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24990Re: [scrumdevelopment] Re: Retrospective questions

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  • Martine Devos
    Nov 5, 2007
      I am not Esther, but I have done a lot of retrospectives and some good experience
      For the cultural event:  I started a lot of change efforts with (retro/future) spectives.   Collecting data, feelings, expectations...  about the change and involving the whole organization in planning the implementation.
      As for the just another name for "continuous process improvement" I disagree and would encourage you not to use that expressions.  Retrospectives are not just about process -- they are about people, feelings as facts, ....
      Martine Devos
      skype: mmdevos1953

      ----- Original Message ----
      From: luau_boy <luau_boy@...>
      To: scrumdevelopment@yahoogroups.com
      Sent: Monday, November 5, 2007 3:22:15 PM
      Subject: [scrumdevelopment] Re: Retrospective questions

      Esther -

      Thanks for the reply. Do you consider the introduction of Agile/SCRUM
      into an IT organization a 'cultural' event? In other words, is the
      idea of introducing Agile/SCRUM into an IT shop the result of a larger
      'retrospective' that senior management may/should have undertaken in
      order to properly position the team(s) for the 'significant' changes
      that Agile/SCRUM connotate?

      I'm wondering if a retrospective isn't just another name for
      'continual process improvement' ?

      --- In scrumdevelopment@ yahoogroups. com, "Esther Derby" <derby@...> wrote:
      > When the scope of the retrospective is one team (5-10 people) a half-day
      > retrospective for a 30 day sprint is reasonable. The team is looking at
      > what *they* can do to improve *their* practices and team work.
      > What you describe below is looking at improvements that cross
      > boundaries. The basic flow of the retrospective meeting may still
      be the
      > same, but it takes a different level of planning and coordination, both
      > before and after the retrospective.
      > I'd want to have a plan to make the meeting effective whether it's
      an hour
      > or 3 days. To get benefits from retrospectives, the team (or group)
      needs to
      > think, learn and decide together and that requires more than
      answering "What
      > worked/What to do differently. "
      > We cover some of the difference between team/release/ project
      > (plus lots of resources for sprint retrospectives) in Agile
      > Making Good Teams Great (Pragmatic Bookshelf, 2006).
      > ED
      > Esther Derby
      > Esther Derby Associates, Inc.
      > 612-724-8114 www.estherderby. com
      > **Secrets of Agile Teamwork PUBLIC workshop: December 11-13, 2007 in
      > Portland, OR**
      > > -----Original Message-----
      > > From: scrumdevelopment@ yahoogroups. com
      > > [mailto:scrumdevelopment@ yahoogroups. com] On Behalf Of luau_boy
      > > Sent: Monday, November 05, 2007 7:17 AM
      > > To: scrumdevelopment@ yahoogroups. com
      > > Subject: [scrumdevelopment] Retrospective questions
      > >
      > > How can a retrospective be done by the 'team' - if the 'team' consists
      > > of 100's of people situated globally - who contribute in a material
      > > way to the retrospective? (given that a team is usually 7-10 people,
      > > but that programs consists of many teams)
      > >
      > > Isn't the retrospective supposed to be a 'streamlined and structured'
      > > way to develop process improvement ideas that can be 'vetted' with the
      > > SCRUM master and the business (who PAYS for the changes being
      > > contemplated by the 'team')?
      > >
      > > How are such ideas 'baked', prior to selecting only those ideas that
      > > are the most 'optimal' for the client and the team(s) that must learn
      > > and adopt the revised process(es)? How are stakeholders/ owners allowed
      > > to collaborate with the 'retrospective' team - to insure that they
      > > aren't 'out there' - evaluating potential changes that the
      > > stakeholders would ultimately - never consider supporting?
      > >
      > > When using a high concentration of consultants, isn't it the
      > > responsibility of the SCRUM master to develop and gain approval on
      > > just HOW a retrospective will be properly positioned to insure that
      > > the company can 'harvest' the collective knowledge of all the program
      > > participants in the most optimal way? Do I understand correctly that
      > > all this can be done within a (3) hr. window every month? Wouldn't
      > > this neccessitate a well thought out plan (in advance)for how to run
      > > these meetings -- what tools are needed -- what
      > > communication/ collaboration model will be used to insure buy-in and
      > > participation from ALL impacted stakeholders?
      > >
      > >
      > >
      > >
      > >
      > > To Post a message, send it to: scrumdevelopment@ ...
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      > >
      > >
      > >

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