copyright © 2012-2014 by mark j. sebern software engineering process i se-2800-14 sprint review and...
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Copyright © 2012-2014 by Mark J. Sebern
Software Engineering
Process ISE-2800-14
Sprint review and retrospective
Copyright © 2012-2014 by Mark J. Sebern
Sprint Review & Retrospective
• Two “end of sprint” activities
• Sprint review
• Sprint retrospective
How do they differ?
Copyright © 2012-2014 by Mark J. Sebern
Review Participants
Who Role
Scrum team Hear product feedback, answer questions regarding the sprint and product increment
Internal stakeholders
Provide feedback, suggest changes (from what perspective?)
Other internal teams
Provide area-specific feedback (e.g., sales, legal, other development) and sync work
External stakeholders
Provide feedback, suggest changes (who exactly? why?)
Copyright © 2012-2014 by Mark J. Sebern
Review Preparation• Sprint review prework
• Identify participants (specific people)
• Set the schedule (when, duration)
• Confirm sprint work is done (DONE)
Copyright © 2012-2014 by Mark J. Sebern
Review Preparation• Sprint review prework
• Identify participants (specific people)
• Set the schedule (when, duration)
• Confirm sprint work is done (DONE)
Same time each
sprint?
Copyright © 2012-2014 by Mark J. Sebern
Review Preparation
What is the definition of DONE?Who decides?When is the decision made? (at end? JIT during sprint?)Granularity of the decision? (per PBI?)
• Sprint review prework
• Identify participants (specific people)
• Set the schedule (when, duration)
• Confirm sprint work is done (DONE)
Copyright © 2012-2014 by Mark J. Sebern
Sprint review prework
• Identify participants – specific people
• Set the schedule (when, duration)
• Confirm sprint work is done
• Prepare for demonstration – ceremony
level
• Decide who does what (facilitator,
demo?)
Copyright © 2012-2014 by Mark J. Sebern
Review OverviewSprint backlog items (or sprint goal)Potentially shippable product
Groomed product backlogUpdated release plan
Review
1.Present sprint goal, PBIs, actual achievements• Explain any discrepancies
2.Demonstrate what actually got built• What if it cannot be demonstrated? (Really??)
3.Discuss state of the product, future direction of the project• Implicit/explicit backlog grooming
Copyright © 2012-2014 by Mark J. Sebern
Sprint Retrospective
Why?
Copyright © 2012-2014 by Mark J. Sebern
Sprint Retrospective
Why?
More meetings
?
Copyright © 2012-2014 by Mark J. Sebern
Sprint Retrospective
Why?
More meetings
?
When am I supposed to get
some work done?
Copyright © 2012-2014 by Mark J. Sebern
Sprint Retrospective
Why?
More meetings
?
When am I supposed to get
some work done? The New York Times
How about now?
Copyright © 2012-2014 by Mark J. Sebern
Retrospective Participants
Who Role
Scrum team Reflect on the sprint experience from a process point of view
ScrumMaster Lead process discussion, help team focus on fidelity to its own chosen process
Product owner Help address issues with requirements, PBI grooming issues, interaction with team
Other stakeholders
Only if invited by the team; not invited if negative effect on team safety/openness
Copyright © 2012-2014 by Mark J. Sebern
Retrospective Participants
Who Role
Scrum team Reflect on the sprint experience from a process point of view
ScrumMaster Lead process discussion, help team focus on fidelity to its own chosen process
Product owner Help address issues with requirements, PBI grooming issues, interaction with team
Other stakeholders
Only if invited by the team; not invited if negative effect on team safety/openness
In particular, probably no managers.
Copyright © 2012-2014 by Mark J. Sebern
Retrospective Structure
• How much time?
• Location?
• Facilitator?
• ScrumMaster
• Other team member
• Outsider (other ScrumMaster?)
Copyright © 2012-2014 by Mark J. Sebern
OverviewFocusExercises (or prep)Objective dataSubjective dataInsight backlog
Improvement actionsInsight backlogImproved team spirit
Retrospective
• Set atmosphere• Establish shared context• (common perspective from individual ones)
• Identify insights (see following slides)• Determine actions• Close the activity
Copyright © 2012-2014 by Mark J. Sebern
Insights• What worked well, or not?
• Improvement ideas?
• Organize insight backlog
• Cards on wall
A B C
D E F
Copyright © 2012-2014 by Mark J. Sebern
Insights• What worked well, or not?
• Improvement ideas?
• Organize insight backlog
• Cards on wallA
B
C
D
E F
• Silent grouping
• Pre-existing categories?
Copyright © 2012-2014 by Mark J. Sebern
A
B
C
D
E F
Actions• Select insights from new
backlog
• “Dot voting”
• Consider timeframe for changes
• Decide on actions
• Specific task items
• General changes
Copyright © 2012-2014 by Mark J. Sebern
Follow Through
• Sprint tasks
• Include tasks to implement chosen actions
• Not a separate “improvement” effort
• Integrate into the next sprint’s work
Copyright © 2012-2014 by Mark J. Sebern
Retrospective Issues• Not doing one (or not well)
• Superficial, not addressing real issues
• Watch out for the elephant! (safety?)
• Poor execution: facilitation, blame/complain
• Too ambitious (or miss ongoing improvements)
• Lack of follow-through
Copyright © 2012-2014 by Mark J. Sebern
What Else?
• What else did you learn about sprint reviews and retrospectives?
• What questions do you have?
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