Interactive Retrospectives - agiledmv.org · Interactive Retrospectives Your Presenters. Our Hosts Tricia Mulcahy Product Manager, Marriott Host at Marriott, Loving Mother of 3, ensures

Steve MoubrayAgile Transformation Consultant

Community Builder, Facilitator of Coaching Circles, Meetups and Agile

Workshops

Joe TruppoEnterprise Agile Transformation

Consultant

Coach, Trainer, Release Train Engineer and Master Home Brewer

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Interactive RetrospectivesYour Presenters

Our Hosts

Tricia MulcahyProduct Manager, Marriott

Host at Marriott, Loving Mother of 3, ensures the Meetup has a

place to meet

Addam TaitTransformation Architect

Agile Coach, Architect, Seeker of Knowledge

Martine KostanichDirector, CapTech Ventures

Delivery Lead, RTE, Transformation Coach and

Meetup Sponsor

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Agenda

Set the StageGenerate Insight

Gather DataDecide What

to do

Close the Retro

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What is a Retrospective?

Time to reflect and improve

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Retrospective Best Practices

PLANNING

RET

RO

SPEC

T

1 After Sprint Review

2 Before Planning

3 One or two SMART Goals

4 About an hour

5 Review results at next Retro

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Set The Stage (Step – 1)Create a safe open place for people to share. Allow them time to get into the right mindset

Set the Stage

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How to Set the StageAt your table, discuss Good and Bad Behavior when setting the stage

Set the Stage

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Gather Data (Step - 2)Help people remember what happened and not what your cognitive bias remembers

Gather Data

Story points or # of stories. Are the charts smooth or hockey sticks?

Burndown / Burnup

Unit test coverage and open defects

Test Coverage & % Passed

How predictable is the team based on stories or story points?

Planned vs/ Completed

Are we closing stories smoothly or all at the end of the sprint?

Completed in last days

Stability of the Sprint Commitment

Stories added / removedThroughputHow long are stories open? How

long have they been in the backlog?

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Group Exercise #1 – Metrics DataGroup 1

Gather Data

0%

20%

40%

60%

80%

100%

120%

Sprint 1 Sprint 2 Sprint 3 Sprint 4

% Stories Delivered

27%

28%

29%

30%

31%

32%

33%

34%


% Stories Delivered in Last 3 Days

0%

20%

40%

60%

80%

100%


% Stories Blocked During Sprint

0

5

10

15


Stories Planned/Added/Removed

Planned Stories Stories Added

Storied Removed Delivered Stories

0%

20%

40%

60%

80%

100%

120%


% Passed Test Cases

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Gather Data

0%

20%

40%

60%

80%

100%

120%


% Stories Delivered

0%

10%

20%

30%

40%

50%



0%

20%

40%

60%

80%

100%



0

5

10

15





96%

97%

98%

99%

100%

101%


% Test Cases Passesd During Sprint

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Gather Data

0%

20%

40%

60%

80%

100%

120%


% Stories Delivered

26%

28%

30%

32%

34%



0%

10%

20%

30%

40%



0

10

20





96%

97%

98%

99%

100%

101%


% Passed Test Cases

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Gather Data

0%

20%

40%

60%

80%

100%

120%


% Stories Delivered26%

28%

30%

32%

34%



0%

20%

40%

60%

80%

100%



0

5

10

15





96%

97%

98%

99%

100%

101%


% Passed Test Cases

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Gather Data in your TeamsGather

Data

Glad Mad Sad

Worked Didn’t Work

Ideas to Improve

Start Stop Keep

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Gather Data in your TeamsGather

Data

Glad Mad Sad

Worked Didn’t Work

Ideas to Improve

Start Stop Keep

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Generate Insight (Step 3)Why did things happen the way they did? Identify patterns. See the big picture

Generate Insight

What’s the big picture?

Find a different perspective

Patterns?

Does this happen often, are there some like patterns?

Why did things happen?

What’s the root cause and not the symptom?

Generates Conversations

All topics (outside of criticizing teammates) are on the table

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Generate Insight in your teamGenerate

Insight

Five WhysLike a 3-year old, keep asking “Why”

until you find the root cause

Under-cover BossWhat if the customer joined the team?

Set CourseTeam’s on a Treasure Hunt

4 QuestionsAsk 4 simple questions.

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Set CourseImagine you’re on a sailing ship looking for treasure.

1 Where’s the treasure?

2 Where are the hazards?

3 Where do we keep course?

4 Change direction?

Generate Insight

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Undercover Boss

• If the boss was undercover and became part of the team, what would they have seen, heard, felt, thought?

Customer = Boss

UndercoverBoss

See

Feel

Think

Hear

Generate Insight

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4 Questions

What did we learn?

What puzzles us?

What went well?

What should we change?

Generate Insight

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Five Whys

Why?

Why?

Why?

Why?

Why?

Root Cause!

Drill down to the root cause of problems by repeatedly asking 'Why?'Generate

Insight

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Generate Insight in your teamGenerate

Insight

Five WhysLike a 3-year old, keep asking “Why”

until you find the root cause

Under-cover BossWhat if the customer joined the team?

Set CourseTeam’s on a Treasure Hunt

4 QuestionsAsk 4 simple questions.

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Decide “What To Do” (Step 4)Prioritize issues and decide how to address

Decide Whatto do

Prioritize the issues

Force rank, dot-vote, gut feel

Problem solve

Brain-storm on the top 1 or 2 items. More and you loose focus.

Create your SMART Goals

Create action items and hold each other accountable

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Create an Action PlanPrioritize issues and decide how to address

Dot VoteEvery gets 3 dots and puts them on

ideas. Ideas with most dots win!

Action PokerLike planning poker but items get score

of total points. (Can take long time)

Force RankPut ideas in order from top to bottom

Bowl of InfluenceDraw a circle (bowl) place items accordingly1. Controls go in the bowl2. Influence go on the bowl3. No influence outside the bowl

Decide Whatto do

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Create an Action PlanPrioritize issues and decide how to address

Dot VoteEvery gets 3 dots and puts them on

ideas. Ideas with most dots win!

Action PokerLike planning poker but items get score

of total points. (Can take long time)

Force RankPut ideas in order from top to bottom

Bowl of InfluenceDraw a circle (bowl) place items accordingly1. Controls go in the bowl2. Influence go on the bowl3. No influence outside the bowl

Decide Whatto do

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Create an Action PlanDon’t retro and forget

1 Add items to team backlog

2 Create an improvement backlog

3 Post in team space

4 Check every couple of days


Decide Whatto do

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Decide “What to do”Prioritize issues and decide how to address

Specific

SG

Measurable

MO

Achievable

AA

Realistic

RL

Timely

TS

What do you want to do?

How will you know if it helped

or hurt?

Is it in your power to

accomplish?

Can you really do it with other

commitments?

Can it be done in a reasonable

time?

Decide Whatto do

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How to Track Outcome

• Compare Metrics from Previous Sprints

• Compare Team Opinion – are things BETTER?

• Audit Team Compliance

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What did we Learn?

1 After Sprint Review

2 Before Planning

3 One or two SMART Goals

4 About an hour


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What Will you do Now?What can you take with you and how can you help others?

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RetrospectivePlease give us feedback so we can improve for you!

Negative

We need the good and the bad so if there’s anything you’d like us to change, please let us know.

Neutral

Neither positive or negative? Draw a little face like this.

Positive

Add a little smiley face if the comments are positive

Grab an Index Card and a Pen

Any and all feedback is welcome so please provide your honest thoughts. You can write your name if you want us to reach out.

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Documents

Interactive Retrospectives - agiledmv.org · Interactive Retrospectives Your Presenters. Our Hosts Tricia Mulcahy Product Manager, Marriott Host at Marriott, Loving Mother of 3, ensures