Radar Team Assessments
26
©2016 DCG Software Value
Strategic Retrospectives
DCG AgilityHealth Radar Team Assessments
27
©2016 DCG Software Value
Strategic Retrospectives
DCG AgilityHealth Radar Team Assessments
• Report Contents:
– AHR Charts
– Top 5 and Lowest 5 Competencies
– Top 5 and Lowest 5 Consensus Competencies
– Notes by 5 key dimensions and for last 3 questions:
• Strengths
• Improvements
• Impediments
– Growth Plan
28
©2016 DCG Software Value
To Summarize:
• The Scrum Master or coach needs to help the team address the root
cause of the problem.
• All Scrum Masters should know at least nine techniques for
retrospectives.
1. Affinity Diagramming
2. Sailboat
3. The 4 Ls
4. What …?
5. Timeline Retrospective
6. 6 Thinking Hats Retrospective
7. Emotional Trend Line
8. Complexity Retrospective
9. DCG’s AgilityHealth Rader TeamHealth Assessment
29
©2016 DCG Software Value
Contact Us
Email: m.harris@softwarevalue.com
Phone: 1-610-644-2856
http://www.softwarevalue.com
30
@DCGSWValue
/DCGSWValue
/company/DCG-Software-Value
Measure. Optimize. Deliver.
softwarevalue.com

More Related Content

What's hot

Succeeding with Agile
Succeeding with AgileSucceeding with Agile
Succeeding with AgileMike Cohn
 
2013 Scrum Gathering Keynote: Buy or build — where did your agile come from?
2013 Scrum Gathering Keynote: Buy or build — where did your agile come from?2013 Scrum Gathering Keynote: Buy or build — where did your agile come from?
2013 Scrum Gathering Keynote: Buy or build — where did your agile come from?James Coplien
 
Scaling Agile - Multiple Team Dynamics
Scaling Agile - Multiple Team DynamicsScaling Agile - Multiple Team Dynamics
Scaling Agile - Multiple Team DynamicsVersionOne
 
Scrum & Kanban Introduction
Scrum & Kanban IntroductionScrum & Kanban Introduction
Scrum & Kanban IntroductionChihyang Li
 
Agile Auckland agile 101 back to basics
Agile Auckland   agile 101 back to basicsAgile Auckland   agile 101 back to basics
Agile Auckland agile 101 back to basicsEdwin Dando
 
Leading Self Organizing Teams - NDC 2014
Leading Self Organizing Teams - NDC 2014Leading Self Organizing Teams - NDC 2014
Leading Self Organizing Teams - NDC 2014Mike Cohn
 
Alternatives to scaling your agile process: valuing outcomes over output
Alternatives to scaling your agile process: valuing outcomes over outputAlternatives to scaling your agile process: valuing outcomes over output
Alternatives to scaling your agile process: valuing outcomes over outputEdwin Dando
 
Business Hackathons: How to Accelerate Organization Innovation, Collaboratio...
Business Hackathons:  How to Accelerate Organization Innovation, Collaboratio...Business Hackathons:  How to Accelerate Organization Innovation, Collaboratio...
Business Hackathons: How to Accelerate Organization Innovation, Collaboratio...Richardson Consulting Group, Inc.
 
I don't do agile, i am agile (Barry O'Reilly)
I don't do agile, i am agile (Barry O'Reilly)I don't do agile, i am agile (Barry O'Reilly)
I don't do agile, i am agile (Barry O'Reilly)Ontico
 
Solit 2014, Scrum guide 2013, Семенченко Антон
Solit 2014, Scrum guide 2013, Семенченко АнтонSolit 2014, Scrum guide 2013, Семенченко Антон
Solit 2014, Scrum guide 2013, Семенченко Антонsolit
 
Lean sw development il tech-talks
Lean sw development   il tech-talksLean sw development   il tech-talks
Lean sw development il tech-talksElad Sofer
 
Agile and semat v0.91
Agile and semat v0.91Agile and semat v0.91
Agile and semat v0.91Yury Katkov
 
Scrum simple to understand v.1.2
Scrum simple to understand v.1.2Scrum simple to understand v.1.2
Scrum simple to understand v.1.2Alex Gray
 
What happens to engineering manager in agile world
What happens to engineering manager in agile worldWhat happens to engineering manager in agile world
What happens to engineering manager in agile worldNaveen Indusekhar
 
An introduction to Agile & Scrum
An introduction to Agile & ScrumAn introduction to Agile & Scrum
An introduction to Agile & ScrumMahdi Taghizadeh
 
Razorfish Scrum for Teams and Organizations Software Architect Conference 2013
Razorfish Scrum for Teams and Organizations Software Architect Conference 2013Razorfish Scrum for Teams and Organizations Software Architect Conference 2013
Razorfish Scrum for Teams and Organizations Software Architect Conference 2013Razorfish
 
Balancing the tension between Lean and Agile
Balancing the tension between Lean and AgileBalancing the tension between Lean and Agile
Balancing the tension between Lean and AgileJames Coplien
 

What's hot (20)

Succeeding with Agile
Succeeding with AgileSucceeding with Agile
Succeeding with Agile
 
2013 Scrum Gathering Keynote: Buy or build — where did your agile come from?
2013 Scrum Gathering Keynote: Buy or build — where did your agile come from?2013 Scrum Gathering Keynote: Buy or build — where did your agile come from?
2013 Scrum Gathering Keynote: Buy or build — where did your agile come from?
 
Scaling Agile - Multiple Team Dynamics
Scaling Agile - Multiple Team DynamicsScaling Agile - Multiple Team Dynamics
Scaling Agile - Multiple Team Dynamics
 
Scrum & Kanban Introduction
Scrum & Kanban IntroductionScrum & Kanban Introduction
Scrum & Kanban Introduction
 
Agile Auckland agile 101 back to basics
Agile Auckland   agile 101 back to basicsAgile Auckland   agile 101 back to basics
Agile Auckland agile 101 back to basics
 
Leading Self Organizing Teams - NDC 2014
Leading Self Organizing Teams - NDC 2014Leading Self Organizing Teams - NDC 2014
Leading Self Organizing Teams - NDC 2014
 
Alternatives to scaling your agile process: valuing outcomes over output
Alternatives to scaling your agile process: valuing outcomes over outputAlternatives to scaling your agile process: valuing outcomes over output
Alternatives to scaling your agile process: valuing outcomes over output
 
Business Hackathons: How to Accelerate Organization Innovation, Collaboratio...
Business Hackathons:  How to Accelerate Organization Innovation, Collaboratio...Business Hackathons:  How to Accelerate Organization Innovation, Collaboratio...
Business Hackathons: How to Accelerate Organization Innovation, Collaboratio...
 
I don't do agile, i am agile (Barry O'Reilly)
I don't do agile, i am agile (Barry O'Reilly)I don't do agile, i am agile (Barry O'Reilly)
I don't do agile, i am agile (Barry O'Reilly)
 
Solit 2014, Scrum guide 2013, Семенченко Антон
Solit 2014, Scrum guide 2013, Семенченко АнтонSolit 2014, Scrum guide 2013, Семенченко Антон
Solit 2014, Scrum guide 2013, Семенченко Антон
 
Scaling scrum agile2010
Scaling scrum agile2010Scaling scrum agile2010
Scaling scrum agile2010
 
Lean sw development il tech-talks
Lean sw development   il tech-talksLean sw development   il tech-talks
Lean sw development il tech-talks
 
Approaches to scaling agile v1.0
Approaches to scaling agile v1.0Approaches to scaling agile v1.0
Approaches to scaling agile v1.0
 
Agile and semat v0.91
Agile and semat v0.91Agile and semat v0.91
Agile and semat v0.91
 
Scrum simple to understand v.1.2
Scrum simple to understand v.1.2Scrum simple to understand v.1.2
Scrum simple to understand v.1.2
 
What happens to engineering manager in agile world
What happens to engineering manager in agile worldWhat happens to engineering manager in agile world
What happens to engineering manager in agile world
 
Agile thinking
Agile thinkingAgile thinking
Agile thinking
 
An introduction to Agile & Scrum
An introduction to Agile & ScrumAn introduction to Agile & Scrum
An introduction to Agile & Scrum
 
Razorfish Scrum for Teams and Organizations Software Architect Conference 2013
Razorfish Scrum for Teams and Organizations Software Architect Conference 2013Razorfish Scrum for Teams and Organizations Software Architect Conference 2013
Razorfish Scrum for Teams and Organizations Software Architect Conference 2013
 
Balancing the tension between Lean and Agile
Balancing the tension between Lean and AgileBalancing the tension between Lean and Agile
Balancing the tension between Lean and Agile
 

Viewers also liked

Retrospective activity speed car abyss
Retrospective activity speed car abyssRetrospective activity speed car abyss
Retrospective activity speed car abyssPaulo Caroli
 
The Art of Retrospectives – Joanna Khoury
The Art of Retrospectives – Joanna Khoury  The Art of Retrospectives – Joanna Khoury
The Art of Retrospectives – Joanna Khoury Agile Tour Beirut
 
Scrum Bangalore 13th meet up 13 june 2015 - n ways to retrospective - nagesh ...
Scrum Bangalore 13th meet up 13 june 2015 - n ways to retrospective - nagesh ...Scrum Bangalore 13th meet up 13 june 2015 - n ways to retrospective - nagesh ...
Scrum Bangalore 13th meet up 13 june 2015 - n ways to retrospective - nagesh ...Scrum Bangalore
 
A Guide For Retrospectives
A Guide For RetrospectivesA Guide For Retrospectives
A Guide For RetrospectivesJason Benton
 
Techniques for Effective Retrospectives
Techniques for Effective RetrospectivesTechniques for Effective Retrospectives
Techniques for Effective RetrospectivesProwareness
 

Viewers also liked (6)

Retrospective activity speed car abyss
Retrospective activity speed car abyssRetrospective activity speed car abyss
Retrospective activity speed car abyss
 
The Art of Retrospectives – Joanna Khoury
The Art of Retrospectives – Joanna Khoury  The Art of Retrospectives – Joanna Khoury
The Art of Retrospectives – Joanna Khoury
 
Retrospectives
RetrospectivesRetrospectives
Retrospectives
 
Scrum Bangalore 13th meet up 13 june 2015 - n ways to retrospective - nagesh ...
Scrum Bangalore 13th meet up 13 june 2015 - n ways to retrospective - nagesh ...Scrum Bangalore 13th meet up 13 june 2015 - n ways to retrospective - nagesh ...
Scrum Bangalore 13th meet up 13 june 2015 - n ways to retrospective - nagesh ...
 
A Guide For Retrospectives
A Guide For RetrospectivesA Guide For Retrospectives
A Guide For Retrospectives
 
Techniques for Effective Retrospectives
Techniques for Effective RetrospectivesTechniques for Effective Retrospectives
Techniques for Effective Retrospectives
 

Similar to Why Should I Have More Than 1 Technique for Retrospectives?

Acceleration & Focus - A Simple Approach to Faster Execution
Acceleration & Focus - A Simple Approach to Faster ExecutionAcceleration & Focus - A Simple Approach to Faster Execution
Acceleration & Focus - A Simple Approach to Faster ExecutionProjectCon
 
Applying Agile Team Management
Applying Agile Team ManagementApplying Agile Team Management
Applying Agile Team ManagementHuan Ho
 
Introduction to Agile Software Development
Introduction to Agile Software DevelopmentIntroduction to Agile Software Development
Introduction to Agile Software Developmentaboulkheir
 
Understanding-Agile &Scrum.pdf
Understanding-Agile &Scrum.pdfUnderstanding-Agile &Scrum.pdf
Understanding-Agile &Scrum.pdfSwapnikaReddy6
 
Susan Clarke - The practicalities of adopting scaled agile methodologies
Susan Clarke - The practicalities of adopting scaled agile methodologiesSusan Clarke - The practicalities of adopting scaled agile methodologies
Susan Clarke - The practicalities of adopting scaled agile methodologiesAssociation for Project Management
 
Introduction to Agile Dr Richard Guerrero_Wessex AHSN Learning Lab
Introduction to Agile Dr Richard Guerrero_Wessex AHSN Learning LabIntroduction to Agile Dr Richard Guerrero_Wessex AHSN Learning Lab
Introduction to Agile Dr Richard Guerrero_Wessex AHSN Learning LabHealth Innovation Wessex
 
Dual Track Agile & Data Driven Design
Dual Track Agile & Data Driven DesignDual Track Agile & Data Driven Design
Dual Track Agile & Data Driven DesignJohn Fouts
 
When Management Asks You: “Do You Accept Agile as Your Lord and Savior?” - Ci...
When Management Asks You: “Do You Accept Agile as Your Lord and Savior?” - Ci...When Management Asks You: “Do You Accept Agile as Your Lord and Savior?” - Ci...
When Management Asks You: “Do You Accept Agile as Your Lord and Savior?” - Ci...admford
 
Agile, not just for software
Agile, not just for softwareAgile, not just for software
Agile, not just for softwareJohn Paz
 
Scrum-Agile : An Introduction
Scrum-Agile : An IntroductionScrum-Agile : An Introduction
Scrum-Agile : An IntroductionGlobal SQA
 
Agile Fundamentals and Best Practices (with Trello)
Agile Fundamentals and Best Practices (with Trello)Agile Fundamentals and Best Practices (with Trello)
Agile Fundamentals and Best Practices (with Trello)Filippo Zanella
 
Advancing the Retrospective: Dynamic Lean & Agile Continuous Improvement Tech...
Advancing the Retrospective: Dynamic Lean & Agile Continuous Improvement Tech...Advancing the Retrospective: Dynamic Lean & Agile Continuous Improvement Tech...
Advancing the Retrospective: Dynamic Lean & Agile Continuous Improvement Tech...LitheSpeed
 
Introducing Agile Scrum XP and Kanban
Introducing Agile Scrum XP and KanbanIntroducing Agile Scrum XP and Kanban
Introducing Agile Scrum XP and KanbanDimitri Ponomareff
 

Similar to Why Should I Have More Than 1 Technique for Retrospectives? (20)

Acceleration & Focus - A Simple Approach to Faster Execution
Acceleration & Focus - A Simple Approach to Faster ExecutionAcceleration & Focus - A Simple Approach to Faster Execution
Acceleration & Focus - A Simple Approach to Faster Execution
 
Applying Agile Team Management
Applying Agile Team ManagementApplying Agile Team Management
Applying Agile Team Management
 
Introduction to Agile Software Development
Introduction to Agile Software DevelopmentIntroduction to Agile Software Development
Introduction to Agile Software Development
 
Understanding-Agile &Scrum.pdf
Understanding-Agile &Scrum.pdfUnderstanding-Agile &Scrum.pdf
Understanding-Agile &Scrum.pdf
 
Agile Technical Leadership
Agile Technical LeadershipAgile Technical Leadership
Agile Technical Leadership
 
SCRUM Intro
SCRUM IntroSCRUM Intro
SCRUM Intro
 
6.2 Cross-Functional Team Framework - v2.0
6.2 Cross-Functional Team Framework - v2.06.2 Cross-Functional Team Framework - v2.0
6.2 Cross-Functional Team Framework - v2.0
 
Susan Clarke - The practicalities of adopting scaled agile methodologies
Susan Clarke - The practicalities of adopting scaled agile methodologiesSusan Clarke - The practicalities of adopting scaled agile methodologies
Susan Clarke - The practicalities of adopting scaled agile methodologies
 
Agile tutorial
Agile tutorialAgile tutorial
Agile tutorial
 
Introduction to Agile Dr Richard Guerrero_Wessex AHSN Learning Lab
Introduction to Agile Dr Richard Guerrero_Wessex AHSN Learning LabIntroduction to Agile Dr Richard Guerrero_Wessex AHSN Learning Lab
Introduction to Agile Dr Richard Guerrero_Wessex AHSN Learning Lab
 
Dual Track Agile & Data Driven Design
Dual Track Agile & Data Driven DesignDual Track Agile & Data Driven Design
Dual Track Agile & Data Driven Design
 
When Management Asks You: “Do You Accept Agile as Your Lord and Savior?” - Ci...
When Management Asks You: “Do You Accept Agile as Your Lord and Savior?” - Ci...When Management Asks You: “Do You Accept Agile as Your Lord and Savior?” - Ci...
When Management Asks You: “Do You Accept Agile as Your Lord and Savior?” - Ci...
 
Agile, not just for software
Agile, not just for softwareAgile, not just for software
Agile, not just for software
 
Scrum-Agile : An Introduction
Scrum-Agile : An IntroductionScrum-Agile : An Introduction
Scrum-Agile : An Introduction
 
Presentation on agile methodology
Presentation on agile methodologyPresentation on agile methodology
Presentation on agile methodology
 
Agile Fundamentals and Best Practices (with Trello)
Agile Fundamentals and Best Practices (with Trello)Agile Fundamentals and Best Practices (with Trello)
Agile Fundamentals and Best Practices (with Trello)
 
Advancing the Retrospective: Dynamic Lean & Agile Continuous Improvement Tech...
Advancing the Retrospective: Dynamic Lean & Agile Continuous Improvement Tech...Advancing the Retrospective: Dynamic Lean & Agile Continuous Improvement Tech...
Advancing the Retrospective: Dynamic Lean & Agile Continuous Improvement Tech...
 
Introducing Agile Scrum XP and Kanban
Introducing Agile Scrum XP and KanbanIntroducing Agile Scrum XP and Kanban
Introducing Agile Scrum XP and Kanban
 
Approaches to scaling agile
Approaches to scaling agileApproaches to scaling agile
Approaches to scaling agile
 
Design sprint
Design sprintDesign sprint
Design sprint
 

Recently uploaded

AI/ML Infra Meetup | Reducing Prefill for LLM Serving in RAG
AI/ML Infra Meetup | Reducing Prefill for LLM Serving in RAGAI/ML Infra Meetup | Reducing Prefill for LLM Serving in RAG
AI/ML Infra Meetup | Reducing Prefill for LLM Serving in RAGAlluxio, Inc.
 
How Does XfilesPro Ensure Security While Sharing Documents in Salesforce?
How Does XfilesPro Ensure Security While Sharing Documents in Salesforce?How Does XfilesPro Ensure Security While Sharing Documents in Salesforce?
How Does XfilesPro Ensure Security While Sharing Documents in Salesforce?XfilesPro
 
Abortion ^Clinic ^%[+971588192166''] Abortion Pill Al Ain (?@?) Abortion Pill...
Abortion ^Clinic ^%[+971588192166''] Abortion Pill Al Ain (?@?) Abortion Pill...Abortion ^Clinic ^%[+971588192166''] Abortion Pill Al Ain (?@?) Abortion Pill...
Abortion ^Clinic ^%[+971588192166''] Abortion Pill Al Ain (?@?) Abortion Pill...Abortion Clinic
 
How to install and activate eGrabber JobGrabber
How to install and activate eGrabber JobGrabberHow to install and activate eGrabber JobGrabber
How to install and activate eGrabber JobGrabbereGrabber
 
iGaming Platform & Lottery Solutions by Skilrock
iGaming Platform & Lottery Solutions by SkilrockiGaming Platform & Lottery Solutions by Skilrock
iGaming Platform & Lottery Solutions by SkilrockSkilrock Technologies
 
Facemoji Keyboard released its 2023 State of Emoji report, outlining the most...
Facemoji Keyboard released its 2023 State of Emoji report, outlining the most...Facemoji Keyboard released its 2023 State of Emoji report, outlining the most...
Facemoji Keyboard released its 2023 State of Emoji report, outlining the most...rajkumar669520
 
Microsoft 365 Copilot; An AI tool changing the world of work _PDF.pdf
Microsoft 365 Copilot; An AI tool changing the world of work _PDF.pdfMicrosoft 365 Copilot; An AI tool changing the world of work _PDF.pdf
Microsoft 365 Copilot; An AI tool changing the world of work _PDF.pdfQ-Advise
 
Designing for Privacy in Amazon Web Services
Designing for Privacy in Amazon Web ServicesDesigning for Privacy in Amazon Web Services
Designing for Privacy in Amazon Web ServicesKrzysztofKkol1
 
A Guideline to Zendesk to Re:amaze Data Migration
A Guideline to Zendesk to Re:amaze Data MigrationA Guideline to Zendesk to Re:amaze Data Migration
A Guideline to Zendesk to Re:amaze Data MigrationHelp Desk Migration
 
AI/ML Infra Meetup | Improve Speed and GPU Utilization for Model Training & S...
AI/ML Infra Meetup | Improve Speed and GPU Utilization for Model Training & S...AI/ML Infra Meetup | Improve Speed and GPU Utilization for Model Training & S...
AI/ML Infra Meetup | Improve Speed and GPU Utilization for Model Training & S...Alluxio, Inc.
 
The Impact of PLM Software on Fashion Production
The Impact of PLM Software on Fashion ProductionThe Impact of PLM Software on Fashion Production
The Impact of PLM Software on Fashion ProductionWave PLM
 
how-to-download-files-safely-from-the-internet.pdf
how-to-download-files-safely-from-the-internet.pdfhow-to-download-files-safely-from-the-internet.pdf
how-to-download-files-safely-from-the-internet.pdfMehmet Akar
 
Mastering Windows 7 A Comprehensive Guide for Power Users .pdf
Mastering Windows 7 A Comprehensive Guide for Power Users .pdfMastering Windows 7 A Comprehensive Guide for Power Users .pdf
Mastering Windows 7 A Comprehensive Guide for Power Users .pdfmbmh111980
 
Implementing KPIs and Right Metrics for Agile Delivery Teams.pdf
Implementing KPIs and Right Metrics for Agile Delivery Teams.pdfImplementing KPIs and Right Metrics for Agile Delivery Teams.pdf
Implementing KPIs and Right Metrics for Agile Delivery Teams.pdfVictor Lopez
 
A Comprehensive Appium Guide for Hybrid App Automation Testing.pdf
A Comprehensive Appium Guide for Hybrid App Automation Testing.pdfA Comprehensive Appium Guide for Hybrid App Automation Testing.pdf
A Comprehensive Appium Guide for Hybrid App Automation Testing.pdfkalichargn70th171
 
Agnieszka Andrzejewska - BIM School Course in Kraków
Agnieszka Andrzejewska - BIM School Course in KrakówAgnieszka Andrzejewska - BIM School Course in Kraków
Agnieszka Andrzejewska - BIM School Course in Krakówbim.edu.pl
 
APVP,apvp apvp High quality supplier safe spot transport, 98% purity
APVP,apvp apvp High quality supplier safe spot transport, 98% purityAPVP,apvp apvp High quality supplier safe spot transport, 98% purity
APVP,apvp apvp High quality supplier safe spot transport, 98% purityamy56318795
 
Crafting the Perfect Measurement Sheet with PLM Integration
Crafting the Perfect Measurement Sheet with PLM IntegrationCrafting the Perfect Measurement Sheet with PLM Integration
Crafting the Perfect Measurement Sheet with PLM IntegrationWave PLM
 

Recently uploaded (20)

AI/ML Infra Meetup | Reducing Prefill for LLM Serving in RAG
AI/ML Infra Meetup | Reducing Prefill for LLM Serving in RAGAI/ML Infra Meetup | Reducing Prefill for LLM Serving in RAG
AI/ML Infra Meetup | Reducing Prefill for LLM Serving in RAG
 
How Does XfilesPro Ensure Security While Sharing Documents in Salesforce?
How Does XfilesPro Ensure Security While Sharing Documents in Salesforce?How Does XfilesPro Ensure Security While Sharing Documents in Salesforce?
How Does XfilesPro Ensure Security While Sharing Documents in Salesforce?
 
5 Reasons Driving Warehouse Management Systems Demand
5 Reasons Driving Warehouse Management Systems Demand5 Reasons Driving Warehouse Management Systems Demand
5 Reasons Driving Warehouse Management Systems Demand
 
Abortion ^Clinic ^%[+971588192166''] Abortion Pill Al Ain (?@?) Abortion Pill...
Abortion ^Clinic ^%[+971588192166''] Abortion Pill Al Ain (?@?) Abortion Pill...Abortion ^Clinic ^%[+971588192166''] Abortion Pill Al Ain (?@?) Abortion Pill...
Abortion ^Clinic ^%[+971588192166''] Abortion Pill Al Ain (?@?) Abortion Pill...
 
How to install and activate eGrabber JobGrabber
How to install and activate eGrabber JobGrabberHow to install and activate eGrabber JobGrabber
How to install and activate eGrabber JobGrabber
 
iGaming Platform & Lottery Solutions by Skilrock
iGaming Platform & Lottery Solutions by SkilrockiGaming Platform & Lottery Solutions by Skilrock
iGaming Platform & Lottery Solutions by Skilrock
 
Facemoji Keyboard released its 2023 State of Emoji report, outlining the most...
Facemoji Keyboard released its 2023 State of Emoji report, outlining the most...Facemoji Keyboard released its 2023 State of Emoji report, outlining the most...
Facemoji Keyboard released its 2023 State of Emoji report, outlining the most...
 
Microsoft 365 Copilot; An AI tool changing the world of work _PDF.pdf
Microsoft 365 Copilot; An AI tool changing the world of work _PDF.pdfMicrosoft 365 Copilot; An AI tool changing the world of work _PDF.pdf
Microsoft 365 Copilot; An AI tool changing the world of work _PDF.pdf
 
Designing for Privacy in Amazon Web Services
Designing for Privacy in Amazon Web ServicesDesigning for Privacy in Amazon Web Services
Designing for Privacy in Amazon Web Services
 
A Guideline to Zendesk to Re:amaze Data Migration
A Guideline to Zendesk to Re:amaze Data MigrationA Guideline to Zendesk to Re:amaze Data Migration
A Guideline to Zendesk to Re:amaze Data Migration
 
AI/ML Infra Meetup | Improve Speed and GPU Utilization for Model Training & S...
AI/ML Infra Meetup | Improve Speed and GPU Utilization for Model Training & S...AI/ML Infra Meetup | Improve Speed and GPU Utilization for Model Training & S...
AI/ML Infra Meetup | Improve Speed and GPU Utilization for Model Training & S...
 
The Impact of PLM Software on Fashion Production
The Impact of PLM Software on Fashion ProductionThe Impact of PLM Software on Fashion Production
The Impact of PLM Software on Fashion Production
 
Top Mobile App Development Companies 2024
Top Mobile App Development Companies 2024Top Mobile App Development Companies 2024
Top Mobile App Development Companies 2024
 
how-to-download-files-safely-from-the-internet.pdf
how-to-download-files-safely-from-the-internet.pdfhow-to-download-files-safely-from-the-internet.pdf
how-to-download-files-safely-from-the-internet.pdf
 
Mastering Windows 7 A Comprehensive Guide for Power Users .pdf
Mastering Windows 7 A Comprehensive Guide for Power Users .pdfMastering Windows 7 A Comprehensive Guide for Power Users .pdf
Mastering Windows 7 A Comprehensive Guide for Power Users .pdf
 
Implementing KPIs and Right Metrics for Agile Delivery Teams.pdf
Implementing KPIs and Right Metrics for Agile Delivery Teams.pdfImplementing KPIs and Right Metrics for Agile Delivery Teams.pdf
Implementing KPIs and Right Metrics for Agile Delivery Teams.pdf
 
A Comprehensive Appium Guide for Hybrid App Automation Testing.pdf
A Comprehensive Appium Guide for Hybrid App Automation Testing.pdfA Comprehensive Appium Guide for Hybrid App Automation Testing.pdf
A Comprehensive Appium Guide for Hybrid App Automation Testing.pdf
 
Agnieszka Andrzejewska - BIM School Course in Kraków
Agnieszka Andrzejewska - BIM School Course in KrakówAgnieszka Andrzejewska - BIM School Course in Kraków
Agnieszka Andrzejewska - BIM School Course in Kraków
 
APVP,apvp apvp High quality supplier safe spot transport, 98% purity
APVP,apvp apvp High quality supplier safe spot transport, 98% purityAPVP,apvp apvp High quality supplier safe spot transport, 98% purity
APVP,apvp apvp High quality supplier safe spot transport, 98% purity
 
Crafting the Perfect Measurement Sheet with PLM Integration
Crafting the Perfect Measurement Sheet with PLM IntegrationCrafting the Perfect Measurement Sheet with PLM Integration
Crafting the Perfect Measurement Sheet with PLM Integration
 

Why Should I Have More Than 1 Technique for Retrospectives?

  • 1. Phone: +1-610-644-2856 Measure. Optimize. Deliver. softwarevalue.com Why should I have more than one technique for retrospectives? Making Software Value Visible.
  • 2. ©2016 DCG Software Value Agenda • About Us • Why Retrospectives? • Typical Process • Obstacles • List Generation Techniques • Other Techniques • Strategic Retrospectives – AgilityHealth Radar 1
  • 3. ©2016 DCG Software Value 2 This We Believe “It’s frustrating that there are so many failed software projects when I know from personal experience it’s possible to do so much better – and we can help.” Mike Harris, DCG President Our Vision: A future state in which the value of every software initiative is visible to the business. Our Mission: To make software value visible.
  • 4. ©2016 DCG Software Value 3 The DCG Story THE BASICS • Founded 1994 • International (U.S. and U.K. Offices) • 20+ Employees [+Industry Thought Leaders] • Industry Leaders [Software Consulting Services] OUR SIGNATURE • Centers of Excellence • Build, Operate, Transfer (BOT) • Consulting HIGH-LEVEL FINANCIALS • Profitable • Small Business • Self-Funded • Growing OUR REPUTATION “I would definitely describe them as experts in their field. We are much more disciplined now than we were before, much more." - Bob Lento, President, Convergys Information Management OUR EXPERIENCE • Combined 50+ Years Experience • Authors of Publications and Books Used as Industry Guidelines • Frequent Guest Speakers at Industry Conferences
  • 5. ©2016 DCG Software Value ANALYTICS QUALITY AGILE • Code Analytics • M&A Analytics • Software Estimation • Software Metrics • Software Vendor Management • Training • Business Value of IT • CMMI • Program Rescue • Project Triage • Software Code Quality Review • TMMi® • Training • Agile Competency Development • Agile Estimation • Agile Project JumpStart • Agile Project Reboot • Agile Readiness Review • Agile Team Coaching • AgilityHealth Radar • Executive Workshop • The Scaled Agile Framework® • Training Build | Operate | Transfer Consulting
  • 6. ©2016 DCG Software Value Why Retrospectives? • Retrospectives are part of most methodologies, even though there are many different terms (e.g. post-implementation reviews or postmortems). • Each methodology focuses on different nuances. Agile more aggressively embraces retrospectives than waterfall or iterative frameworks. • Retrospectives in Agile reflect the adoption of the principle of kaizen (Japanese for improvement [continuous improvement]): – Discover what will make the team or organization deliver more value. – Retrospectives occur when change can actually be applied to the project to impact the current delivery. • Brian Wernham, Agile Project Management for Government, noted the UK DirectGov project used retrospectives to mold how teams worked in order to maximize delivery productivity. 5
  • 7. ©2016 DCG Software Value Why Retrospectives? While many retrospective techniques posit the questions “what worked well” and “what did not work,” the real reason to do any retrospective is to identify, agree on and plan for what can be done better. 6
  • 8. ©2016 DCG Software Value Typical Process • Set Up (<20 minutes for a 2 week sprint): – First, create a safe atmosphere (review Norm Kerth’s “Prime Directive” with the team). – Ground the team by focusing on the current sprint’s results (for example review the Burn-down Chart or have the team develop an annotated sprint timeline). • Idea Generation (<30 minutes for a 2 week sprint): – Encourage the team to dig in and capture the details. – For retrospectives focused on process or flow, use sticky notes to brainstorm, followed by mute mapping to group (affinity diagraming). – For team or personnel issues, use storytelling. For example, have subsets of the team describe a fictional scenario based on real life problems and how they would solve the problem. – Consider direct discussion as an alternative. • Insight Development: – Once the idea generation step is completed, the team reviews the data and comes to a consensus about what it means. One method of analysis is to look for patterns and to determine if there are trends in this stage. The goal is to recognize if there is a problem so you can start to resolve it. • Identify An Improvement Objective (<30 minutes for a 2 week sprint): • Wrap-up: Spend 5 – 10 minutes reviewing the session so that the next retrospective will be even more effective. 7
  • 9. ©2016 DCG Software Value Typical Process Identifying an Improvement Objective • A team may have identified a number of ideas for improving its productivity. • Focus on the top 1-2 actionable “big wins.” • The rationale for not fixing everything: – The time needed to fix a problem will come from the team’s capacity to deliver business value (there is only so much capacity that the team has at its disposal). – If the remaining issues are really problems, the team can decide to address them during the next iteration. – Too many changes at once makes it hard to track cause and effect. • This continuous incremental process improvement is one reason team productivity, aka velocity, typically increases from iteration to iteration. After the team selects the issue (or issues) to be tackled, have them add it to the next sprint backlog so that it gets addressed. 8
  • 10. ©2016 DCG Software Value Obstacles Ritualization • Ritualization can dramatically affect the value of retrospectives. • Downward spiral of disillusionment that will inevitably end with the abandonment of the technique. • Two typical reasons that cause ritualization: – The process becomes more important than (or at least as important as) the results. – Overcommitted teams who don’t have time to reflect. – Boredom (wake me up when it's over). The “Works Well” and “Needs Improvement” format gets really old quickly. The retrospective will usually be fulfilled so that they team can start planning the next sprint or iteration. • The Scrum Master or coach needs to help the team address the root cause of the problem. • All Scrum Masters should know at least nine techniques for retrospectives. 9
  • 11. ©2016 DCG Software Value Obstacles Culture • Retrospectives are a tool that the team uses to identify what they can do better BUT the basic process can all go wrong: – Making people feel safe – Generating ideas and solutions so the team can decide on what they think will make the most significant improvement – Puts the team in charge of how they work • If the retrospective process is focused on increasing the team’s capacity rather than trying to generate lessons learned for the next project, then non-obvious impediments can easily be missed. • There are many different techniques for executing retrospectives; many teams find 1-2 techniques they like, and then they ride that horse until it collapses. • Lean thinking removes processes that don’t add value! 10
  • 12. ©2016 DCG Software Value List Generation Techniques Affinity Diagraming 11
  • 13. ©2016 DCG Software Value List Generation Techniques Sailboat (1) • This method uses a nautical metaphor. • The boat moves through the water toward a goal (the team delivering functionality), the wind pushes the boat forward. • As the boat moves through the water, it encounters resistance, which slows its progress. Examples of resistance might include conflicts for needed resources or conflicting organization goals. 12
  • 14. ©2016 DCG Software Value List Generation Techniques Sailboat (2) • Set-Up: Start by drawing a picture of a sailboat in the water on your white board or flip chart. Explain to the team that some things push you forward, like the wind, and some things slow your progress down, like an anchor. • Idea Generation: Ask the team to identify what those items were. List 1 item per sticky note; place them on the boat. As a facilitator, continue to tweak the seed questions you are using to keep the team thinking about the sprint from different angles. You are done when the team is done. 13
  • 15. ©2016 DCG Software Value List Generation Techniques Sailboat (3) • Insight Development: – Have the team review the data and group ideas based on how they see the relationships between individual ideas. Techniques like Mute Mapping (grouping without talking) help to maximize team participation while minimizing the chance of a single person dominating. – Once the grouping is done, ask the team to name each group. This helps to cement the group’s understanding of the groupings of ideas that they have generated. 14 + Different Metaphors
  • 16. ©2016 DCG Software Value List Generation Techniques Sailboat (4) • Identify An Improvement Objective: Select a group or specific idea to fix. There are a number of techniques to select the improvement objective: – Discussion followed by group consensus (use this when it is apparent that the group is close to consensus). – Vote using dots or post-it flags. Give each member a fixed number of flags, and then ask them to vote (they can use all votes on one item or spread them). The item or group with highest number of votes gets fixed first. 15 + Different Metaphors
  • 17. ©2016 DCG Software Value List Generation Techniques The Four Ls • Four categories to generate ideas: – Liked – Learned – Lacked – Longed For • Write these titles on four flip charts and place around the room. • Have each person silently generate ideas based on those categories. • When the team is done (i.e. everyone stops writing), have the team place their ideas (written on sticky notes) on the appropriate flip chart. • Once the team has come up with its lists, identify the improvement objective, usually from the lacked or longed for category. 16
  • 18. ©2016 DCG Software Value List Generation Techniques What …? • Use four flip charts, put one of the following titles on each flip chart: – What went well? – What did not go well? – What should we do more of? – What should we do less of? • Brainstorm ideas to put on each flip chart. Put one idea or statement on each sticky. • Depending on the group, this method can be done non-verbally (everyone puts their ideas on a set of “stickies” like the Four Ls or have the team write ideas down and then shout them out, more akin to classic brainstorming). • Insight development and identifying the improvement objective would follow a similar path to what was described above. 17 + Different Seed Questions
  • 19. ©2016 DCG Software Value List Generation Techniques Thorns and Roses • Go around the team asking for one thorn (something that could be improved) and one rose (something that went well and should be reinforced) from each team member. On the first round, each team member must provide one of each. • Repeat until there are no more thorns or roses. • Insight development and identifying the improvement objective would follow a similar path to what was described above. 18
  • 20. ©2016 DCG Software Value Other Techniques • These techniques deal with more complex issues. They can also be used to “spice up” a more basic fare of listing techniques to keep teams involved and interested in the retrospective process. • These techniques are more difficult to execute: – Timeline Retrospective – 6 Thinking Hats Retrospective (based on De Bono’s Six Thinking Hats). – Emotional Trend Line – Often combined with the Timeline technique. It provides an estimate of the team’s emotional state since the last retrospective. – Complexity Retrospective – Draw a complexity radar plot with at least five axes. Engage the team to determine what each axis should be labeled (e.g. data, workflow, code, business problem) and then engage the team to rate each axis. If an axis is rated as complex, ask the team to identify actions to reduce complexity. 19
  • 21. ©2016 DCG Software Value Timeline Retrospective • Goal: The Timeline Retrospective technique develops a visual overview of the events that occurred during the period under investigation. • This technique identifies and isolates the events that impacted the team’s capacity to deliver over a set period of time. It uses distinct colors to identify events (avoid typical red – green colors as colorblind participants may have difficulty). • When To Use: – The Timeline Retrospective is useful for refreshing and re-grounding the memories of team. – If there have not been any intermediate retrospectives. – To provide context to program-level (i.e. multiple projects) retrospectives. – If the team has not been working on the project over the whole lifecycle. – An end of project retrospective. 20
  • 22. ©2016 DCG Software Value Timeline Retrospective in Action • Set Up: Draw a timeline that represents the period since the last retrospective on a white board (or several pieces of flipchart paper). Make sure there is room above and below the line. Secure dry erase markers in a few colors and sticky notes in three colors. – Blue = good events – Yellow = significant events (neither good nor bad) – Red = problem events 21
  • 23. ©2016 DCG Software Value Timeline Retrospective in Action • The process: – Have each team member silently write down on sticky notes the major events, from their perspective, using the color code from above. – Have each team member put their events on the timeline chronologically, placing positive events above the timeline, neutral on or near the timeline, and negative events below the timeline. – Throw out duplicates. – Have the team select someone to walk through the final timeline. – Using the dot voting technique (provide each team member with three dots), rank the event that slowed the project down the most to-date. – Identify tasks and actions that could be taken to solve the problems. Pick the top two or three. – Have the team tell the story of the project for the next sprint or release, if they took the identified actions. This will help validate the choices. 22
  • 24. ©2016 DCG Software Value 6 Thinking Hats Retrospective • Use this type of approach when: – The team has experienced significant challenges. – The team has not established norms on how to interact. – The team tends to be dominated by 1-2 personalities. • The team uses a structured approach to discuss the period since the last retrospective. • The team “wears” one of De Bono’s “hats” at a time, which means all participants talk about a specific topic area at a time. • Each hat represents a particular way of thinking. • Using the hats forces the team to have a focused discussion (collective thinking). • Until you are comfortable with this type of technique, use a facilitator. The facilitator should ensure that the comments are appropriate to the “hat” that is currently being worn. 23
  • 25. ©2016 DCG Software Value 6 Thinking Hats Retrospective in Action • Order of the “hats”: – Blue Hat (5 minutes) – focus on discussing session objectives. – White Hat (10 minutes) – discuss or identify FACTS or information since the last sprint (e.g. we had a hurricane during this sprint). – Yellow Hat (10 minutes) – talk only about the good things that happened since the last retrospective. – Black Hat (10 minutes) – talk only about the bad things that happened since the last retrospective. – Green Hat (10 minutes) – talk only about ideas to solve the identified problems or ideas that would add more significant value in the Product Owner’s perception. – Red Hat (5 minutes) – have each team member come to the white board or flip chart and write two emotive statements about the project during this period. Do this fast and with very little preparation. You want gut reactions. • Finally, have the team review the emotive statements to identify clusters of comments or trends that can be combined with the issues in green group. • From the identified issues, pick 1-2 actions that will improve the ability of the team to deliver and add them to the backlog for the next sprint. 24
  • 26. ©2016 DCG Software Value Strategic Retrospectives DCG AgilityHealth Radar Team Assessments • Three-hour facilitated workshop that focuses on the top areas that affect team performance and health: – Step One: Facilitator works with team to complete the 360 TeamHealth Radar, covering the 5 key dimensions of a healthy Agile team: Clarity, Performance, Leadership, Culture, Foundation. – Step Two: The instructor will engage the team in a healthy and open discussion around analyzing its radar results and reviewing its Strengths, Improvements and Top Impediments to growth. The final output is a team Growth Plan with key outcomes the team wants to achieve within the next few months. • The real value from this workshop is the open and honest conversations to help the team get past any current roadblocks and develop a clear plan of action for getting their performance and health to the next level. • Repeat this strategic retrospective each quarter as a refresh on the “per sprint/iteration” retrospectives 25
  • 27. ©2016 DCG Software Value Strategic Retrospectives DCG AgilityHealth Radar Team Assessments 26
  • 28. ©2016 DCG Software Value Strategic Retrospectives DCG AgilityHealth Radar Team Assessments 27
  • 29. ©2016 DCG Software Value Strategic Retrospectives DCG AgilityHealth Radar Team Assessments • Report Contents: – AHR Charts – Top 5 and Lowest 5 Competencies – Top 5 and Lowest 5 Consensus Competencies – Notes by 5 key dimensions and for last 3 questions: • Strengths • Improvements • Impediments – Growth Plan 28
  • 30. ©2016 DCG Software Value To Summarize: • The Scrum Master or coach needs to help the team address the root cause of the problem. • All Scrum Masters should know at least nine techniques for retrospectives. 1. Affinity Diagramming 2. Sailboat 3. The 4 Ls 4. What …? 5. Timeline Retrospective 6. 6 Thinking Hats Retrospective 7. Emotional Trend Line 8. Complexity Retrospective 9. DCG’s AgilityHealth Rader TeamHealth Assessment 29
  • 31. ©2016 DCG Software Value Contact Us Email: m.harris@softwarevalue.com Phone: 1-610-644-2856 http://www.softwarevalue.com 30 @DCGSWValue /DCGSWValue /company/DCG-Software-Value Measure. Optimize. Deliver. softwarevalue.com