![]() ![]() Mad – frustrations, things that have annoyed the team and/or have wasted a lot of time.Divide the board into three areas labelled:.Discuss each grouping as a team including any corrective actions.Note that the same idea may have been expressed in opposite segments but these should still be grouped together. Erase the wheel and have the team group similar ideas together.Encourage the team to place stickies with ideas in each segment until everyone has posted all their ideas.What is currently impeding the team’s progress and we can do less of?.What is currently aiding the team’s progress and we can do more of?.What can we keep doing to do that is currently helping the team’s progress?.What can we stop doing that hinders the team’s progress?.What can we start doing that will speed the team’s progress?.For each segment pose the following questions to the team:.Label each segment ‘Start’, ‘Stop’, ‘Keep Doing’, ‘More Of’, ‘Less Of’.Draw a large circle on a whiteboard and divide it into five equal segments.“Given what we have recorded here, what new agreements or practices might we invite into our next iterations?” “What does that say about how we work? What might be some recommendations for our work?”Īsk decisional questions. “What reaction did you have to that? What was challenging or helpful?”Īsk interpretive questions. “What was happening? What did you notice?” Have team members work in small groups to gather these items.Īsk reflective questions next. Interpreted as a consecutive order of stages, it reflects the natural order in which humans think through an issue.Įngage the team in a series of questions that help slow down decisions and gather insights before moving to recommendations: OĪsk objective questions first. The reason this is referred to as a histogram is that if one person has the same happiness score as another, they place their sticky above the one with the same score.\ ORID Technique After everyone has identified where they are, have each person comment.ĭepending on how you want to facilitate this, you can either have the team do a deep dive right then and there or postpone a more nuanced conversation about what people observe until later in the retrospective. Using sticky notes or virtual techniques, ask each person to signify where they would place themselves on the happiness scale. Prepare a visual with a horizontal scale from 1 (Unhappy) to 5 (Happy). Once the team identifies an issue to discuss (a challenge, for example) they can work together to figure out a solution. ![]() It also allows the team to get on the same page (literally). This method identifies top issues while giving everyone in the room a chance to be heard in a collaborative environment – and it’s very helpful for engaging introverts who may not want to speak up until they are comfortable. The Scrum Master then facilitates dot-voting to identify top issues from the paper groupings. The discussion is held off until everyone is finished writing. In this technique, each member in the meeting is given a stack of post-it notes in which they write one observation per Post-It note about the previous Sprint. A score of 5 means that they feel that they will be fully open and honest in the meeting and are willing to talk about anything, where a 1 means that they don’t feel safe at all and don’t want to speak up. In a safety check, people can use a score from 1 to 5.Here are some suggestions how you can deal with this when facilitating retrospectives. If the score indicates that people feel unsafe, then that will have a serious impact on the retrospective. At the start of an agile retrospective, you can do a safety check by asking people to write down how safe they feel in the retrospective.This meeting often exposes organizational impediments. ![]() These drawbacks should be removed by the scrum master for the betterment of the team. It also has some drawbacks in the form of “invisible gun effect”. To avoid this scrum master uses a different retrospective technique like silent writing, the sail boat, mad sad glad, ORID, Starfish. To conduct a productive retrospective psychological safety of the team is very important, which is generally not there in most of the organization.Ī common impediment to successful and insightful retrospective is a natural human tendency to jump to conclusions and propose actions. Here team reflects on its own process and inspect their behaviour to find any improvements that can be implemented into upcoming sprints. Each sprint ends with Sprint retrospective meeting ![]()
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