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Buy-in from professional is crucial to make changes succeed in organizations. Many improvement programs fail when professionals are insufficiently involved during the changes. Agile retrospectives can be used to do continuous and lasting improvements in organizations. They are owned and done by the teams, who decide when, where, and how they will change their way of working. This is why agile retrospectives are a sustainable approach for improvement. For a summary of this presentation, see http://www.benlinders.com/2013/sustainable-improvement-through-agile-retrospectives/.
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Ben Linders Advies
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Sustainable Improvement through
Retrospectives
SEPG Europe, november 15, 2013
Ben Linders Advies
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On the agenda today …
• Improvement buy in from “the workforce”
• Agile Retrospectives: Effective improvement
• Your role as improvement manager
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Quality & Defect Prevention
Agile & Lean Coaching
Process Improvement
Organizational Development
CMMI / People-CMM Assessor
veranderproject.nl Enterprise Agile Agile People & Organization WorkImprovers
Who is Ben Linders?
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Better Process Improvement
• Business Results
Focused Improvements
Learn to Improve
• Model is a tool, not solution
Apply-Measure-Learn-Adapt
• Empowered Professionals
Continuous Agile & Lean Change
Uncovering Better Ways to do Process Improvement
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Retrospectives
Why: To help teams to solve problems and improve themselves!
Learning from doing
Reflect, adapt and improve
Focus upon
• Team
• Self steering
• Collaboration
• Value
Why Agile Retrospectives
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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.”
Norm Kerth
www.retrospectives.com/
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Retrospective Exercises
• Asking questions
• One-word retrospective
• Root Cause Analysis
• Timeline
• Flow and Energy
• Asking Why?
• Strenghts (Solution Focused)
• Perfection game
• Action priorities
• Retrospective of Retrospectives
Pocket Book on Agile Retrospectives
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Examples
The Sprint that failed
• Trust and Empowerment
• Teamwork
The team that wasn’t a team yet
• Getting to know each other
• Skills & Open Culture
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Adopting Retrospectives
• Purpose
• Capable Facilitators
• Do and Learn
Focus on
• Mindset & Culture
• Listen to Resistance
How to Adopt Agile Retrospectives
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Workforce Buy-In
• Actions by the team, for the team
• Empowerment
• Sustainable
• Use of Strenghts
• Involve Product Owners
• No handovers
• Lead your own improvement journey
Retrospective Benefits
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Leading Retrospectives
Roles
• Facilitator – Servant Leader
• Coach – Support Change
• Manager – Arrange for Change
All roles are needed
Play the game
Action is in the interaction
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Business Value Retrospectives
• Empower teams
• Understanding iso Blame
• Few Vital Actions
• Get to the Root Causes
• Follow Up on Actions
• Vary Retrospective Exercises
Getting Business Value out of Agile Retrospectives
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Valuable Agile Retrospectives
Getting Value out of Agile Retrospectives
A Toolbox of Retrospective Exercises
By Luis Gonçalves & Ben Linders
Soon to be released on:
• InfoQ
• Leanpub
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Sustainable Improvement
What have you learned:
• How to get buy in for improvements from “the workforce”
• What makes Agile Retrospectives effective for continuous
improvement
• How does Agile and Retrospectives change your role as
improvement manager
More information:
• Retrospectives.eu
• Agile Retrospective Resource Wiki
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Contact
Ben Linders Senior Consultant [email protected]
@BenLinders
www.linkedin.com/in/benlinders
www.facebook.com/BenLindersAdvies
www.benlinders.com
Veranderproject De Menselijke Maat in Veranderen
www.veranderproject.nl
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Background Information
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Becoming Agile and Lean
Ask yourself:
• How Agile are you?
• Where do you want to become
more Agile, and why?
• What can you do next?
Journey to Become Agile and Lean
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Assessing yourself
• Readiness
• Agile / Scrum Practices
• Culture & Mindset
• Agile Fluency
• Roadmaps for Adoption
• Maturity
Agile Self-Assessment
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Agile Process Improvement
Expected benefits:
• Collaboration PI team and
stakeholders
• Deployment (over defining)
processes
• Adopt to changes
• Incrementaly, ROI
• Learn to work Agile
Process Improvement: The
Agile Way
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Golden Rules for PI
• Dare to share, Early & frequently
• The result depends on team – Not individuals
• The one who starts something is not
necessarily the one to finish it
• The one’s working on a task are the right
people
• You may critique anything, but never criticize
anyone
Golden Rules for Agile Process Improvement
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Agile using the People CMM
Implementing Agile with the People-CMM
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Resistance to Agile?
• Talk with them
• Listen what they have to say
• Take them seriously
• Ask why and how
Resistance = Information!
Dealing with Resistance
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Articles on Agile and CMMI
• CMMI V1.3: Agile
• Scrum Project Management Practices Support the CMMI
• CMMI Roadmaps: Improving IT for the Business
• CMMI V1.3 Process Areas
• CMMI or Agile: Why not embrace both!
• Implementing Agile with the People CMM
• Uncovering Better Ways to do Process Improvement
• Quality Software with Agile Teams
• What Drives Quality?
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Articles on Effective Agile
• Becoming Agile and Lean
• Succes Factors for Using Scrum and Getting Benefits
• Process Improvement: The Agile Way
• Golden Rules for Agile Process Improvement
• How to deal with Resistance when Implementing Agile
• Managing Projects with Agile Teams
• Agile Project Management
• Establishing and Maintaining Stable Teams
• Getting Business Value out of Agile Retrospectives
• Sharing Knowledge is Power
• Are your Professionals Empowered?