Retrospectives are Agile Foundation
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The document discusses the importance of retrospectives in Agile and Scrum practices, emphasizing the need for continuous improvement through the PDCA (Plan-Do-Check-Act) cycle. It outlines various exercises and techniques aimed at fostering team reflection, generating insights, and deciding on actionable improvements. Key components include creating a safe environment for discussion, gathering data, and prioritizing actions for enhancing team effectiveness.
Retrospectives are Agile Foundation
- 1. Retrospectives Agile Foundation Inês Santos – Agile Coach
- 2. Me, Myself & I 1995-2000 2000-2006 2007-2009 2009-2015 2016-now
- 3. “It is not enough to do your best; you must know what to do, and then do your best.” - W. Edwards Deming
- 4. William Edwards Deming was an American engineer, statistician, professor, author, lecturer, and management consultant. Born: October 14, 1900 Died: December 20, 1993
- 5. PDCA The PDCA Cycle is a systematic series of steps, for gaining valuable learning and knowledge, for the continual improvement of a product or process.
- 6. PDCA PLAN D C A 0 identifying a goal or purpose, 0 formulating a theory, 0 defining success metrics, and 0 putting a plan into action.
- 7. PDCA P DO C A 0 in which the components of the plan are implemented, 0 such as making a product.
- 8. PDCA P D CHECK A 0 the Study step, 0 where outcomes are monitored to test the validity of the plan for signs of progress and success, or problems and areas for improvement
- 9. PDCA P D C ACT 0 closes the cycle, 0 integrating the learning generated by the entire process, 0 which can be used to adjust the goal, change methods or even reformulate a theory altogether.
- 11. Scrum
- 12. Scrum Pillars
- 14. Scrum as a PDCA cycle
- 15. Scrum as a PDCA cycle Do CheckAct Plan
- 16. Scrum as a PDCA cycle Do CheckAct Plan
- 17. Scrum as a PDCA cycle Do CheckAct Plan
- 18. Scrum as a PDCA cycle Do CheckAct Plan
- 19. Scrum as a PDCA cycle Do CheckAct Plan
- 20. Retrospectives as agile foundation 0 Core of any successful Agile or Scrum environment 0 “…team reflects on how to become more effective.” 0 A method of learning through your mistakes
- 21. Place retrospectives on the central stage
- 22. Place retrospectives in the main stage 0 Motivate the team to participate 0 Plan the agile retrospective 0 Make the retrospective a safe place to express issues 0 Apply different feedback techniques
- 24. Set the Stage Goal: Help people focus on the work at hand Includes: 0 Simple welcome 0 Restate purpose of retrospective 0 Remember session timeframe Exercices: 0 1 Word 0 Weather Report 0 Temperature Reading
- 25. Gather Data Goal: Create a shared memory; highlight pertinent information about the problem, both facts and feelings. Exercices: 0 Hot-air ballon 0 Speedboat 0 Proud & Sorry 0 Sprint timeline
- 26. Generate Insights Goal: Asking why (examine conditions, interactions and patterns) and begin to think what to do differently Exercices: 0 Force Field Analysis 0 Five Whys 0 Fishbone
- 27. Decide What to Do Goal: Generate and prioritize valuable, clear improvement actions Exercices: 0 Dot voting 0 Open the box 0 Circle of questions
- 28. Close the Retrospective Goal: Retrospective on the retrospective Exercices: 0 Retro dart 0 Take aways 0 One word before leaving
- 29. Debrief 0 Agile retrospective is a powerful and useful tool 0 Clearly identify good practices and rejoice 0 Go deep to the issues root 0 Brainstorm and decide on improvement actions 0 Plan, Do, Check, Act
- 30. Thank You!
Editor's Notes
- #3: FEUP =Telecom + Erasmus @ Paris Siemens = Início de programação, de perceber o processo de DEV de SW, Ser parte da equipa -> dev / qa / doc, 1º contacto com scrum -> daily meetings Qimonda = Perceber ambiente industrial vs empresas de serviços Primavera = Definição de todo o novo processo de DEV à luz do Scrum
- #5: eminent scholar and teacher in American academia for more than half a century. published hundreds of original papers and books covering a wide range of interrelated subjects-from statistical variance, to systems thinking, to human psychology. was a consultant to business leaders, corporations and governments around the world …inspiring and guiding the spectacular rise of Japanese industry after World War II, and the resurgence of the American automobile industry in the late 1980s. He was a visionary, whose tireless quest for the “truth” and unwavering belief in "continual improvement" led to a set of transformational theories and teachings that changed the way we think about quality, management and leadership. Ele foi um erudito eminente e professor na academia americana durante mais de 50 anos. Ele publicou centenas de artigos e livros que abrangem uma ampla gama de assuntos inter-relacionados - da variância estatística, sistemas e sistemas de pensamento, a psicologia humana. Foi consultor de leaders de negócios influentes, empresas poderosas e governos em todo o mundo. Isso incluiu inspirar e orientar o crescimento espetacular da indústria japonesa após a Segunda Guerra Mundial, e o ressurgimento da indústria automovel americana no final dos anos 80. O impacto de suas idéias revolucionárias foi comparado com o de Copérnico, Darwin e Freud. Outros referiram-se a ele como o pai da terceira fase da Revolução Industrial. Ele era um visionário, cuja incansável busca da "verdade" e da crença inabalável na "melhoria contínua" levou a um conjunto de teorias transformacionais e ensinamentos que mudaram a maneira como pensamos sobre qualidade, gestão e liderança.
- #6: Also known as the Deming Wheel, or Deming Cycle, the concept first introduced to Dr. Deming by his mentor, Walter Shewhart is a continuous quality improvement model consisting out of a logical sequence of four repetitive steps for continuous improvement and learning:
- #9: where we monitor the outcomes and check for success or problems, and áreas for improvement
- #10: Integrate what we learned, Put the actions into place These four steps are repeated over and over as part of a never-ending cycle of continual improvement.
- #11: These four steps are repeated over and over as part of a never-ending cycle of continual improvement.
- #13: Transparency, Inspect & Adapt
- #21: scrum does not work if retros don’t work A great opportunity for the team to discover its weaknesses and to make changes to continually improve the way in which the team functions Retro functions to provide “Closure: it’s difficult to start something new when something else remains mentally or emotionally unclosed”. To go ahead with a new sprint, the last sprint must be closed entirely, and agile retrospective is the perfect way to do this.
- #22: Place retrospectives in the main stage CULTURA MENINOS
- #23: 1. There is no use to this activity if the team does not actively participate. For breaking the ice for new team members or team members that are new to agile.. 2. 3. Your team should be completely comfortable in expressing their issues or concerns. Nothing should be left behind due to hesitation to speak up. 4. Different feedback techniques ensures higher motivation to provide feedback and increased brainstorming capabilities.
- #24: popularized by Esther Derby and Diana Larsen in their book Agile Retrospectives. It has 5 sections, each with a specific goal.
- #26: The team will be working towards creating a shared image of the current situation based on what they know now.
- #27: is about coming to solution on how to deal with the problems that gather data has revealed. looking for solutions. you may need to dig deeper, hence get extra information/data.
- #28: Too many activities can be overwhelming Focus in the one you think will have more outcome
- #29: Add cards to backlog, keep actions visible during the sprint: Sprint backlog Improvements backlog Pop-corn flow (Claudio Perrone)
- #30: agile retrospective is a powerful and useful tool for any team that is looking to increase efficiency and adopt a model of continuous improvement. However, in order to be fully effective it is required that retrospectives are done properly.