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Me
Experienced Software Developer and
Agile Coach with a demonstrated
history of working in the financial
services industry. Skilled in Java,
Coaching, Agile Methodologies, Spring
and other. Strong engineering
professional and active leader of Java
community in Vilnius
Scrum in a nutshell
Roles:
● Product Owner
● ScrumMaster
● Development Team
Ceremonies/meetings:
● Sprint planning
● Sprint demo/review
● Retrospective
● Daily scrum/standup
Artifacts:
● Product backlog
● Sprint backlog
● Burndown chart
● *Working agreement
● *Definition of Done
What is Retrospective
● Goal? Continuous improvement in the team process
● What? The team inspects and adapts their process
● Who? The Product Owner (PO), Team and Scrum Master.
The SM facilitates (usually)
● When? At the end of each sprint, after the Sprint review.
In a retrospective, a team steps back, examines the way they
work, analyzes, and identify ways they can improve.
Retrospective structure
1. Set the stage
2. Gather data
3. Generate insights
4. Decide what to do
5. Close the retrospective
1 Stage: Set the stage - Purpose
● Create a good, safe environment
● Get every voice in the room
● Review accomplishment of actions decided on previous
retrospective
● Establish the focus for this retrospective
● Share the plan for the meeting
● Establish or re-purpose Retrospective working
agreements
1 Stage: Set the stage - Working Agreements
● Social contracts where the team members agree on how
they will work together during the retrospectives.
Examples:
● Avoid blame. Use “I” language rather than “You” or “They”
language when describing issues
● No personal attacks
● Focus on the problem, not on personalities
● Avoid interrupting others
1 Stage: Set the stage - Review experiments
Review accomplishment of main actions decided on
previous retrospectives
1 Stage: Set the stage - Examples
● Cat videos
● Ok, ok…. dog videos
● Funny viral video :)
● 1 word about previous sprint
● ...
2 Stage: Gather data - Purpose
● Create a shared pool of data
● Ground the retrospective in facts, not opinions
● Consider objective and subjective experience
● When? What How?
2 Stage: Gather data - Purpose
Gather each team member’s input on questions:
● What went well
● What could have been better
● Things to try
● Issues to escalate (to Management) etc.
2 Stage: Gather data - Examples
Starfish
● Keep doing
● More of
● Start doing
● Stop doing
● Less of
3 Stage: Generate insights - Purpose
● Understand systemic influences and root causes
● Observe patterns
● Move beyond habitual thinking
● See system effects
3 Stage: Generate insights - Purpose
● Group data
● Dot voting data clusters
● Drill down to root cause
4 Stage: Decide what to do - Purpose
● Move from discussion to action
● Resolve on one or two actions or experiments
● Focus on what the team can accomplish
● Make a good balance between what the team has energy
for and what is most important
4 Stage: Decide what to do
● Use Dot Voting to prioritize action items
● Select most important 1-2 (max 3) items
● For each selected items write SMART (Specific, Measurable,
Achievable, Relevant, Timely) action items either to accomplish the
goal or take concrete steps toward it
● Ensure that those items are not forgotten Negotiate with
PO a budget of team hours/story points per sprint to be
used for process improvement
Leading and lagging indicators
Leading indicator: as observable properties that would
indicate that we are getting closer to the defined Goal.
Leading indicators are probabilistic and may give false
results, and we therefore need a set of several leading
indicators that together give us a usable level of certainty.
Leading and lagging indicators
Lagging indicator: as observable properties that would
indicate that we are not getting away from an achieved Goal.
Lagging indicators are directly observable, but can only be
measured after the event.
4 Stage: Decide what to do
● Define very concrete Action Items (1-3)
● Assign responsible persons
● Experiment during one or two sprints
● Review results during next retrospective and decide if the
experiment was successful (and act accordingly)
Success vs. failure
● If experiments succeeds - put it into working agreement or
definition of done and remove from experiment list / close
backlog item
● If it fails or it’s hard to measure progress remove it and
forget.
● Sometimes you win, sometimes you learn
5 Stage: Close the retrospective - Purpose
● Reiterate actions and follow-up
● Appreciate contributions
● Identify ways to make next iteration better
● Finish on positive note
Other sources to get inspiration
● Ask Scrum Masters from other teams to facilitate a
retrospective – this brings new styles and new ideas
● Go to agile meetups
(https://www.meetup.com/AgileLietuva)
● Go to agile conferences
● Just google
Tips, tricks and ideas
● Proper retrospective vs. light retro
● Timeboxing the meeting
● Prepare for the retro
● Pick/switch location
● Sometimes swap facilitators
● Bring candy and chocolate
● Anti retro
● …