Simulation: Change Five Things Observation & Change · • Anthropology is the study of humanity .
Transcript of Simulation: Change Five Things Observation & Change · • Anthropology is the study of humanity .
Reinvigorate Your Retrospectives
10/9/2010 1Reinvigorate Your Retrospectives - copyright Jennitta Andrea 2010
[email protected] www.theandreagroup.ca
@jennitta_andrea www.managing-expectations.com
Anthropology• Anthropology is the study of humanity.
• Anthropology's basic concerns are
– "What defines Homo sapiens?",
– "Who are the ancestors of modern Homo sapiens?“
– "What are humans' physical traits?",
– "How do humans behave?",
– "Why are there variations and differences among different groups of humans?",
– "How has the evolutionary past of Homo sapiens influenced its social organization and culture?“
http://en.wikipedia.org/wiki/Anthropology
… kinda sounds similar to what we do during retrospectives …
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Simulation: Change Five Things
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Observation & Change
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Which Project Would You Bet On?
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“The Purrfect Project”
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This is a breeze ... I’m
going for coffee ...
Failure to observe
“The Purrfect Project”
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This is a breeze ... I’m
going for coffee ...
Failure to observe
“The Bad Project”
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This is hopeless ...
Observant, but unwilling to change
“The Bad Project”
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This is hopeless ...
Observant, but unwilling to change
“The Fixer-Upper Project”
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I think there’s a problem,
can you help me? ...
Fix one problem at a time, together.
“The Fixer-Upper Project”
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I think there’s a problem,
can you help me? ...
Fix one problem at a time, together.
Continuous Improvement Cycle
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Retrospective Opportunities
release / end
iteration
daily
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Does this look familiar?
Went well
•
•
•
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Needs improvement
•
•
•
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Retrospective SkeletonCloseSafety Analyze PlanDiscover
Norm Kerth, “Project Retrospectives: A Handbook for Team Reviews.”
Esther Derby & Diana Larsen, “Agile Retrospectives: Making Good Teams Great”
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Identifying Individual Perspectives
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Aligning Individual Perspectives
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Understanding Individual Perspectives
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Tree
BranchPipe
Hand
FanPillar Wall Rope
Synergy: The BIG Picture
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Elephant!Elephant!Elephant!Elephant!Elephant!Elephant!
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Retrospective SkeletonClose
How much willeach person participate
Safety Analyze PlanDiscover
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Safety = eliminate gaps in the picture
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Safety – logistics (5% time)
“Project Retrospectives: A Handbook for Team Reviews.”
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Safety
index
Team
normsAgenda
How much willeach person participate
Anonymous
Safety built into the agenda• Open with ‘appreciations’
– Homework: think of an appreciation for everyone on team
– <name>, I appreciate you for <something specific>
– Ball of yarn – physically create connections
• Multi-modal activities
– Support both introverts (think then speak) and extroverts (speak in order to think)
– Individual -> pair -> small group -> large group
– Reflect -> write -> speak
• TIP: Early participation -> continuous participation
– get everyone to say something within the first 5 minutes (even if it’s just their name)
– ‘check in’: describe project / iteration / release in one word
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Safety built into ground rules
• Retrospective Prime Directive
“Regardless of what we discover, we must understand and truly believe that everyone did the best job they could, given what was known at the time, their skills and abilities, the resources available, and the situation at hand.”
• We are here to learn and improve, not to find blame
– Jenga debrief ... Who’se fault is it? ... Not looking for fault ... Rather looking for learning opportunites
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Safety built into team norms (1)
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I don’t like it when ...
In this meeting we ... In this meeting we ...Allow others to speak Allow others to speak Allow others to speak Allow others to speak
without being interruptedwithout being interruptedwithout being interruptedwithout being interrupted
In this meeting we ...Make sure everyone Make sure everyone Make sure everyone Make sure everyone
has a chance to speakhas a chance to speakhas a chance to speakhas a chance to speak
someone else
I don’t like it when ...I am continually I am continually I am continually I am continually interruptedinterruptedinterruptedinterrupted
youyouyouyouCollaboration blocker
Safety built into team norms (2)
In this meeting:– Everything is optional
– We allow others to speak without being interrupted
– We make sure everyone has a chance to speak
– We speak from our own perspective
– We will not make jokes at another person’s expense (whether in the room or not)
– We answer our cell phones ONLY if it is an emergency
– We will not tweet during the retrospective
– ...
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Safety – anonymous poll
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5 I feel comfortable enough to say anything.
4 It may be hard to share certain thoughts.
3 I definitely won’t share certain thoughts.
2I won’t say much, I’ll let others bring up the
issues.
1I’ll agree with whatever the managers say, but
won’t let them know what I really think
Annotate card
with what
would
help make them
feel more
comfortable
Retrospective SkeletonClose
How much willeach person participate
Anonymous
5-10%
Safety Analyze Plan
“Big Picture”
Discover
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Discover – logistics (30 – 50% time)
“Project Retrospectives: A Handbook for Team Reviews.”
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“Big Picture”
Affinity Groups
“Big Picture”
Discover• Each retrospective should have a clear and open-
ended goal, e.g.:
– capture effort data
– impart knowledge
– Find ways to improve our practices
– Rebuild damaged relationships
– capture collective wisdom
– enjoy/celebrate success
– Discover what we are doing well
– Understand reasons behind missed targets
• In the Discover phase we:
– Create the ‘big picture’ of the projects from every perspective
– Based on goal of the retrospective
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Discover: Interim TimelineJan Feb March Apr
milestones
emotions
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Timeline - structural variations
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Time / milestones
planning
reqs
dev’t
testing
emotions
Time / milestones
velocity
defects
roadblocks
emotions
Process-centric Efficiency-centric
External Factors
Milestones
Context Changes
Project Smells
Process Changes
Learning Curves
End of project
technology people
organization
Color coding instead of rows
Timeline – building variations
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Build
All at once
Time segment by time segment
Emotional seismograph first
Discover: Fingerprint GraphsTracking
Document
Face-
Face
Tool
Tests
Big
Bang
Auto.
Iteration
Paper
Doc
Cont.
Manual
End Specification
Design
Communication
Planning
Incr
Up Front
Incr.
Ad Hoc
Up Front
TDD
Integration
Iteration Length
Reviews
Regression
Testing
Retrospective
2Wk
Irregular
Status
Daily
Monthly
Feedback
Cont.Big Bang.
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Discover: Focused Simulation
Describe what happened
Account for your feelings/actions
Transfer this to the real world
Action plan for change
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Retrospective SkeletonClose
How much willeach person participate
Anonymous
5-10%
Safety
• Continue• Fix• Stop
Analyze Plan
Affinity Groups
“Big Picture”
30-50%
Discover
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Analyze: A Balanced Approach
Diagnostic Approach
What are your problems?
•Define the problem
•Fix what’s broken
•Focus on decay
Appreciative Inquiry
What is working well for you?
•Search for existing solutions
•Amplify what is working
•Focus on life giving forces
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Logistics – Analyze (20-30% time)
“Project Retrospectives: A Handbook for Team Reviews.”
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timeline
keep stop start,
change
• Continue• Fix• Stop
Everyone
Timeline – review variations
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Build Review
All at once Time segment by time segment
Time segment by time segment Time segment by time segment
Emotional seismograph first Emotional patterns, then fill in the
related details later
Retrospective SkeletonClose
How much willeach person participate
Anonymous
5-10%
Safety
• Continue• Fix• Stop
Everyone
20-30%
Analyze Plan
Affinity Groups
“Big Picture”
30-50%
Discover
• Where do we want to be?
• How do we get there from
here?
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Prioritize Plan logistics (15-20% time)
“Project Retrospectives: A Handbook for Team Reviews.”
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start,
changeanalysis actionsanalysis actions
actions
X-fn’l Groups,
Everyone
• Where do we want to be?
• How do we get there from
here?
Prioritize the start / change list • Dot voting
– Each person gets 5 dots, and can distribute in any way they choose
• ‘pyramid elimination’
– Each individual thinks of their top 3 issues
– Then pair up with someone and come up with top 3
– Then form small groups and come up with top 3
– Then whole group comes up with top 3
• Human sorting
– Each person comes up with their top issue
– Randomly move around room, pair up, distribute 7 points between the two issues
– Change cards with partner and repeat 5 times
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Prioritization affects Priority!Dot Voting Fist of Five Pyramid
Result scattered ?? Didn’t finish specific
Simplicity � ½ ½
Fast � X ½
Collaboration X � �
Alignment with
group
X ? ?
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• best to have combination of group + individual
• e.g. Pyramid to get to 4-6 options, then dot-
voting
• must always explicitly remind about the group goal
to get alignment
Diagnostic Analysis (improve)Where are we now?Describe the current problem, ‘smells’, and affect it has on the project.
Ask the five ‘whys’ to uncover the root cause of the problems
What is the CONTEXT
Where do we want to be?Describe the desired future state, envision the ideal solution.
What hinders us?Identify things that will need to be addressed in order to move forward.
How do we get there?Create a concrete set of steps in order to reach the desired state. Assign people to the tasks.
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Appreciate Analysis (keep)What did we do?Describe the solution that we used
What is the CONTEXT
What were the benefits?Why did we decide to do this
What hinders us?Identify things that will need to be addressed in order to make this easier to do.
How did we overcome the constraints?List the set of concrete things that we did to improve the situation
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Action Plan
• Each group report-back on their analysis
• Come up with stories / tasks for the backlog
– Concrete
– Assign name
• NOTE: start each iteration by reviewing the retrospective action plan from the previous iteration(s)
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Retrospective Skeleton
• How to document• How to execute
Close
How much willeach person participate
Anonymous
5-10%
Safety
• Continue• Fix• Stop
Everyone
20-30%
Analyze
X-fn’l Groups,
Everyone
• Where do we want to be?
• How do we get there from
here?
15-20%
Plan
Affinity Groups
“Big Picture”
30-50%
Discover
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Close – Logistics (10% time)
“Project Retrospectives: A Handbook for Team Reviews.”
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actionsactions
actions
+ /
Delta
• How to document• How to execute
Everyone
Close Retrospective
• Review concrete action plans
• Hopes and wishes
• Appreciations
• Retrospective on the retrospective
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Retrospective Opportunities
release / end
iteration
daily
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Compare & ContrastDaily Iteration Milestone
(release)End of project
Focus Remove roadblocks
Team & process issues
Organizational learning
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Duration 30 seconds + follow up time
1+ hour 1+ day
Duration depends on length of period under review, complexity of project, size of team, level of conflict or controversy
Timing During stand-up Before iteration plan (break in between)
After Milestone or Project completion. Good to coincide with the celebration activity.
Participants Core team Core team Contributors from across the organization
Agenda - Activities based on goal. Incremental (reference last time)
Activities selected based on goal
Facilitator - Team member,External
Experienced 3rd party
Retrospective Skeleton
• How to document• How to execute
Everyone
10%
Close
How much willeach person participate
Anonymous
5-10%
Safety
• Continue• Fix• Stop
Everyone
20-30%
Analyze
X-fn’l Groups,
Everyone
• Where do we want to be?
• How do we get there from
here?
15-20%
Plan
Affinity Groups
“Big Picture”
30-50%
Discover
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[email protected] www.theandreagroup.ca
@jennitta_andrea www.managing-expectations.com
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Jennitta Andrea BioJennitta Andrea has been a multi-faceted, hands-on practitioner (analyst, tester, developer, manager) and coach on over a dozen different types of agile projects since 2000. Naturally a keen observer of teams and processes, Jennitta has published many experience-based papers for conferences and software journals, and delivers practical, simulation-based tutorials and in-house training covering: agile requirements, process adaptation, automated examples, and project retrospectives (see www.theandreagroup.ca)
Jennitta's ongoing work has culminated in international recognition as a thought leader in the area of agile requirements and automated examples. She is very active in the agile community: serving a third term on the Agile Alliance Board of Directors, director of the Agile Alliance Functional Test Tool Program to advance the state of the art of automated functional test tools, member of the Advisory Board of IEEE Software, and member on many conference committees.
Jennitta founded The Andrea Group in 2007 where she remains actively engaged on agile projects as a hands-on practitioner and coach, and continues to bridge theory and practice in her writing and teaching.
Please email Jennitta at [email protected] to enquire about any of the following engagement models:
– team member on your project (coach, analyst, QA lead)
– facilitating a milestone or end of project retrospective
– in-house training (intro to agile, agile requirements, foundations of test driven development)
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