picassomonetrembrandtmalczewski + chelmonski the power of retrospection linda rising android...
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Picasso Monet Rembrandt Malczewski + Chelmonski
The Power of Retrospection
Linda Rising
Android programmi
ngSang Shin
The Productive Programme
rNeal Ford
GitLuca Milanesio
Introduction to Scala
Hubert Plociniczak
At regular intervals, the team reflects on how
to become more effective, then tunes and adjusts
its behavior accordingly.
agilemanifesto.org/principles.html
Is that a postmortem?
Project RetrospectivesA retrospective is an
opportunity for the participants to learn how to improve. The focus is on learning—not fault-finding.
Norm Kerth
Agile RetrospectivesHow to mine the
experience of your software development team continually throughout the life of the project.
Reflect and find a better way
Here is Edward Bear, coming downstairs now,
bump, bump, bump, bump, on the back of his head,
behind Christopher Robin. It is, as far as he knows, the
only way of coming downstairs, but sometimes
he feels that there is another way, if only he could stop bumping for a moment
and think of it.
A. A. Milne Winnie the Pooh
Why a retrospective? To learn from the past
We want to believe that learning from experience is automatic, but it requires profound skills.
Experience provides data, not knowledge.
Why a retrospective? To plan the future
People want to improve themselves but usually they don’t know what to work on.
When they get good feedback on specific goals, that releases the natural internal inclination to improve. James Fallows
Why a retrospective?To reach closure
Research shows that when organizations go through changes, people have feelings and thoughts but no place to express them in the normal course of business. Thus, their experience is carried forward as a heaviness that slows them down and keeps them from moving into the new setting with enthusiasm.
Retrospective ExamplesMilitary: After Action Reviews, Navy Lessons
Learned, Coast Guard Uniform Lessons Learned
“Learning in the Thick of It,” M. Darling, Charles Parry, and Joseph Moore,, July-August 2005. Harvard Business Review
Post-Fire Critiqueschiefmontagna.com/Articles/post%20fire%20critique.htm
The CEO & The Monk – corporate funeral
What a retrospective isn’t
No naming, no blaming. But praise is always welcome!
Kerth’s Prime Directive:
Regardless of what we discover, we must understand and truly believe that everyone did the best job he/she could, given what was known at the time, his/her skills and abilities, the resources available, and the situation at hand.
Why take so much time?Memories are short and selective – Challenger
experiment
We tend to focus on recent events, especially if they are painful
Technical people see technical problems, while many (or most) of the problems we face are people problems.
External facilitation is required
Appropriate times for a retrospective
At the end of project While the project is still running
o At milestoneso Heartbeato Custom – response to a “surprise”
What are the driving questions?
What worked well that we don’t want to forget?
What should we do differently? What did we learn? What still puzzles us?
Agile vs. End of Project On an agile project, each iteration should
involve a few small experiments The retrospective questions should focus on
the experiments, e.g. “What worked well about moving the time of our stand-up?”
Agile retrospectives are about getting ready for the next iteration, not about solving all the problems the team has. You may not be able to solve a given problem, but you can always set up a small experiment.
Who should attend? Represent many viewpoints:
DevelopmentMarketingCustomer SupportQAManagers
May split into specialist groupse.g. Testers, Developers, to tackle
special topics
What happensDuring the meeting
Readying Look at the past Prepare for the future
Ground Rules
Examples:Try not to interrupt (use a talking stick)
Speak from your own perspective and not speak for anyone else
No jokes at the expense of anyone in the room
Create SafetyCreate an atmosphere in which team
members feel comfortable talking openly and honestlyEverything is optionalSecret ballot
4 = “No problem” 1 = “No way”
Establish ground rules
Example Exercises Artifacts Contest Offer Appreciations Time Line – agile teams do this in “real-time” Mine for Gold
•Readying•Look at the past•Prepare for the future
What happensDuring the meeting
Time Line Exercise
•Readying•Look at the past•Prepare for the future
What happensDuring the meeting
Time Line Exercise
•Readying•Look at the past•Prepare for the future
What happensDuring the meeting
What worked well? What to do differently? What did we learn? What still puzzles us?
•Readying•Look at the past•Prepare for the future
What happensDuring the meeting
Determine actions to take for the next iteration or release or project
Identify the next “experiment” For agile projects, each iteration should identify
a few small changes and ask “the driving questions” about those changes at the next retrospective
•Readying•Look at the past•Prepare for the future
How is knowledge shared? Web postings. Team meetings, staff meetings, tech forums. Training courses. Interaction during checkups and
retrospectives. Process feedback and knowledge sharing
operates continuously. Minstrels and story-tellers!
How to “sell” retrospectivesThe purpose of a retrospective is learning
To avoid recurring mistakes To identify and share successful practices To prepare for the next iteration and future
projects
Everyone says they want to learn, but few take the time to do so.
Fearless Change: patterns for introducing new ideas, Mary Lynn Manns & Linda Rising, Addison-Wesley, 2005.
Facilitation resourcesInternational Association of Facilitators - certification program
http://www.iaf-world.org/ASTD - American Society for Training and Development - local
chapters http://www.astd.org/index_NS6.htmlISPI - International Society for Performance Improvement -
certification, local chapters http://www.ispi.org/ NASAGA - North American Simulation and Gaming Association
http://www.nasaga.org/Workshops by Thiagi - Freebies http://thiagi.com/Roger Schwartz, The Skilled FacilitatorSam Kaner et al, Facilitators Guide to Participatory Decision MakingIngrid Bens, Facilitate with Ease! Josey-Bass Inc., 2000.R. Brian Stanfield, ed., The Art of Focused Conversation. ICA
Canada,1977.R. Brian Stanfield, ed., The Workshop Book. ICA Canada, 2002. Training and development Yahoo group
http://groups.yahoo.com/group/trdev/Jean Tabaka, Collaboration Explained, Addison-Wesley, 2006
Next Steps Buy and read Norm Kerth’s book: Project
Retrospectives, Dorset House, 2001 Buy and read Esther Derby and Diana
Larsen's book: Agile Retrospectives, The Pragmatic Bookshelf, 2006
Check out Linda’s web site – click on Articles, then Retrospectives
Sign up for the Yahoo group: retrospectives
Retrospectivesa closing thought
from Norm Kerth (and Edward Bear)
… we bump our heads in project after project, day after day. If we would only take a moment to stop and think of alternative ways to proceed, I’m sure we could find better ways to do our work.
Norm Kerth
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