Técnicas para la realización de Retrospectivas v5.doc. Fun Retrospectives. Retr-O-Mat. Create actions based on how much control the team has to carry them outSource: Diana Larsen who adapted it from 'Seven Habits of Highly Effective People' by Stephen Covey and Circle of Influence and Concern' by Jim Bullock Prepare a flip chart with 3 concentric circles, each big enough to put stickies in. Label them 'Team controls - Direct action', 'Team influences - Persuasive/recommending action' and 'The soup - Response action', from innermost to outermost circle respectively. ('The soup' denotes the wider system the team is embedded into.)
Take your insights from the last phase and put them in the appropriate circle. The participants write down possible actions in pairs of two. Encourage them to concentrate on issues in their circle of influence. The pairs post their action plans next to the respective issue and read it out loud. Gamestorming – A toolkit for innovators, rule-breakers and changemakers.
The Five Stage Retrospective - A Guide for Scrum Masters - Boost Agile. On January 22, 2013Agile, Scrum Masterand Tags: Shanghaiwith 3 comments 1) Setting the stage The aim here is to create a good, safe environment to get everyone participating in the retrospective. Getting people involved early makes them far more likely to contribute later on, and will produce a much more valuable experience for all involved. There are a number of activities you can try here, the key is creating that great environment to get everyone involved. Here is an example you might like to try: Picture the mood – ask everyone to draw a summary of the previous sprint (with a timebox of course” }.
Other common types include the ‘check in‘ where you ask a simple question (eg. what are you hoping to get from this retrospective” } in order to get people to contribute early on. 2) Gather data Once you’ve created the great mood, it’s time to dig into the details. You can try a number of different methods for gathering data – even a simple brainstorm can works wonders (one idea per sticky!” Getting Value out of Agile Retrospectives. Hi guys, I want to use this post to introduce a topic I will discuss during next few weeks. Me and my colleague Ben Linders we are writing a pocket book about agile retrospectives.
The title of this book is: “Getting Value out of Agile Retrospectives“. The main target are: Agile coaches, scrum masters, project or product managers or facilitators who have at least some experience with doing agile retrospectives. They know the purpose of them, how they fit into agile / scrum, and how to arrange and perform them. This book will deliver practical description of agile retrospectives and how to do them, as well as an inspiration to different agile retrospective techniques and good practices in doing them. Based on the previous information I want to use this blog to get a feedback from you. During following weeks I will publish several posts that will cover agile retrospective exercises and I would like to get some comments which would enable me to improve a content for the final version.
Fuerza Tres | Retrospectivas ágiles (Reuniones de equipo) Taller que realicé en Brasil 2009 sobre Retrospective Agile, con Diana Larsen. ¿Qué son? Las retrospectivas son un tipo de reunión para mejorar las dinámicas de un equipo de trabajo, en temas tales como relaciones humanas, métodos de trabajo, cuestiones técnicas. Pueden realizarse luego de una entrega al cliente (Scrum), cuando finaliza un ciclo de trabajo, como encuentros quincenales o mensuales, o también pueden estar como encuentro ocasional para resolver un tema en particular. ¿Cuáles son sus beneficios? Cuando se realizan con honestidad y compromiso: potencian los equipos de trabajo, fortalecen la confianza, mejoran la comunicación, estimulan la creatividad, agilizan la reflexión conjunta, motivan la acción en sinergia. Cuando en el equipo faltan ciertas habilidades vinculadas a la comunicación, recomiendo cierto trabajo previo y un acompañamiento en las primeras retrospectivas.
¿Cómo es la dinámica? 1. ¿Qué hicimos bien y queremos seguir haciendo? 3. Claves Algunas técnicas Más información. Retrospectiva "The Sailboat" o "El Velero" | Samuel Casanova. Ayer planifiqué una retrospectiva del equipo tras un Sprint de 2 semanas. Para la retrospectiva utilicé un juego bastante extendido conocido como “The Sailboat” o traducido “El Velero”. Consiste en hacer una especie de DAFO pero con una representación visual del equipo como un velero. A continuación os comparto las anotaciones y preparación previa que hice para la sesión: Materiales: Un poster o una pizarra grande, rotulador, post-its.Resultado de la última retrospectiva El velero es una metáfora del equipo, existen varios componentes visuales que nos servirán para hacer un diagnóstico del equipo: El dibujo queda dividido en 4 cuadrantes para ir colocando post-its en cada uno de ellos.
Componentes: Línea de flotación, más o menos en medio del dibujoVelero (Equipo)Ancla (Impedimento)Velas (Fortalezas)Isla a lo lejos (La Tierra Prometida, el escenario ideal equipo potente, clientes contentos, crecimiento profesional…)Rocas (Amenazas, riesgos que pueden hundir el velero) Dinámica del juego: Agile Retrospective Resource Wiki - Agile Retrospective Resource Wiki. Retrospective fatigue? How to increase follow-through on action items | Finding-Marbles. The retrospective is my personal favorite among the Scrum meetings. Why? Even if there were no other meeting, role, or artefact, retrospectives enable you to invent everything else you need to improve. In theory at least.
When I was just learning how to facilitate retrospectives, I was mainly concerned about the flow of the actual meetings. I needed to gain some routine before I had freed up enough brain cycles to realize that what happens after the retro is at least as important: The whole point is to inspect and adapt, i.e. to change something. If few of the retrospectives’ action items ever get implemented and bear fruit it’s frustrating. So, how can you increase follow-through and make sure that more action items are carried out? A – Team can’t agree on action items If you don’t have a facilitator, get one or nurture one. B – No one feels responsible for action items Each action item does have a name on it, doesn’t it?
If no one “adopts” a certain action item, throw it away. Hm.