The Art of Retrospectives – Joanna Khoury
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This document outlines a plan for conducting retrospectives for Agile and non-Agile teams. It introduces 5 different retrospective techniques: Simple 2 Questions, Simple 4 Questions, Star Fish, Sail Boat, and 5 Whys. It also discusses the 6 Thinking Hats technique. The document emphasizes the importance of establishing the right atmosphere and explains that a retrospective is a regular meeting held every 2-3 weeks to evaluate processes. It concludes by proposing a Heart Beat retrospective for the attendees to try.
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The Art of Retrospectives – Joanna Khoury
- 1. Retrospectives For Agile and Non Agile Teams: Dial 511! By: Joanna Khoury
- 2. Thank you to our sponsors GOLD SILVER BRONZE HOST
- 4. Our Plan: Dial 511 ! • What is a Retrospective? • 5 Retrospectives • 1 Most Important reason behind a successful retrospectives. • 1 Retrospective we will try together!
- 8. A Retrospective is... a Meeting! • Attendees: Us (team) + leader / Scrummaster… • Purpose: Auto-evaluate our process. • Location: Outside the team room! • Schedule: Every 2 to 3 weeks (Fixed / Recurrent) • Time-box: 30 to 90 mins. • Output: plan of action
- 11. Action Plan! SIMPLE 4 QUESTIONS What went well? What to improve? What should we stop doing? What should we keep doing?
- 12. STAR FISH
- 13. SAIL BOAT Our Goal The Risks Action Plan! To leave behind! What to take with us Things ahead What is holding us back? What helps us?
- 14. 5 WHYS I received a warning I arrived late class I wake up late Alarm didn’t go Batteries died Why Why Why Why Why Action Plan:Action Plan: Buy new batteries for Alarm.
- 15. 6 DEBONO HATS What’s gone well? What do we know? Big Picture - facilitator How do we feel? What to improve? What to change?
- 16. Successful Retrospectives 5 Retrospectives! Right Atmosphere! 1 Most Important reason for success
- 17. Right Atmosphere I am the manager This is how things should go!
- 18. We are all in one boat!
- 19. Right Atmosphere
- 20. Right Atmosphere
- 21. Right Atmosphere
- 22. Right Atmosphere
- 23. 5 Retrospectives! 1 Right Atmosphere! 1 Retrospective to try NOW!
- 24. Our Heart Beat Retrospective! Atmosphere Timeline What went well What to improve Circle of Concerns Prioritize Vote Action Plan
- 25. Thank You! Joanna Khoury Scrum Coach, Management Consultant Joannakhoury1@gmail.com Joanna@scrumarabia.com ScrumArabia www.scrumarabia.com
Editor's Notes
- Good Morning, My Name is Joanna Khoury, I am a Scrum coach and a management consultant. My presentation was called the Art of Retrospectives but I discovered there is another presentation with the same name so I call it Retrospectives 511 It is mainly about how Retrospectives can be useful for both agile and non agile teams.
- Gold Sponsors: UKTechHub Lebanon and Infosysta Silver Sponsor Upward Consulting Bronze Sponsor: Scrum Alliance Host: American University of Beirut
- Le Commerce du Levan, Naharnet, Alt City, Berytech, Mie, The World Bank, MENAVersity, Business motion, tesla amazing and the organizer Agile Lebanon.
- In this 40 minutes presentation, we will go quickly over what is a retrospective than we will dial 511: 5 Retrospectives to select from, 1 most imporant reason behind a successful retrospective and 1 Retrospective we will try together.
- We all ask ourselves how can we use the lessons of the past to improve our future, this is simple the retrospective.
- For Scrum Teams, the Retrospective is the event or meeting held at the end of each sprint to evaluate the process in the last sprint and improve it.
- Kanban teams call it Kaizen change for good. In PMP we call it lessons learned.
- A retrospective can be used outside agile, it is simply a meeting that you can add to whatever process or framework you are using. The purpose of this meeting would be to CONTINOUSLY improve your process by little steps each time. Attendees of this meeting are the team and their team leader or scrummaster, in some cases I would advise that the team alone do the retrospective. Purpose is to auto evaluate the process. The meeting location should be outside the teams room because this is the most honest meeting that the team will do and in some cases some hard feelings might arise so better having them arise outside the regular team room. The retrospective should have a fixed schedule and a time box of 30 to 90 mins maximum. The output should always be a plan of action for what to improve for the next iteration.
- A simple two questions retrospective is what went well during the last iteration and what to improve for the next one. Each team member answer these questions by writing on sticky notes, these will be put on the wall as shown and based on what to improve the team decide on a plan of action for the next sprint. Usually the team selects what is the most important and urgent issues to improve as they need to have achievable goal otherwise nothing is improved.
- When publishing my article “5 Agile Tools you can use even if you are not using Agile” https://www.linkedin.com/pulse/fiveagile-tools-you-can-use-without-making-drastic-changes-khoury?trk=prof-post Jonathan Jenkins who is an agile coach added a comment about 4 questions he likes to ask in retrospectives specially for new teams (1) What went well? (2) What didn't go well? (3) What should we keep doing? (4) What must we stop doing? As these are more direct and "closed". Questions 3 and 4, often tend to be the actions / activities the team decides on.
- The star fish retrospective is based on the classical 3 questions retrospective: What went well, what didn’t go well, what should be improved. Instead you draw a star and you label the sections Keep, More, Less, Start and Stop. As their name indicates the team will write on sticky notes what they think should keep doing, do more, do less, start doing and stop doing. Out of it you deduce a plan of action for the next iteration. As this is a 40 minutes presentation and I would like to try a retrospective together I will not go into details of how to process each retrospective, If you wish to try any of the retrospectives mentioned here you can easily find information about it online.
- Boat variant (with post-its) You simulate the iterations to a boat trip where the team should go from one location to the other. You draw the boat, this is your team. You draw on right: the beach with the palm trees this is our goal or the team goal You draw the left: the rocks, these are the risks You ask the team to write on sticky notes all the things they should leave behind or stop doing and put them on the left. To the right you put all the tings you should do to reach your goal and if there is something you want to keep doing from last iteration you put in the boat to carry with you. You can add an anchor to what is holding you back from reaching your goal and some wind to what is helping you to reach that goal and ask the team to write what is holding them back and what is helping them on sticky notes as well. Finally your plan of action is deduced from what is written by your team.
- The 5 whys are know in problem analysis. It is know that if you want to find the root cause of a problem you ask yourself 5 whys and usually the answer to the 5th why is the root cause analysis of the problem. Here we will take the example of a student who got a warning . Problem: I received a warning. Why?....
- Blue hat (big picture) - belongs to the facilitator Yellow hat (positive) - what's gone well? What resources do we have? Black hat (negative) - what needs improvement? What risks can we see? White hat (facts) - what do we know? What do we need to learn? Green hat (creative) - what changes do we want to make? What actions to take? Red hat (emotion) - how do we feel about that? Is this the best we can do?
- By now we got an introduction on what is a retrospective and we dialed 5 retrospectives. We will dial !: the most important reason for a successful retrospective. It is the RIGHT ATMOSPHERE!
- When running a retrospective you need to remind your team that we are all one team, we are all in one boat! We will reach the shore together or drawn together!
- Installing Trust before you start the retrospective, you should give your team a safe environment to express themselves. Your team should trust that no matter what they say it will not be backfired against them.
- People are shy, and they might be afraid to express their opinions you should give them the courage to say things as they are otherwise things will not be improved.
- When trust and courage are there, your team will be more open to say things. Openness is the 3rd most important criteria for a successful retrospective.
- Trust that what we are saying will not back fire against us will give us the courage to say things as they are, this courage will allow us to be open and express our ideas, Respect allows us to respect others ideas and see their point of views as valuable as ours. Respect is what makes us as a team avoid conflicting situations, shouting and pointing fingers and reach a mutual responsible agreement. Without mutual Respect a retrospective doesn’t lead to a fruitful action plan.
- We have Dialed 5 for 5 retrospectives 1 for the right atmosphere to be and we will now dial the last 1 and try one retrospective ourselves.
- We will try the heart beat retrospective it has 6 steps. Step 1: set an atmosphere of trust, respect and openness to encourage the team members to talk freely. Step2: build a timeline of the most important things that happens to each team member during the last iteration, ask each team member to write that on a sticky note and stick it on the wall in a physical timeline. Step 3: Ask the team members to write what went well during the last iteration (these are the things we should keep doing) Step 4: Ask the team members to write what to improve for the next sprint. Step 5: Decide with the team what is inside our circle of concern to improve and what is not. Step 6: vote on what to improve for the next sprint (depending on team size and items to improve we can use coins and give each team member 1 or 2 coins to buy the most important items to improve) At the end based on the voted items we set a plan of action for next iteration, it is mainly to improve the selected points. As a person running the retrospective you need to share this plan of action with your team members and follow up on accomplishing it.
- Thank you very much!