Adapt or Die_devopsdaystaipei_2017
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This document discusses retrospectives in agile software development. It defines a retrospective as a meeting held at the end of a sprint by a development team to inspect what went well and what could be improved in the previous sprint. The document provides tips for facilitating a good retrospective, including defining the scope, driving engagement, using timeboxing and visualization techniques, and encouraging transparency and continuous improvement. The overall goal of a retrospective is for teams to learn and improve their processes incrementally.
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Adapt or Die_devopsdaystaipei_2017
- 2. Hello ! I am Juggernaut (賈格) Developer / Scrum Master / 敏捷導入經理 / Agile Coach 台灣敏捷協會志工 / 講師 / 部落客 / 敏捷鬥士 Trend Micro CTBC Bank
- 3. Let’s play the retrospective together https://goo.gl/GmYq
- 4. Survey
- 5. If you are too busy, which activity do you want to remove ? Planning Daily Scrum Retrospective
- 6. Sharpen the Saw The 7 Habits of Highly Effective People
- 8. Adapt or die
- 9. Everyone must had experienced the retrospective 賽後檢討 考後檢討
- 10. AAR, Postmortem, and retrospective After Action Review Postmortem Retrospective
- 11. Retrospective in Scrum Sprint Planning Daily Scrum Product Backlog Refinement Sprint Retrospective Sprint Review Sprint Product Backlog Sprint Backlog Increment PO SM Team stakeholders
- 12. Sprint Retrospective Good Bad Action 012 Kaori 001 Evelyn 004 011 010009 Jug 008 Juyi 005 Show don’t tell SMPO Team !@#$ Improve Process Lessons Learned Improve Engagement
- 13. Source : Titansoft Continuous Improvement Team What is retrospective ? Learn & Improve
- 14. Why don’t some people want retrospective ?
- 15. It didn’t work ! No Conclusion No Time No Owner
- 16. All other’s fault ! Someone’s fault Complain Pity seeking
- 17. 皇城之內的和氣 It’s not safe ! 長官在場 沉默的隊員
- 18. The elephant in the room The Elephant in the Room, Banksy exhibition,2006 Barely Legal show, Los Angeles[1] (Theelephant is Tai)
- 19. How to host a good retrospective
- 20. The Retrospective Prime Directive 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. http://www.retrospectives.com/pages/retroPrimeDirective.html
- 21. 3 pillars of retrospective Retrospective Transparency Inspection Adaptation
- 22. Before the retrospective Set the goal Create a relaxing atmosphere Adjust your mindset Plan the retrospective
- 23. Set the goal Sprint Retrospective Critical Issues New Year’s Resolution
- 24. Create a relaxing atmosphere
- 25. Adjust your mindset NeutralCurious Open-minded
- 26. Plan the retrospective Agile Retrospectives Set the stage Gather data Generate insight Decide what to do Close the retrospectiv e
- 28. Review the past and look forward to the future
- 29. Good & Bad Past Good Bad
- 31. Continue, Stop, and Start Continue Stop Start Past Future
- 32. Appreciative Inquiry Discovery (Appreciate the best things) Design (Plan what should be) Delivery (Create what will be) Dream (Imagine what might be) Future
- 34. Tips
- 35. Define the scope Drive Engagement Timeboxing Visualization Play for keeps Encourage team members Play the ball, not the player Run it regularly Diverge & Converge Tips Change how we play Inspect the transparency Self- Exposure
- 36. Define the scope This Sprint ? This Month ? Specific Issues?
- 37. Timeboxing Avoid overtime Prioritize your ideas Converge Ideas
- 38. Board Visualization Facts (1 – 5 Min) Mapping (1 - 5 Min) Why (1 - 5 Min) Action (1 - 5 Min) Burndown Chart Our Goal Good Bad Scope Rules 1.xxx 2.Ooo 3. AAA 4. ZZZ Do it
- 39. Drive Engagement An equal environment Avoid anchor effect Form a circle Be close to the board Our own action
- 40. Play for keeps Action Items Action Item Action Owner Only one
- 41. Play the ball, not the player
- 42. Encourage team members Do not forget to encourage and thank members who did the good job The positive power Good Facts Mappin g Why Action
- 43. Diverge & Converge Diverge Converge VoteGrouping
- 44. Run it regularly At the same time
- 45. Inspect the transparency Some A lot EverythingNothing A little Dare you tell the truth?
- 46. Change how we play We cannot change the cards we are dealt, just how we play the hand - Randy Pausch
- 47. Self-Exposure
- 48. Recap What is retrospective ? Why don’t some people want retrospectiv How to host a good retrospective Tips
- 49. Play ball
- 50. Let’s play the retrospective together https://goo.gl/GmYq
- 51. What do you see ?
- 52. What kind of things AHA you ?
- 53. What do you learn ? http://stuartlee1208.pixnet.net/blog/post/318290514-葉問電影系列感想6-2-葉問2-ip-man-2-(2010)
- 54. What’s your next step?
- 55. For me, why retrospective ? Improve Learn Continuously
- 57. Back up Slides
- 58. Survey – Have you run the retrospective ? Never After the project 2 or 3 times during the project Every 2 or 3 sprints Regularly
- 59. CREDITS Special thanks to all the people who made and released these awesome resources for free: Presentation template by SlidesCarnival Photographs by Unsplash
Hinweis der Redaktion
- 史蒂芬．柯維 Stephen R.Covey的 與成功有約(改版) The 7h Habits of Highly Effective People：Restoring the Character Ethic
- AAR 描述狀況： a. 原本預期應該的情況 b. 實際的情況 c. 分析a、b的不同點 分析根本原因： a. 在情況中，什麼是有效的？ b. 什麼是無效的？ c. 為什麼有效/無效？ 下次可以怎麼做得更好？
- A retrospective is an opportunity to learn and improve. It is time set aside – outside of day-to-day routine – to reflect on past events and behaviors. In its simplest form the team reflects on 3 questions: ・What did we do well? ・What did we do poorly? ・What will we do differently next time to improve?
- 討論發散 沒有結論 沒有Action Owner 雄心壯志列了一堆待改善清單 但是沒時間改 相同的錯一再出現
- 找戰犯 抱怨大會 取暖大會 Pity Seeking : 討拍
- 无论我们发现了什么，考虑到当时的已知情况、个人的技术水平和能力、可用的资源，以及手上的状况，我们理解并坚信：每个人对自己的工作都已全力以赴。
- Set the stage Set the goal; Give people time to “arrive” and get into the right mood Gather data Help everyone remember; Create a shared pool of information (everybody sees the world differently) Generate insight Why did things happen the way they did?; Identify patterns; See the big picture Decide what to do Pick a few issues to work on and create concrete action plans of how you’ll address them Close the retrospective Clarify follow-up; Appreciations; Clear end; How could the retrospectives improve?
- https://moviepilot.com/posts/2844114 不同引導方式有不同的效果
- 肯定式探詢，建議我們尋找在組織中什麼是奏效的。探詢過程中所帶來明確可見的結果，是基於回憶過去曾有過的高峰經驗而創造出來的一連串「組織想要往哪裡去」的技術。也正因為這種技術是以真實的經驗與歷程為根基，大家知道如何去複製這些成功經驗 原文網址：https://read01.com/PodDQa.html
- Scope This sprint? This month? Up to now? Goal Some critical problems? 在Retrospective一開始 我通常會跟大家說明這次的範圍 如果是有Sprint概念的 就討論這個Sprint 如果是沒有跑Scrum的 (e.g. Operation Team)那就用一段期間 (e.g. 最近一個月) 如果發生了什麼重大問題 也可以針對這個問題來討論 定義清楚Scope的好處就是讓大家清楚明白接下來要討論的範圍在哪裡 才不會將所有的新仇舊恨都一起拿出來講
- 通常每次討論我都會規定Timebox 並盡量嚴格執行 時間到了就討論下一個主題 嚴守Timebox有幾個好處 : (1) 避免超時 如果不控制時間 發散的討論可能會拖很長 最棒的情況就像Daily Scrum一樣自然 每次都精準的結束 就不會造成大家的負擔 (2) 隱含排序效果 最想講的一定要趕快拿出來講 不然就沒機會表達了 間接地就知道大家最痛的點是什麼 上台說話時 第一輪我只讓每個人一次講一張想法就好 大家都說過一輪之後 才會進入自由討論的時間 主要是就是怕有影響力的人一次把全部想法講完 擠壓了其他人的時間 但其實每次執行時 我還是會看情況 如果討論正熱烈 大家已經進入了Zone 此時大家是很激情 很有想法的 我就會提醒他們時間已經到了 要不要再延續? 要延續多久?
- 有時候說話有影響力的人(e.g. Manager, Lead) 很容易影響大家 導致心中的想法沒說出來 這個就是所謂的錨效應 所以我都是讓大家同時一起寫便利貼 有寫的就盡量上來貼 有重複也沒關係 能夠加強意見的力道 代表有人跟你有相同想法 你並不孤單
- 簡單來說就是玩真的 一定要有Action Item 一定要有Owner 不然大家討論的東西又掉在地上沒人接 然後又會被質疑Retrospective沒有效果 另一方面 不要太貪心 一次先挑一件事來改善 通常大家列出的Action Item是真的會花到大家的時間的 所以套句大家最愛說的話 平常趕專案都沒時間了 哪有時間改善阿 只挑一件來改會是個比較簡單的開始 我自己是會列一項會花effort的Action Item 其餘列為Candidate Action Item (只記錄下來) 若是不須effort即能改善的Action Item (通常像政令宣導就好的那些)就直接改了 不算在Action Item裡面 No time to solve all problems Prioritize Continuous process
- 對事不對人 當討論, 抱怨或是吵架陷入了對人不對事的情況下 這個討論基本上是無效的 所以Scrum Master在引導時 一定要提醒大家 對事不對人 我們在講的是 事情 而不是 人 雖然我也知道很多人講出來的事情 本來就會針對背後的人 不過檯面上還是盡量讓大家客觀一點 如果已經到了劍拔弩張的時候呢? 上次看到一種作法 就是讓他們對著白板討論吧 ! 讓他們對著白板上的事實來討論吧 !
- 同一時間 同一地點
- 你有多敢說真話?
- 爛牌有爛牌的打法 We cannot change the cards we are dealt, just how we play the hand - Randy Pausch 藍迪鮑許