Retrospectives are like teenage sex: everyone talks about it, nobody really knows, how to do it ...

Retrospectives are like teenage sex: everyone talks about it, nobody really knows, how to do it ...

Transcript

1. Retrospectives are like teenage sex: everyone talks about it, nobody really knows, how to do it... @malagaagile
2. Birthday New Year
3. Where am I now? How have things gone? How could I do things better? Am I the type of person I hoped to be? What might I do differently next time?
4. Maybe if I had clearer goals and more frequent birthdays/new year….
5. When we say retrospective, what do we have in mind? “Special meeting where the team gathers after completing an increment of work of inspect and adapt their methods and teamwork”
7. Retrospectives help people improve PRACTICES HANDLE ISSUES CONSTANTLY SURFACE OBSTACLES
8. Retrospective Structure: 1.- Set the stage 3.- Generate insights 2.- Gather data 5.- Close the retrospective 4.- Decide what to do
9. 1.- SET THE STAGE Help the group to think and learn together Helps people focus on the work at hand Promote everyone’s participation Avoid that someone doesn’t speak for the rest of the session It reiterates the goal of the time the team has together in the retrospective Contributes to creating an atmosphere where people feel comfortable discussing issues
10. When people don’t speak early, the may not contribute at all and may not buy into the team’s insights and decisions
11. 2.- GATHER DATA
12. 2.- GATHER DATA Meetings, Decision Points, Changes in team, membership, milestones, celebrations…. Burndown charts, velocity, defect counts, number of stories completed, amount of code refactored,... Users Stories completed and uncompleted. Events Xxxxxx x xxxxx xx xxxxxxxxxxx x 0 4 Metrics Features or US completed Hard facts are only part of the data. Feelings are at least half of the story. Feelings tell what’s important to people about the facts and about the team
13. The F word Without feeling data, the team may not address the topics that are most important to them
14. When was coming to work “just a job”? When were you excited to come to work? What were the high points? and the low? When were you (fill in an emotion word -- mad, sad, surprised)?
15. 3.- GENERATE INSIGHTS
16. 3.- GENERATE INSIGHTS 2 3 4 1 EXAMINE CONDITIONS EXAMINE INTERACTIONS AND PATTERNS INVESTIGATE BREAKDOWNS AND DEFICIENCIES LOOK FOR RISKS AND UNEXPECTED EVENTS OR OUTCOMES Look for the causes and effects, and think about them analytically.
17. It’s also a time for the team to think together These insights help the team see how to work more effectively -- which is the ultimate goal of any retrospective
18. 4.- DECIDE WHAT TO DO
19. Your primary job is to provide structure and guidance for your team to plan experiments and actions
20. Even when your team doesn’t have direct control, your team can take action to influence or change their own response. Avoid the DO-Nothing Retrospective
21. 5.- CLOSE THE RETROSPECTIVE All good things come to an end, even retrospectives
22. Using this structure will help your team to do the following: Understand different points of view Follow a natural order of thinking Allow discussion to go where it needs to go Leave the retrospective with concrete action and experiments for the next iteration
23. Dream team Retrospective 10th February ‘16 1
24. Participants:
25. Regardless of what we discover, we understand and truly believe that everyone did the best job he or she could, given what was known at the time, his or her skills and abilities, the resources available, and the situation at hand. Retrospective Prime Directive
26. Summary Time to “arrive”, get into The right mood and focus On the goal Set the Stage Gather Data Help everyone remember And create a shared pool Of information Generate Insight Why did things happen this way? Any patterns? See the big picture Pick what to work on and plan concrete steps of action Decide What to Do How could the retrospectives Improve? Also clarify follow-up Close the retro
27. Set the Stage Three Words (#82) 1
28. Three Words: Everybody sums up last iteration in 3 words 1. Pepito Fast Big Good Juanito Productive Smooth Challenge Jaimito Effort Fast Crazy Maria Fast Good Easy Josefa Different Good Unstable Raimundo Quick Easy Productive Amador Collaboration Forward UATs Paula Design Team Impact Beatriz Productive Hand-raise Testing
30. Gather Data 4Ls(#78) 2
31. 4L: Regarding the last iteration, participants brainstorm individually for each 4 questions: 2. What I loved Sample Sample What I learned Sample MO: Work on the Online styleguides New Board What I Lacked What I longed for Develop re-usable components SJ: QA workflow Work on the Online styleguides Make decisions together with team JIRA board UAT&PR in paralallel is necessary The quick pace. Analisys the TOTP solution Team effort Rosetta inner working About the process and wordpress Better devops teamwork Time Tiime More time to dicuss about designs New functionalities TOTP, secure cookies, user browser uniqueness New site setup Smooth transition New Board Efficient merging of assets Consistency across multisites Consistency in platforms Keep product related stories Bigger team Collaboration Sample Time to improve workflows Having more QAs Spend more time to analise and check differents approachs Quick testing Develop some US / Bug More frontend development Improve legacy code Sites migration Participation to daily Manage expectations
32. Generate Insights Brainstorming (#10) 3
33. Brainstorming: Generate lots of ideas and filter them against your criteria 3. Be sure all team know the scope of our work. Improve consistency across multiple product in EBO Schedule 20min/day for UATs Consistency in Ebury platforms and onboarding process 100% Coverage in API using SoapUI and integrate it in Jenkins Workflow MO: Design consistency in between Website <> careers <> Knowledge base, and the rest of the platforms Review priorities in more details and share again Integration tests developed by QA (Less manual tests) UnitTesting Remove multi lingual support where not necessary Clean database and identify obsolete site table Visit to Malaga at least once a quarter Open design for developers and get feedback quickly House exchange: Ebury couch-surfing
34. Decide What to Do Merge(#21) 4
35. Merge: Condense many possible actions down to just two the team will try 4. Be sure all team know the scope of our work. Improve consistency across multiple product in EBO Schedule 20min/day for UATs Consistency in Ebury platforms and onboarding process 100% Coverage in API using SoapUI and integrate it in Jenkins Workflow Push EDK usage/improvement MO: Design consistency in between Website <> careers <> Knowledge base, and the rest of the platforms Review priorities in more details and share again Integration tests developed by QA (Less manual tests) UnitTesting Remove multi lingual support where not necessary Clean database and identify obsolete site table Visit to Malaga at least once a quarter Open design for developers and get feedback quickly House exchange: Ebury couch-surfing @team: Have a meeting to discuss differences in EBO > New trade in order to create a US with the changes to apply in the future @Beatriz: Schedule 20min/day for UATs
36. Close the Retro Take Aways(#67) 5
37. Feedback: What we loved and what we would like to change for future retrospectives 5. Funny collaborative work, but we should find a better mechanisms for that Don’t steal each other's post-its Use another interactive tool Funny games to get feedback Breaks The merge step needs to be a vote system in order to speed up Have prepared post-it’s for each team member A chromecast in london for see your faces ;) More cool animated gifs! We need better sound with no echoes ;) Muffins
38. Nothing is a waste of time if you use the experience wisely. “ - Auguste Rodin “
41. @malagaagile