6 thinking hats

ERNI Service@Work 2014 - Q2
Retrospective Facilitation
The Six Thinking Hats

Retrospective Facilitation - The Six Thinking Hats
This workshop is about
Scrum Restrospectives
First we need some scrum iteration
Use the Six Thinking
Hats technique

Session Schedule
• PRESENTATION [5 min]
• SCRUM SIMULATION: THE SCRUMLINER [5 min]
• SCRUMLINER SPRINT 1 [20 min]
• SCRUM RETROSPECTIVE THEORY
& SIX THINKING HATS THEORY [10 min]
• SPRINT 1 RESTROSPECTIVE [40 min]
• RESTROSPECTIVE PRESENTATIONS [5 min]
• SCRUMLINER SPRINT 2 [15 min]
• RESULTS & FOTOS

Scrum Simulation:
The ScrumLiner

ScrumLiner
Target
Build an airliner out of paper using Scrum

ScrumLiner
Game Preparation
2 Scrum Teams of 6 people each. Decide:
- 1 Product Owner
- 1 Scrum Master
- 3 Engineer
- 1 QA
Use the materials available

ScrumLiner
Product Backlog

ScrumLiner
Expected result

ScrumLiner
Sprint 1

ScrumLiner
Sprint 1 Timing
- Sprint Planning: 5 min
- Sprint Execution: 12-15 min
- Sprint Review: 2-5 min
Total Sprint Time: 20 min
Scrum Master must manage the timing and arrange meetings
Assign tasks during the planning
Acceptance Criteria must be tested and approved before the review
Present results to the PO at the review
DO A REGULAR SCRUM SPRINT: PLANNING, EXECUTION & REVIEW

Scrum
Retrospective
Theory

Scrum Retrospective Theory
“An opportinuty for the Scrum Team to inspect itself and create a plan
for improvements”
- SCRUM GUIDE -
“A meeting to discuss what was successful , what could be improved,
and how to incorporate the successes and improvements”
- WIKIPEDIA -
“Retrospectives are widely regarded as the most indispensable of
people-focused agile techniques”
- MSDN -
The Press

“Regardless of what we discover, we
understand and truly believe that everyone
did the best job they could, given what they
knew at the time, their skills and abilities, the
resources available, and the situation at
hand.”
Prime Directive

The entire Scrum Team attends each Sprint Retrospective:
• Product Owner
• Development Team
• QA Team
• Scrum Master
In some cases, Scrum Teams invite other participants to the meeting. This can
be especially helpful when working closely with customers or other
stakeholders (IT, managers, etc.).
Participants

“ Promoting Continuous Improvement of
Agile Teams”
(principle of kaizen)
Target

• Team agreements
• Patterns of collaboration with product owner
• Patterns of collaboration between Dev and QA
• Patterns of collaboration with external teams (IT…)
Executable Action Items

• Continuously improvement
• Think creatively
• Happier team
Emotional results

Esther Derby and Diana Larsen
Reference
www.retrospectivewiki.org

Basic Retrospective Technique
• What went well during the Sprint? (green stickies)
• What didn’t go so well during the Sprint? (red stickies)
• What could we do differently to improve? (yellow stickies)

Derby & Larsen Extended Technique
(SUMMARY)

• The facilitator:
• thanks all the participants for coming.
• empowers members to speak honestly.
• uses the Prime Directive.
1. Set the stage

• Each member of the team should answer what went
well, wrong, improved and new improvements.
• The most suggested way to gather data is by using
silent brainstorming.
• Identical or closely related topics demonstrates how
prevalent or important that topic is.
2. Gather data

• Discuss or explain the themes represented by the
generated data.
• No judgement is applied when ideas are expressed.
• Priorize the themed groups by vote and discover the
top items where improvement is desired.
• Identify the top topics for discussion.
3. Generate insights

• Generate ideas and discusse on how to improve a
specific topic
• Each topic will have one or more Executable Action
Items attached that address the described issue.
• Decide what / who / when to commit to execution
each action item.
4. Decide what to do

• Closing the retrospective helps the team leave the
meeting with a positive feeling that something good
will come from all their work.
• This helps to encourage them to participate more in
future retrospectives.
5. Close the retrospective

Six Thinking Hats
Theory

Six Thinking Hats Theory
Theory description
Parallel thinking is defined as a thinking process where focus is split
in specific directions.
Parallel thinking is described as a constructive alternative to
"adversarial thinking"
Edward de Bono

Some behaviours & moods
Successful people think from a very positive viewpoint, but
they may underestimate potential danger or risks
Pessimists can identify risks sooner, but may be excessively
defensive
Emotional people can call for team trust, but may fail to look
at decisions calmly and rationally

Change your thinking style
Different thinking styles are associated with a different coloured hat 
each hat identifies a type of thinking  a hat is a direction of thinking
The participants group to adopt the particular thinking style
represented by each coloured hat.
This forces each participant to move outside his/her habitual
thinking style, and helps to get a more rounded view of a situation

Advantages
Decisions and plans will mix ambition, skill in execution, public
sensitivity, creativity or good contingency planning.
Enables each person's unique point of view to be included and
considered.
Encourages, for instance, even the most pessimistic or negative
people to think of the positive outcomes of a given situation.
Provides a framework to help people think clearly and thoroughly
by directing their thinking attention in one direction at a time.

The 6 Hats

The Blue Hat
The meta-hat
The Blue Hat is used to discuss the objectives of the session. In a
Scrum Restrospective this hat is normally used at the beginning to
define the restrospective objectives.
Sometimes people forget why do we have retros, or there are new
goals or objectives people want to achieve. The blue hat is, in fact,
some kind of meta-hat.

The White Hat
Neutral Information
Calls for information known or needed. "The facts, just the facts."
While wearing this hat, each team member will expose anything from
the last iteration which can be said to be a fact or information. List
down all main events of the past sprint in brief, key objectives of
earlier sprints, defects list, feedback got etc. with a neutral view. No
feelings, only facts that happened.

The Yellow Hat
Positive Thinking
Symbolizes brightness and optimism. Under this hat you explore the
positives and probe for value and benefit. Participants can only talk
about the good things that happened in the last iteration.
The yellow hat helps you to think positively. It is the optimistic
viewpoint that helps you to see all the benefits of the decision and
the value in it. Yellow Hat thinking helps you to keep going when
everything looks gloomy and difficult.

The Black Hat
Caution and Critical Thinking
Judgment – Now you are the devil's advocate. Spot the difficulties
and dangers; where things might go wrong. Probably the most
powerful and useful of the Hats but a problem if overused.
Participants can only talk about the bad things that happened - this is
the time to share any negative criticism, point out bottlenecks and
bring up potential problems. Black hat is more about being cautious,
identifying risks, identifying potential problems and obstacles.

The Green Hat
Creative Thinking
Focuses on creativity; possibilities, alternatives, and new ideas. It's an
opportunity to express new concepts and new perceptions, or discuss
ideas for solving problems or things that may add more value to the
business, or help in any way. Be creative.
A whole range of creativity tools can help you here, such as
appreciative inquiry. Green hat usually provides solutions to black hat
problems.

The Red Hat
Emotions and feelings
Feelings, hunches and intuition. When using this hat you can express
emotions and feelings and share fears, likes, dislikes, loves, and hates.
No one needs to give any justification/logical basis to prove their
feelings.
However though there is a freedom to express one’s emotions,
people should be cautious in showing displeasure to a person or their
displeasure to work in the project etc. This is not a platform to handle
such emotions. It should be goal/objective oriented.

Results

Online Theory Sample

Retrospective
Presentations

ScrumLiner
Sprint 2

ScrumLiner
Sprint 2 Timing
- Sprint Planning: 2 min
- Sprint Execution: 10-12 min
- Sprint Review: 2-5 min
Total Sprint Time: 15 min

Results & Fotos

Feedback

6 thinking hats

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