By Esther Derby, Diana Larsen, Ken Schwaber
See the best way to mine the adventure of your software program improvement crew continually in the course of the lifetime of the venture. The instruments and recipes during this e-book may also help you discover and clear up hidden (and not-so-hidden) issues of your know-how, your method, and people tough "people" concerns in your staff.
undertaking retrospectives support groups learn what went correct and what went improper on a venture. yet generally, retrospectives (also often called "post-mortems") are just invaluable on the finish of the project--too overdue to aid. you would like agile retrospectives which are iterative and incremental. you must competently locate and connect difficulties to assist the workforce today.
Now, Derby and Larsen express you the instruments, methods, and suggestions you must repair the issues you face on a software program improvement undertaking on an on-going foundation. You'll see easy methods to architect retrospectives in most cases, tips on how to layout them particularly in your workforce and association, find out how to run them successfully, find out how to make the wanted alterations, and the way to scale those innovations up. You'll the best way to care for difficulties, and enforce ideas successfully during the project--not simply on the end.
With ordinary tune-ups, your staff will hum like an exact, world-class orchestra.
Read Online or Download Agile Retrospectives: Making Good Teams Great PDF
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Extra resources for Agile Retrospectives: Making Good Teams Great
There are lots of other ways to debrief (see Appendix B, on page 152 for additional ideas). This is a good place to start. For a ﬁve- to twenty-minute activity, spend 50–100% as much time on debrieﬁng as on the activity. So for a ten-minute activity, allow ﬁve to ten minutes for debrieﬁng. 2 Managing Group Dynamics Most of the time managing group dynamics in a retrospective means managing participation: making sure people who have something to say have the chance and making sure people who have a lot to say don’t dominate.
If you’re working with a team other than your own, study their context. Scan the team’s work space. Look at the cartoons, white boards, and other artifacts. Notice what artifacts are available and which are missing. Talk to formal and informal team leaders. The information you gather will help you work with the team to choose an appropriate goal. What you observe will give you clues about what questions to ask and what problems the team may be facing. S HAPING THE G OAL FOR THE R ETROSPECTIVE When you talk to people on the team, ﬁnd out about topics such as these: • What did this iteration produce?
Learn from mishaps on the previous iteration, uncover root causes of those problems. Decision: Who will attend? The team. Decision: How long? Two-and-a-half hours. The ﬁrst retrospective may take longer because we’re unfamiliar with this style of discussion. Also, we’ve been working for twelve weeks and for these issues, we’ll need to look back further than the our previous two-week iteration. Decision: Where do we hold the retrospective? A conference room that can comfortably hold twenty people.