Rewind to fast forward: retrospectives as the essence of Agile
1. Rewind to fast forward
Retrospectives as the
essence of Agile
Luigi Berrettini
@luigiberrettini
# m i n i i a d
# a g i l e
# r e t r o s p e c t i v e s@coderstug
10. Post-mortems / Lessons learned
• Too late to change something
• Useless for different projects or situations
• No focus on team and team issues
• No one cares if project ok
• Witch hunt if project ko
• Often sacrificed to save money
Can you help him?
16. PDCA cycle
Walter Shewhart Edward Deming
PLAN
Decide activities assuming that perfection
could not be reached (experiment)
DO
Implement the plan to get information on
how to do better
CHECK
Analyze: planned versus actual
ACT
Adapt the process
17. At regular intervals, the team
reflects on how to become more
effective, then tunes and adjusts
its behavior accordingly
12th principle of the Agile manifesto
18. Challenging the 12th principle – When?
At regular intervals, the
team reflects on how to
become more effective,
then tunes and adjusts
its behavior accordingly
19. Challenging the 12th principle – Who?
At regular intervals, the
team reflects on how to
become more effective,
then tunes and adjusts
its behavior accordingly
20. Challenging the 12th principle – What?
At regular intervals, the team
reflects on how to become more
effective, then tunes and adjusts
its behavior accordingly
*SPECTIVES
21. Challenging the 12th principle – Why?
At regular intervals, the
team reflects on how to
become more effective,
then tunes and adjusts
its behavior accordingly
22. Challenging the 12th principle – How?
At regular intervals, the
team reflects on how to
become more effective,
then tunes and adjusts
its behavior accordingly
25. The need for ritual
Rituals bring people together,
allowing them to focus on what is
important and to acknowledge
significant events or accomplishments
They give rhythm and familiarity to
an otherwise chaotic life
A basic human instinct, as real,
urgent and raw as our need for
food, shelter and love
26. What is a retrospective?
Meeting to inspect and adapt methods and
teamwork after an increment of work
Safe place for the team to communicate
constructively sharing feedback
Sense-making process to understand what
happens in order to act for improvement
Time for the team to reflect and learn:
improvement doesn't happen by hoping
Provides insights applicable now, to the
current team and business problem
27. Introspection
Raise the visibility of issues and discuss
them before they build up to a crisis
Identify, group and order the major items
that went well and potential improvements
Inspect how the team is doing: people,
relationships, processes, practices and tools
HANSEI
28. Improvement
Build trust and participation creating a safe
environment
Learning from experience, building on what
works, gaining perspective and deciding
what to change
KAIZEN
Devise an actionable plan for improvements
to be enacted before next retrospective
29. Kerth's 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
31. Full-fledged retrospectives
GATHER DATA (30 - 50%)
Create a shared picture of what happened
Focus on looking for both positive and negative events
Expand everyone's perspective
SET THE STAGE (5%)
Get prepared to be more trusting and likely to participate
GENERATE INSIGHTS (20 - 30%)
Identify strengths and issues
Look at causes and effects and think about them analytically
Group and prioritize the generated data
DECIDE WHAT TO DO (15 - 20%)
Pick the top 2 or 3 items where improvement is desired
Discuss the executable action items that address top issues
The team makes a vote on their ability and desire to
commit to execution of each action item
CLOSE THE RETROSPECTIVE (10%)
Reiterate actions and follow-ups, appreciate contributions
and identify ways to make the next retrospective better
39. Choices
MUTUAL two people choose each other
CHAIN A chooses B who chooses C and so on
GAP disjoint clusters of people
STAR most chosen person for a criterion
42. Team development
1. uncertainty: getting one's feet wet
2. visible and hidden conflicts among team members
3. increased cohesion and collaboration
4. full development of group and individual potential
5. group has fulfilled its goals and objectives
1. create an environment that allows sharing
(set the stage)
2. support and promote clarity and clarifications
(relax the time box constraint if needed)
3. the team sets the rules of the game:
do not force, but invite or propose
4. let them work and produce
5. recognize the group members for their accomplishments
and celebrate the group's overall success
43. System dynamics
structures of what is perceived as an attractor
barriers i.e. who is included and who is not
role/identity of a member i.e. that of the team
group diversity: homogeneous groups are dumber
physical environment and workplace culture
A
B
I
D
E
45. Retrospectives on steroids
• Retro box
• No tables
• Change facilitator
• Vary the technique
• Be organized but flexible
• Build a safe environment
• Open honest communication
• Encourage diversity of views
• Listen, ask, clarify, summarize
• Be respectful
• Appreciate successes
• Manage group dynamics
• Use root cause analysis
• Double loop learning
• Look at the big picture
• Ideate and look at the future
47. Smells
• Blamestorming
• Wait for the retro
• Back to the future
• Offline retrospective
• Retrospective in the team room
• Only a few participants
• Everybody is happy
• Reporting to management
• Elephant in the room
• Facilitator doesn't facilitate
• Looking for silver bullets
• Too short retro
49. Gloger's ball point game
• Team members must touch each ball at least once
• Balls must have air-time
• No balls to direct neighbors (left or right)
• Start point is also end point
• 3 iterations:
- 1 min preparation time
- 2 min play
50. Debriefing
• Rhythm
• Inspecting and adapting is better than planning
• Collaboration and communication increase productivity
• Systems velocity can be improved only changing the process
• Theory of constraints:
- stretch goals increase performance
- impossible goals decrease it
• Flow if:
- doable challenge
- meaningful work
- no disturbance during iterations
53. Links
The Scrum primer
The Scrum Guide
Retrospectives.com
Beyond post-mortems
Patterns for iteration retrospectives
Silent birthday
People map
Non musical chairs
IAD 2013 - Retrospettive creative
Multi-directed partiality
Sociometry
Stages of group development
ABIDE model
Retro box
Creative retrospectives
Effective retrospectives
Scrum through the ball point game
Tasty cupcakes
54. Agile in practice: retrospectives after iterations
Agile retrospectives: Making good teams great!
60 second Scrum better retrospectives
How to improve your Scrum sprint retrospective?
Ball Point Game
Videos
55. Images
Ready set go
Clock close up
Mini IAD logo
The ice breaker
Silence
People map
Circle of chairs
The shining
Einstein
Bob Newhart
Stop
Disorganization
Morgue
Delorean
Moonwalk
I define Agile
Upward bow
Exercise
Scientific method
PDCA
Pergamena
Pinned post-it note
Spectives
Wing mirror
Tribe dance
Retrospective
Blackboard
Hansei
Kaizen
USS Enterprise
Mini retrospective
Lego retrospective
Office swimmers
Office jugglers
Facilitation
Facilitator
Attitude
Pat on shoulder
Choice
Friends
Business people
Hands in sand
Hand hold circle
Dave Snowden
Magician
Bicep
Post-its
Success baby
Bad smell
Hands-on
The ball point game
Ball point game moments
Magnifying glass
Agile Retrospectives
Bookshelf
Fun retrospectives
Getting Value out of Retros
Project Retrospectives
The Retrospective Handbook
Web
Colors
Drive-in