Bob Galen : Great sprint reviews

Creating Sprint Reviews that Attract, Engage, and Enlighten your ‘Customers'

Bob Galen President & Principal Consultant

RGCG, LLC [email protected]

Great Sprint Reviews Patterns for Success

Bob Galen President & Principal Consultant

RGCG, LLC [email protected]

Copyright © 2016 RGCG, LLC 3

Introduction Bob Galen n  Independent Agile Coach (CEC) at RGCG, LLC n  Principle Agile Evangelist at Velocity Partners

n  Somewhere ‘north’ of 30 years overall experience J n  Wide variety of technical stacks and business domains n  Developer first, then Project Management / Leadership, then

Testing n  Senior/Executive software development leadership for 20+ years n  Practicing formal agility since 2000 n  XP, Lean, Scrum, and Kanban experience n  From Cary, North Carolina

Bias Disclaimer:

Agile is THE BEST Methodology for Software Development…

However, NOT a Silver Bullet!


iContact The End State… •  The entire company would engage in our sprint &

release reviews •  C-level engagement; the leadership team regularly came •  We had a room that would handle 60+ folks •  We started to record them on video; and hang TV’s •  Consistent meeting overflow!

•  Engagement, questions, feedback, & understanding •  Reduced the need for serial handling of Customer

Support training •  After the meeting demos; excitement & team feedback


Copyright © 2016 RGCG, LLC 6 6

iContact In the beginning…

•  My first Sprint Review –

•  Weakly attended •  PowerPoint's per team; No working software •  Creative entertainment—photo’s, jokes, etc. •  Ill conceived in most cases; poorly prepared •  Audience politely laughed at appropriate moments

•  Over whelming feeling of…what just happened?

Back to Basics


Another Story

n  The Product Owner video tapes the demo, going through primary flows of delivered functionality. Then they take it to the leadership team for viewing (Demo) n  Because the stakeholders are busy, the video is “sped up” so that

everything happens in ~ 5 minutes. Also, ~5 minutes are reserved for Q&A q  Mickey Mouse voice…

n  Then Product Owner would “debrief” feedback with the team


Let’s Collect YOUR Stories

Anti-patterns ü  Painful moments ü Don’t do this ü OMG! ü  And nobody came… ü  And then I was looking for

a new job L

Patterns ü Do this! ü  This worked well ü Novel approaches ü We learned… ü  And then I was promoted

J


My Patterns

•  Don’t do this…Do this instead format

•  14 patterns to explore

•  Plus a Prime Directive

•  Ultimately, adapt to your context…



1) It’s all about the Team

•  No context setting; where’s the customer? •  No connecting the dots •  Lack of attendee engagement or listening

Instead •  Focus on results, progress, and goals •  Have an “Owner” or M/C, usually the Product Owner •  What we did before, did now, plan to do •  Solicit feedback; and receive it well. Look around…


2) Mission!

•  Y’all need to watch and learn •  Here’s some “stuff” to consider •  Just dive on in… Instead •  Set the stage; Product Owner as M/C •  Review the sprint GOAL, plans, expectations •  Review the journey, challenges, learning's, etc. •  Always an eye towards “results”


3) Practice?

•  We don’t need any practice •  Everyone just “shows up” •  Chaos, improv, it’s agile Instead •  Reserve time in sprint planning for demo prep •  Perform a dry-run…with real software •  Remember - it’s a quality step •  Think about flow, messaging, the “1-Thing” to

communicate


4) Defensive

•  It works as designed •  We delivered what we were asked to deliver •  We didn’t have the time Instead •  The Team made the commitment – stand as a Team •  Nobody thrown “Under the Bus” •  Feedback is the breakfast of champions •  Take it into the next demo; do something with the

feedback


5) Show Everything or Show Too Little

•  We did this, then we did this, then we… •  We repaired 52 bugs, let us show you •  And story #22 looks like; 3-hour test automation runs Instead •  Have a game plan; regular tempo, time box, agenda •  Align to sprint goals, themes, anchor stories •  Tell a story; show a workflow; explain your journey •  Leave a lasting impression…


6) Only the Feature Film

•  We’re just showing features •  Nobody wants to see “plumbing” •  That’s really hard to demo, so we won’t… Instead •  Demo everything: features, bugs, architecture,

automation, refactoring, infrastructure, plumbing, plans, etc.

•  What if it’s hard or ugly to demo? Tough! •  If it has value and is part of your primary goal, then…


7) Surprise!

•  Why did you do that? •  Wait for the demo to “sign-off” on work •  Crap – that’s not what I asked for! Instead •  Product Owner should be approving work all along the

sprint; making adjustments as necessary •  Even pulling in customers & stakeholders for interim

feedback •  No surprises!


8) Demo or Review?

•  Demo – software centric, some feedback •  Review – data / communications centric Instead •  Do both! Demo the software, key features/workflows

AND key points, journey feedback •  Explain the “landscape” – team, velocity, complexity,

strategy, challenges/risks, impediments, etc. •  If needed, ask for Help!


9) 1-Person Demo

•  The ScrumMaster does the review •  The Product Owner does the demo •  The Team Lead does the review

Instead •  Everyone has a role; “Whole Team” view •  Everyone can show software; particularly what they have

personally contributed •  Stage fright – then supporting role


10) Nothing is really “Done”

•  We “almost” delivered our goal •  A couple of stories need “cleanup” •  Worse – hiding the incomplete work…continuation story Instead •  Only show done-done-done work; with RARE exceptions

for feedback •  Talk about incomplete work and how you’ll be cleaning it

up – impact to next sprint •  Talk about corrective action in your retrospective


11) Are we there yet?

•  +2-hour demos •  Is someone snoring? •  Just wait, it’s about to get interesting… Instead •  Think in terms of what they want to see? What they need

to see? •  Feedback opportunity for critical work •  Empathy, marketing, showmanship, keep it lively and

entertaining


12) Thank you? Appreciate?

•  We did it ourselves •  1 for 1 •  And the winner is…US! Instead •  Take time to recognize the efforts; kudo’s •  Say…thank you; within and outside the team •  Remember leadership and “role players”


13) Let me show us what we did…

•  Demoing to ourselves •  We sent an invitation, but nobody came •  We’re too busy; it takes too long Instead •  It’s not FOR the team or the Product Owner •  The review IS the most important event for stakeholders;

The room should be FULL •  Don’t simply listen…engage! •  Feedback – both constructive and affirmative


14) Cut to the chase

•  Thank you for attending •  We’re playing at this time again next week •  Just wait, we have 30 minutes to cover in the next 2

minutes Instead •  Did you succeed - Yes or No? •  What about Definition of Done? •  Any special goals? •  Velocity? Quality? Value?


A Defining Moment

•  Your Demo / Review IS a

Big Deal •  View it that way, plan it that

way, deliver it what way •  Expect big things •  Ask for and act on ALL

feedback •  Make it fun •  You should have to “beat

them away” at the door…

Summary

•  More Subtle Lessons •  Laser focus on your customer •  Have a unique demo strategy; Prepare •  Show everything – not just “features”; don’t “Go Silent” for too

long •  Constantly explain the impact/import to the business (even for

technical items) •  Fail Forward •  Be honest & transparent •  Every demo is important •  Have the vision & expectation of Powerful Reviews


The Prime Directive

Attendance, Feedback, Action, Delivery

And it’s 360o Feedback


Copyright © 2016 RGCG, LLC

Wrap-up

•  Final questions or discussion?

Thank you!

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Contact Info Bob Galen Principal Consultant, RGalen Consulting Group, L.L.C.

Experience-driven agile focused training, coaching & consulting

Cell: (919) 272-0719 [email protected] www.rgalen.com

@bobgalen https://www.linkedin.com/in/bobgalen

Podcast on all things ‘agile’ -

http://www.meta-cast.com/

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