hohmann luke sgcal enterprise retrospectives€¦ · enterprise retrospectives luke hohmann founder...
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EnterpriseRetrospectives
LukeHohmannFounder&CEO,Conteneo
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Seealso:http://www.innovationgames.com/2014/06/how-to-run-huge-retrospectives/
EnterpriseRetrospectivesASA memberofalargeorganizationpracticingAgile
INEED tofindwaystoscaleretrospectives
SOTHAT Icancontinuetohelpmycompanyimprove.
ACCEPTANCECRITERIA:
q Iwillhaveabetterunderstandingofwhatis/isn’tworkingwithmycurrentretrospectivepractices.
q Iwillbeabletodetectwhenteam-basedretrospectivesarestartingtoprovidelessvaluetomyorganization.
q Iwillhavelearnedtheoutlineofascalableprocessforplanning,facilitatingandanalyzingresultsintohigh-impactinitiatives.
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AboutLukeHohmann• Founder/CEOofConteneo• Author,speaker,blogger• Philanthropist
StrategyEngine
AlignmentEngine
DecisionEngine
IdeaEngine
OurPurpose
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Webelievethatempowered,collaboratingteamsaretheworld’sbesthopeforsolvingtheproblemsweface.
Webelievethatteamsworkbetterwithframeworks.
Wedesignandbuildawesomeframeworksandsupporttheirscalableusethroughsoftware.
Webelieveyoucandothistoowhichiswhywespeak,teachandshareourworkbroadly!
Retrospecting Retrospectives
+ Δ
RetrospectiveOutcomes/ImpactDrawacurvethatcapturestheimpactorbenefitsofyourretrospectivesovertime.Captureanykeyinflectionpointsorchangesyou’vemade.
time
impact
low
high
ExploringYourFrameWhatwasthe“scope”whenyouansweredthisquestion?(e.g.,asingleteamor?)
Didyourcurvehaveanydips?
Whatmightbethecauseofthesedips?
Couldtheybewarningsignsoflargerproblems?
DesignChallengeDesignaneffectiveretrospectivefor30Scrumteamsinthreelocations.
Constraints:Youdonothaveenoughbudgettoflyeveryonetothesamelocation.
Agenda• MotivationsforEnterpriseRetrospectives• ProcessOverview• ExpectedResults• TakingAction
RetrospectiveOutcomes/Impact
Impact/Benefit
high
low
EarlyAdoption
TeamMaturation
OrganizationalLimits
WhyBother?
time
WarningSigns...
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Areyougettingthingsdone?
C
BA
RepeatedRootCause
Lackofownership
Traditional retrospectivesfocusonasingle,co-locatedteam.
Theycanproduceresultsthatimprovetheperformanceoftheteam,butoftenfail toaddresstheneedsoftheenterprise– theissuesaffectingmultipleteamsorbeyondthescopeofcontrolofanysingleteam.
SingleTeamRetrospectives
ImageCredit:http://www.cornetdesign.com/images/AgileRetrospectives_134B2/IMG_0016.jpg
Youhavemany Agileteams.
Toimproveperformanceoftheenterpriseyouneedtoconductanenterpriseretrospective– notjustoneteam– buteveryteam.
ImprovingEnterprisePerformance
ThereareLotsofRetrospectiveTechniques
ToScaleWeUseOnlineRetrospectives
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SpeedBoat isawell-knownretrospectivetechniqueinwhichteamscollaborativelyidentifytheanchors slowingthemdown.
PlayingSpeedBoat onlineandatscale,wecanefficientlyconductanEnterpriseRetrospective.
Theresult?AnEpicWin!
SettingScopeWehavefoundsuccessinsettingscopeasfollows:
TimeScope:Last6monthsorlastrelease,whicheverisgreater
ProcessScope:Thecompletedevelopmentprocessfromstorycreation,throughdevelopmentandintoproductiondeployment(releasetocustomer).
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Step1:IdentifytheTeams
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Weidentifytheteamsandthefacilitators.
Step2:ConductRetrospectives
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WescheduleandconductonlineretrospectivesusingSpeedBoat.
Anchor: ImpedimentPropeller: GoodStuff
Placementindicateshowbad orhowgood.
Thenumberofitemsissharedamongallplayers.
Good
ReallyGood
SomewhatBad
Bad
ReallyBad
RepresentativeResults
Step3:AnalyzingResults
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Wedownloadtheresultsofallgamestocategorizeeachoftheideas.
CategorizeEachIdea
CreateProject
DescribeFeatures,Benefitsand
Price
Team&EnterpriseProjects
Categorize:People,Process,Technology
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People
Tools/TechnologyProcess
“WeshoulduseGitHub”
“MyPOdoesn'tattendplanningmeetings”
“Wearen’tclearonthemeaningofDone,Done”
Categorize:ScopeofControl
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“WeshoulduseGitHub”
“MyPOdoesn'tattendplanningmeetings”
“Wearen’tclearonthemeaningofDone,Done”
WeuseDianaLarsen’sCirclesandSoup frameworktohelpanalyzeresults.Thishelps
Thisisalsoanexcellentonlineretrospectivetool!
www.innovationgames.com/circles-and-soup
PositivityBias
Apervasivetendencyforpeople[teams],especiallythosewithhighself-esteem,toratepositivetraitsasbeingmoretrueof
themselvesthannegativetraits.
GoodIdeasorActualExperience• Reviewpropellersandassociatedchatlogstoidentifybiases:• Aspirational:Wecoulddothis…• Prescriptive:Weshould dothis…
• You’rejobistocreateinterpretations ofthedatabasedonyourexperience.
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LookforthePatterns!
Useavarietyoftoolstohelpyou!Excel,Qlikview…
EnterpriseOpportunities“TheSoup”
42ScrumTeams(350People)
SpeedBoatRetrospective
TeamsareCooking!
Red==anchorGreen==propeller
VisualAnalysisofResults
KeepDoingGoodStuff– AddressOppty
CreateProjectstoAddressImpediments
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Entireprojectlist.
Teamprojects.
Enterpriseprojects.
SelectingProjects• Managementreviewsourresults.
• Projectsareselectedandengaged.• Someprojectsmaybejust“approved”.• WemayplayadditionalInnovationGames®suchasBuyaFeaturetohelpintheselectionoftheprojects.
• ImplementprojectsusingScrum(createProductBacklogItems,coordinatemultipleteamsthrough“syncsprints”,etc.).
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SharingResults• Resultsaresharedwiththeteammembers.
• Thismaybethrough• SeniorLeaders• ScrumMasters
• Wewanttheparticipantstoknowthey’vebeenheardandthatwe’llbeactingontheresults.
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TimeEstimates
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Planning/GoalSetting2-3weeks
GamePlay1 week
Post-Processing2-3weeks
Projects?1- 5months
Bonus?Innovation!
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CurveJump
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CurveJumpisaframeworkthathelpsteamsidentifyevolutionary,newandradicaltechnologies.
Summary
Wantmoreinformationonretrospectives?• http://www.innovationgames.com/2014/06/how-to-run-huge-retrospectives/• https://www.scrumalliance.org/community/articles/2013/december/retrospective-the-fun-way• https://www.scrumalliance.org/community/articles/2015/november/big-picture-retrospectives
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LukeHohmannFounder&CEO,Conteneo,Inc.
1296KiferRd.,Suite601Sunnyvale,CA94086mobile:(408)[email protected]